Index - 《Blue Ocean Strategy》

Index

Accenture, 134

adoption hurdles, 119

advertising, outdoor, 107-109

airlines

NetJets, 50-52, 135

Southwest, 35, 38-41, 131, 187

Virgin Atlantic Airways, 126

Altair 8800, 200

alternative industries, 49-55

ALTO, 130

American Multi-Cinema, Inc. (AMC),

206, 207, 208

analysis, units of, 9-12

company as, 9-10

industry as, 10

strategic move as, 10-12

analytical tools/frameworks, 23-44

blue ocean idea (BOI) index, 139-143

buyer utility map, 121, 125

eliminate-reduce-raise-create grid,

35-37

four actions framework, 29-35

pioneer-migrator-settler map, 96-98

price corridor of the mass, 127-131

six paths framework, 47-48, 79

strategy canvas, 25-28, 37-44

value curve, 27

angels, 166, 167-168

Apple Computer, Inc., 76-78, 200-201

assumptions, 48-49, 91

buyer utility and, 120

atomization, 164-165

attitudes, 171-184

automobile industry, 193-197

Chrysler in, 196-197

Ford Model T in, 124-125, 129, 132,

193-194

General Motors in, 194-195

Japanese cars in, 195-196

Barnes & Noble, 69

benchmarks, 12, 27-28

Berkshire Hathaway, 50

Big Bertha golf club, 102-103

big picture, the, 81-99

focusing on, 82-83

Blockbuster, 135

Bloomberg, 63-64, 88,130

Bloomberg, Michael, 88

blue ocean idea (BOI) index, 139-143

blue oceans

automobile industry as, 193-197

computer industry as, 197-203

creating, 3-22

definition of, 4

effects of creating, 7-8

history of, 5-7,191-208

blue oceans (continued)

