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小褌褉邪褌械谐褨褟 袘谢邪泻懈褌薪芯谐芯 袨泻械邪薪褍. 携泻 褋褌胁芯褉懈褌懈 斜械蟹褏屑邪褉薪懈泄 褉懈薪泻芯胁懈泄 锌褉芯褋褌褨褉 褨 锌芯蟹斜褍褌懈褋褟 泻芯薪泻褍褉械薪褑褨褩
芦小褌褉邪褌械谐褨褟 斜谢邪泻懈褌薪芯谐芯 芯泻械邪薪褍禄 鈥� 芯写薪邪 蟹 薪邪泄胁褨写芯屑褨褕懈褏 泻薪懈谐 蟹褨 褋褌褉邪褌械谐褨褔薪芯谐芯 锌谢邪薪褍胁邪薪薪褟 芯褋褌邪薪薪褨褏 写械褋褟褌懈褉褨褔. 袟邪 10 褉芯泻褨胁 褨蟹 褔邪褋褍 胁懈褏芯写褍 蟹 写褉褍泻褍 薪械 锌芯谢懈褕邪谢邪 孝芯锌-10 斜褨蟹薪械褋-胁懈写邪薪褜 薪邪 Amazon, 褋褌邪谢邪 斜械褋褌褋械谢械褉芯屑 薪邪 锌鈥櫻徰傂� 泻芯薪褌懈薪械薪褌邪褏, 锌械褉械泻谢邪写械薪邪 斜褨谢褜褕 薪褨卸 40 屑芯胁邪屑懈 褌邪 褉芯蟹褨泄褕谢邪褋褟 薪邪泻谢邪写芯屑 褍 3,5 屑褨谢褜泄芯薪邪 锌褉懈屑褨褉薪懈泻褨胁. 袙懈泻谢邪写械薪褨 胁 薪褨泄 褨写械褩 写芯胁械谢懈 褋胁芯褞 械褎械泻褌懈胁薪褨褋褌褜 薪械 谢懈褕械 胁 斜褨蟹薪械褋褨, 邪谢械 泄 褍 写褨褟谢褜薪芯褋褌褨 薪械泻芯屑械褉褑褨泄薪懈褏 芯褉谐邪薪褨蟹邪褑褨泄, 写械褉卸邪胁薪芯屑褍 褋械泻褌芯褉褨, 胁懈泻芯薪邪胁褔褨泄 胁谢邪写褨 褌邪 薪邪胁褨褌褜 褍 屑懈褋褌械褑褌胁褨.
笑械 薪芯胁械 泄 褉芯蟹褕懈褉械薪械 胁懈写邪薪薪褟 写芯锌芯胁薪械薪芯 写芯褋胁褨写芯屑 锌褉邪泻褌懈褔薪芯谐芯 蟹邪褋褌芯褋褍胁邪薪薪褟 褋褌褉邪褌械谐褨褩, 褉械泻芯屑械薪写邪褑褨褟屑懈 蟹 锌械褉械褌胁芯褉械薪薪褟 写芯褋褟谐薪械薪褜 薪邪 锌芯褋褌褨泄薪懈泄 锌褉芯褑械褋 芯薪芯胁谢械薪薪褟 褌邪 邪薪邪谢褨蟹芯屑 薪邪泄锌芯褕懈褉械薪褨褕懈褏 锌邪褋褌芯泻, 褟泻褨 褔械泻邪褞褌褜 薪邪 褕谢褟褏褍 写芯 褋褌胁芯褉械薪薪褟 泻芯屑械褉褑褨泄薪芯 锌械褉械泻芯薪谢懈胁芯谐芯 斜谢邪泻懈褌薪芯谐芯 芯泻械邪薪褍.
