独树一帜画龙点睛的标语.PPT

Chap 2 Analytical Tools and Frameworks Differentiation and low costs 絕對可以同時達成。The strategy canvas and four actions framework were used to create new value curve. 紅海競爭發展出一系列的分析工具: Five-forces analysis Three generic strategies Blue ocean 致勝所需的實際工具，卻未著墨。 美國葡萄酒的red ocean plight The intense competition has fueled ongoing industry consolidation. The top eight companies produce more than 75 % of the wine in the U.S., and the estimated 1600 other wineries produce the remaining 25%. Following conventional strategic thinking, the industry is hardly attractive, for strategists, the critical question is, How do you break out of this red ocean of bloody competition to make the competition irrelevant? The Strategy Canvas 橫軸列舉業者據以從事競爭與投資的因素。以美國葡萄酒業為例，目前存在七個主要因素如下，這些因素被視為銷售葡萄酒的關鍵，讓葡萄酒變成適合品酒專家以及特別場合的獨特飲料。 1.每瓶酒的售價 2.以packaging 投射出精英、文雅的image 3.大規模媒體廣告活動 4.酒的陳釀品質 5.酒莊的聲望和歷史傳承 6.品酒時感受的品味覺層次與深度 7.兼顧各種葡萄品種以及顧客喜好的各式葡萄酒 　縱軸表示顧客從這些關鍵因素可以得到多少利 　益。 企業要根本扭轉它的strategy canvas, 必須把strategy 焦點從當前的競爭， 轉移到 另類選擇與非顧客，你會如何重新定義產業問題的聚焦有了全新認識、並藉此重建產業邊界的買方價值基礎。 在美國葡萄酒業的個案中，過度講究品酒原則，釀酒業者，酒展評審等; However, 澳洲的Casella Wines卻explores另類選擇，將葡萄酒業的面對的issues重新定義: In looking at the demand side of the alternatives of beer, spirits, and ready-to-drink cocktails, which captured three times as many U.S. consumer alcohol sales as wine, Casella wines found that the mass of American adults saw wine as a turnoff (切入點). The Four Actions Framework 要破除差異化與低成本的trade-off關係，創造新的value curve, there are key questions to challenge an industry’s strategic logic and business model: Which factors should be raised well above the industry’s standard? Which factors should be created that the industry has never offered? Of particular importance are the actions of eliminating and creating, which push companies to go beyond value maximization exercises with existing prompt companies to change the factors themselves, hence making the existing rules of competition irrelevant. Case study-yellow tail 根據這四項行動探究 “另