imperative of creating, 8

maximizing the size of, 101-114

movie theater industry as, 203-208

as new market space, 4-5

strategy in, 19-22

sustainability of, 185-190

units of analysis with, 9-12

value innovation to create, 12-18

The Body Shop, 70,186,189

Borders, 69

Boston Police District 4, 155

boundaries

industry, 4-5

market, 47-80

reconstructing, 47-80

brand recognition, 214-215

brands

building, 127

buzz about, 187

image conflict in, 186

lack of differentiation and, 8

loyalty to, 187

strategic pricing and, 127

Bratton, Bill, 148-150

Built to Last (Collins, Porras), 9-10

business model

Casella Wines, 34

risk of, 21

strategic sequence and, 117-143

buyers/customers. See also

noncustomers

alternatives /substitutes in choices of,

49-55

chain of buyers in, 61-65

commonalities among, 102-103, 106,

109,114-115

conduct of, 209

expectations of, 70

experience cycle of, 122, 123

functional/emotional appeals to, 69-75

influencers, 61

maximizing demand and, 101

meeting with disgruntled, 154-155

productivity of, 122

purchasers, 61

strategic pricing and, 127-131

targeting, 61-65,114-115

users, 61

visual exploration and, 88-89

buyer utility, 118, 119, 120-125

assessing, 139-143

buyer experience cycle and, 122, 123

levers of, 122, 124-125

map for, 121, 125

buyer value elements, 212

Callaway Golf, 102-103

Canon, 64

Capgemini, 134

Casella Wines, 28, 31-35, 189

CD-i, 120,140-143

Cemex, 71-74

chain of buyers, 61-65

Champion Enterprises, 60-61

change

attitudes/behavior and, 171-184

conventional wisdom on, 168-169

fair process and, 172-184

political hurdles to, 165-168

seeing the need for, 147, 151-155

visual awakening and, 84-87

Charles Schwab, 75

choice, wine industry and, 33-34

Chrysler, 196-197

circuses

Cirque du Soleil, 3-4, 13-16,18, 36-37,

40-41,212

Ringling Bros. and Barnum & Bailey,

3,4,40

Cirque du Soleil, 3-4, 212

eliminate-reduce-raise-create grid

and, 18, 36-37

price corridor of the mass and, 129

strategic profile of, 40-41

valuecost trade-off and, 13-16

Cisco Systems, 78

CNN, 78-79, 97, 186

cognitive hurdles, 147, 151-155

cold spots, 156-157, 158

Collins, Jim, 9-10

commoditization, 8

communication

through statistics, 152

visual, 93-94

Compaq, 10, 201-202

compelling taglines. See taglines,

compelling

competition. See also strategy canvas

assessing, 83

benchmarking and, 12

endurance of, 189-190

functional/emotional appeal and, 69-75

reconstructionist view of, 17-18,211 212

red oceans versus blue oceans and, 4-5

strategic pricing and, 130-131

strategic thinking and, 6-7

structuralist view of, 17

value innovation versus, 188-190

wine industry, 25

computer industry, 197-203

direct sales in, 202-203

electronic computers in, 199-200

personal computers in, 200-203

servers in, 201-202

tabulating machines in, 197-199

consiglieres, 166

consolidation, wine industry, 24

convenience, 122

convergence, 11-12

core capabilities, 130

cost-plus pricing, 131, 140

cost structures, 30

imitation barriers and, 186-187

strategic sequence and, 119

Creative Destruction (Foster, Kaplan), 9-10

CTR, 198-199

culture, organizational, 169, 171-184

Curves, 56-59, 127

customer productivity, 122

customers. See buyers/customers

Davis, Harry, 204

defense aerospace industry, 110-114

Dell Computer Corporation, 202-203

demand

creating, 30-35

maximizing, 101-114

technological advances and, 8

wine industry, 24-25

devils, 166, 167-168

Digital Equipment Corporation (DEC), 200

Dinkins, David, 148

Direct Line Group, 74-75

disproportionate influence factors,

150-151

atomization, 164-165

cognitive hurdles and, 152-155

kingpins, 162-164

motivation and, 161-165

resources and, 156-161

distribution, 133-134

divergence, 11-12, 37

in strategy, 39

as strategy litmus test, 41-42

DoCoMo, 52-55,141-143

DuPont, 130

Durwood, Stan, 206

Dyson, 69, 130

eBay,126,187

economies of scale, 186-187

Economist Intelligence Unit, 68

Edison, Thomas, 203

education, stakeholder, 137-139

Elco,176-181

eliminate-reduce-raise-create grid,

35-37,93

emotional appeal, 69-75

emotional recognition, 181-183

employees

atomization and, 164-165

attitudes/behavior of, 171-184

kingpins, 162-164

motivating, 148, 161-165

recognition of, 181-183

resistance of, 137-138

visual communication with, 93-94

endogenous growth, theory of, 209-210

engagement principle of fair process,

175,177-178

environmental determinism, 17, 209-212

environmental friendliness, 122

equity interests, 135

Esserman, Dean, 159

European Financial Services (EFS), 84

excellence, endurance of, 9-12, 191-192

excludability, 126-127, 213

execution. See strategy execution

expectations

buyer, 70

clarity of, principle of fair process,

176, 179

recognition and, 181-183

explanation principle of fair process,

175-176,178-179

externalities, network, 126, 187

fair process, 21-22, 164

attitudes /behavior and, 172-184

as capital, 183-184

example of, 176-181

importance of, 181

intellectual and emotional

recognition and, 181-183

power of, 174-175

principles of, 175-176

fear, 137-139, 171-172

fair process and, 171-184

financial services

Bloomberg, 63-64, 88

functional orientation in, 75

Merrill Lynch, 137

Morgan Stanley Dean Witter & Co.,

137-138

fishbowl management, 162-164

fitness industry, 56-59

focus

on the big picture, 81-99

in strategy, 39

as strategy litmus test, 41-42

target costing and, 132

in value curves, 37

Ford, Henry, 193-194. See also Ford

Model T

Ford Model T,124-125,129,132,193-194

Foster, Richard, 9-10

four actions framework, 29-35

creating factors in, 29-30

eliminating factors in, 29, 30

reducing factors in, 29, 30

free riders, 126, 127

fun, 122

functional appeal, 69-75

General Motors, 194-195

genetically modified foods, 139

globalization, 8

Hayek, Nicolas, 133

HBO, 79

health clubs, 56-57

HewlettPackard (HP), 10, 135

Hollerith, Herman, 197-198

Home Depot, the, 55, 120, 122, 132, 186

home exercise programs, 57

Honda, 195

horse trading, 156-157, 158-161

hot spots, 156-158

housing industry, 60-61

IBM, 199-200, 201

IKEA, 134

image, 122

imitation, barriers to, 185-188

industries

alternative, 49-55

boundaries of, 4-5, 128-130

functional versus emotional

orientation of, 69-75

influencers, 61

innovation. See also value innovation

Schumpeterian, 209-210, 212

technology-driven, 13

In Search of Excellence (Peters,

Waterman), 9

insulin pens, 62-63

insurance companies, 74-75

intellectual recognition, 181-183

IBM, 199-200

Internet, cell phone service over, 52-55,

141-143

Intuit, 55, 187

inventory, 34

iPod, 76-78

Iridium, 120,140, 141

iTunes, 76-78

JCDecaux, 107-109

Joint Strike Fighter (JSF) program,

110-114

Kaplan, Sarah, 9-10

Kinepolis, 89

Kinetoscope, 203

kingpins, 162-164

Laliberte, Guy, 3

leadership. See tipping point leadership

Lexus, 60

line extensions, 7-8

Literary Digest, 193

management risk, 21-22

Managing on the Edge (Pascale), 9

Maple, Jack, 157-158

market boundaries, 47-80

alternative industries and, 49-55

chain of buyers and, 61-65

complementary products/services and,

65-69

functional/ emotional appeal to buyers

and, 69-75

six paths framework and, 47-48

strategic groups within industries

and, 55-61

time/external trends and, 75-79

market dynamics, 137, 213-216

market structure, 209

Massachusetts Bay Transportation

Authority (MBTA), 154

mass markets, 194-195

Merrill Lynch, 137

Micro Instrumentation and Telemetry

Systems (MITS), 200

Microsoft, 126, 142, 187

migrators, 96-97

military language, in strategic thinking,

6-7

minivans, 196-197

monopolies, 186, 215-216

globalization and, 8

Monsanto, 139

Morgan Stanley Dean Witter & Co.,

137-138

motivation, 148, 161-165

atomization and, 164-165

kingpins and, 162-164

Motorola Iridium, 120, 140, 141

movie theater industry, 65, 89, 203-208

megaplexes in, 206-207

multiplexes in, 206

nickelodeons in, 204

Palace Theaters in, 205-206

MP3 players, 76-78

municipal bus industry, 65-68

NABI, 65-68

National Business Aviation Association,

National Cash Register Company,

198

NetJets, 50-52, 53, 135

network externalities, 126, 187

new growth theory, 210

New York City Police Department

(NYPD),148-150,157-158

atomization and, 165

cognitive hurdles and, 152-155

consiglieres in, 166

kingpins and, 162,163-164

political hurdles and, 166,167-168

New York City Transit Police, 153-154,

157, 158,159-161

New York Division of Parole, 159

New York Post, 148

Nickelodeons, 204

Nissan, 195

noncustomers. See also

buyers/customers

refusing (second-tier noncustomers),

103-104,107-109

soon-to-be (firsttier noncustomers),

103,104-106

targeting, 114-115

tiers of, 103-114

unexplored (thirdtier noncustomers),

104,109-114

nonrival goods, 126, 213

North America Industry Classification

Standard (NAICS), 6

Novo Nordisk, 62-63

NTT DoCoMo, 52-55, 141-143

Olsen, Ken, 200

open architecture, 201

operations, streamlining, 132-133

opportunity, maximizing, 19-22

Oracle, 134

organizational culture, 169, 171-184

organizational hurdles, 147-169

cognitive, 147, 151-155

motivation as, 148, 161-165

political, 148, 165-168

resources as, 147, 156-161

organizational risk, 21

outsourcing, 88

Palace Theaters, 205-206

partnerships

resistance and, 138

target costing and, 133-134

Pascale, Richard T., 9

patents, 130, 186

Patrimonio Hoy program, 73

performance

blue ocean creation effects on, 7-8

fishbowl management and, 162-164

strategic moves and, 11

Peters, Thomas J., 9

Pfizer, 74

Philips Electronics, 68-69

ALTO, 130

CD-1,120, 140-143

teakettle, 68-69

pioneer-migrator-settler (PMS) map,

96-98

pioneers, 96-97

planning risk, 20

politics, 148, 165-168

angels in, 166, 167-168

consiglieres in, 166

devils in, 166, 167-168

imitation barriers and, 187

Polo Ralph Lauren, 60

Porras, Jerry, 9-10

portfolio management, 97-98

Pret A Manger, 105-106

price corridor of the mass, 127-131

definition of, 130

identifying, 128-130

price selection and, 130-131

price-minus costing, 131-137

price wars, 8

pricing

models of, 134-135

setting strategic, 119, 125-131, 213-214

skimming, 215-216

strategic groups and, 56

pricing innovation

equity-interest, 135

leasing, 135

renting, 135

slice-share, 135

timeshare, 135

procedural justice, 174-175. See also fair

process

products/services

alternative versus substitute, 49-55

complementary, 65-69

profit margins, 8

profits, 7-8

innovation and maximization of,

135-136

target costing and, 131-137

value innovation and, 188-190

ProSignia, 201-202

purchasers, 61

QB (Quick Beauty) House, 70-71, 72

Quicken, 55, 187

Ralph Lauren, 60

reality, showing, 152-155

recognition, emotional and intellectual,

181-183

reconstructionist view, 17-18, 209-212

red oceans

definition of, 4

industry boundaries in, 4

strategy in, 17-18

refusing noncustomers, 103-104, 107-109

Remington Rand, 199

resistance, 137-139

business partner, 138

employee, 137-138

fair process and, 174-181

general public, 138-139

resources, 147, 156-161

cold spots and, 156-157, 158

horse trading, 156-157, 158-161

hot spots and, 156-158

monopolies and, 215-216

Reuters, 63

revenues, 7-8

Ringling Bros. and Barnum & Bailey, 3,

4,40

risk minimization, 19-22, 23

big picture focus and, 82

business model risk, 21, 117-143

management risk, 21-22

organizational risk, 21

planning risk, 20

scale risk, 20

search risk, 20, 47-80

rival goods, 126

Rothapfel, Samuel "Roxy," 205

Salick cancer centers, 69

Samsung Electronics, 94-95

SAP, 65,130, 134

AcceleratedSAP, 138

Saturday Evening Post, 204

scale risk, 20

Schumpeter, Joseph A., 209-210, 212

search risk, 20, 47-80

service industries, emotional to

functional orientation in, 74-75

settlers, 96-97

Sex and the City, 79

simplicity, 122

six paths framework, 47-48, 79

slice-share model, 135

Sloan, Alfred, 194

social welfare, 215

Sony Walkman, 60

soon-to-be noncustomers, 103, 104-106

Southwest Airlines

alternatives of, 55

divergence in, 39

focusin,39

imitation barriers and, 187

strategic pricing at, 131

strategy canvas of, 38

tagline of, 39-41

sports utility vehicles (SUVs), 196-197

stakeholders, resistance by, 137-139

Standard Industrial Classification (SIC)

system, 6

Starbucks, 74

strategic groups, 55-61

definition of, 55

ranking, 56

strategic moves, as unit of analysis,

10-12

strategic plans

failure of, 81-82

overcoming limitations of, 98-99

strategic sequence, 117-143

adoption hurdles in, 119

assessing, 119-120

buyer utility in, 118

correct,117-120

costin,119

pricing in, 119

strategy. See also blue oceans; value

innovation

assumptions in, 48-49

big picture in, 81-99

building execution into, 171-184

competition-based, 6-7

contradictions in, 43

corporate-level, 94-96

executing, 21-22

focus in, 27-28

formulating, 19-21

incoherent, 42-43

innovation and, 17

internally driven, 43

military references in, 6-7

pioneer-migrator-settler map and,

96-98

re constructionist view of, 209-212

red ocean, 6-7

red ocean versus blue ocean, 17-18

strategic profile. See value curve

strategy canvas, 25-28

structuralist view of, 17, 209

trends and, 75-79

visual awakening and, 84-87

visual exploration in, 88-90

strategy canvas, 25-28

big picture and, 82-83

corporate-level strategy and, 94-96

definition of, 25

drawing,83-94

factors in, 25-26

horizontal axis in, 25-26

presenting, 90-93

value curve in, 27

vertical axis in, 26-27

visual awakening step for, 84-87

visual communication of, 93-94

visual exploration step for, 88-90

visual strategy fairs and, 90-93

what it shows, 83

[yellow tail]'s, 32

strategy execution

attitudes/behavior and, 171-184

cognitive hurdles in, 147, 151-155

disproportionate influence factors

and, 150-151

fair process and, 172, 174-184

overcoming organizational hurdles in,

147-169

resources and, 147, 156-161

tipping point leadership in, 148-151

streamlining operations, 132-133

street furniture, 107-109

stretch goals, 152

structuralist view, 17, 209

substitutes, alternatives versus, 49-55

supply, technological advances and, 8.