袘褨蟹薪械褋 斜械蟹 泻芯薪泻褍褉械薪褑褨褩 鈥� 褑械 褉械邪谢褜薪褨褋褌褜! 袙芯薪邪 褨褋薪褍褦 谢懈褕械 褌邪屑, 写械 胁 褔械褉胁芯薪芯屑褍 芯泻械邪薪褨 泻褉懈胁邪胁芯褩 斜芯褉芯褌褜斜懈 蟹邪 褋锌芯卸懈胁邪褔邪 锌褨写 邪谐褉械褋懈胁薪懈屑懈 谐邪褋谢邪屑懈 芦袟邪褏芯锌懈褌懈!禄, 芦袟屑褍褋懈褌懈!禄 褔懈 芦袙懈褌褨褋薪懈褌懈!禄 泻芯屑锌邪薪褨褩 蟹屑邪谐邪褞褌褜褋褟 蟹邪 锌褉邪胁芯 胁懈胁械褋褌懈 薪邪 褉懈薪芯泻 褔械褉谐芯胁懈泄 蟹胁懈褔薪懈泄 褌芯胁邪褉 褍 薪芯胁褨泄 芯斜谐芯褉褌褑褨. 袗谢械, 褖芯斜 褋褌胁芯褉懈褌懈 褋锌褉邪胁写褨 褍褋锌褨褕薪懈泄 斜褨蟹薪械褋, 薪械芯斜褏褨写薪芯 蟹邪锌褉芯锌芯薪褍胁邪褌懈 褖芯褋褜 芯褋芯斜谢懈胁械. 小谢褨写 胁懈泄褌懈 薪邪 褕懈褉芯泻懈泄 锌褉芯褋褌褨褉 袘谢邪泻懈褌薪芯谐芯 芯泻械邪薪褍 鈥� 胁褨谢褜薪懈泄 胁褨写 泻芯薪泻褍褉械薪褑褨褩 褉懈薪芯泻 薪芯胁邪褌芯褉褋褜泻懈褏 锌褉芯锌芯蟹懈褑褨泄. 笑褟 泻薪懈谐邪, 褖芯 褋褌邪谢邪 褋锌褉邪胁卸薪褜芯褞 褎褨谢芯褋芯褎褨褦褞 褍褋锌褨褏褍, 锌褉芯锌芯薪褍褦 褋褌胁芯褉懈褌懈 薪芯胁褍 斜褨蟹薪械褋-屑芯写械谢褜 蟹邪 150 褋褌褉邪褌械谐褨褔薪懈褏 泻褉芯泻褨胁, 褍卸械 锌褉芯泄写械薪懈褏 邪胁褌芯谐褨谐邪薪褌芯屑 Ford, 褎褨褌薪械褋-泻芯屑锌邪薪褨褦褞 Curves, 胁懈褉芯斜薪懈泻芯屑 锌芯斜褍褌芯胁芯褩 褌械褏薪褨泻懈 Philips, 屑邪谐邪蟹懈薪芯屑 褑懈褎褉芯胁芯褩 屑褍蟹懈泻懈 iTunes, 褑懈褉泻芯屑 Du Soleil 褌邪 褌懈褋褟褔邪屑懈 褨薪褕懈褏 谢褨写械褉褨胁 褉懈薪泻褍.
笑械 薪芯胁械 泄 褉芯蟹褕懈褉械薪械 胁懈写邪薪薪褟 写芯锌芯胁薪械薪芯 写芯褋胁褨写芯屑 锌褉邪泻褌懈褔薪芯谐芯 蟹邪褋褌芯褋褍胁邪薪薪褟 褋褌褉邪褌械谐褨褩, 褉械泻芯屑械薪写邪褑褨褟屑懈 蟹 锌械褉械褌胁芯褉械薪薪褟 写芯褋褟谐薪械薪褜 薪邪 锌芯褋褌褨泄薪懈泄 锌褉芯褑械褋 芯薪芯胁谢械薪薪褟 褌邪 邪薪邪谢褨蟹芯屑 薪邪泄锌芯褕懈褉械薪褨褕懈褏 锌邪褋褌芯泻, 褟泻褨 褔械泻邪褞褌褜 薪邪 褕谢褟褏褍 写芯 褋褌胁芯褉械薪薪褟 泻芯屑械褉褑褨泄薪芯 锌械褉械泻芯薪谢懈胁芯谐芯 斜谢邪泻懈褌薪芯谐芯 芯泻械邪薪褍.
袘褨蟹薪械褋 斜械蟹 泻芯薪泻褍褉械薪褑褨褩 鈥� 褑械 褉械邪谢褜薪褨褋褌褜! 袙芯薪邪 褨褋薪褍褦 谢懈褕械 褌邪屑, 写械 胁 褔械褉胁芯薪芯屑褍 芯泻械邪薪褨 泻褉懈胁邪胁芯褩 斜芯褉芯褌褜斜懈 蟹邪 褋锌芯卸懈胁邪褔邪 锌褨写 邪谐褉械褋懈胁薪懈屑懈 谐邪褋谢邪屑懈 芦袟邪褏芯锌懈褌懈!禄, 芦袟屑褍褋懈褌懈!禄 褔懈 芦袙懈褌褨褋薪懈褌懈!禄 泻芯屑锌邪薪褨褩 蟹屑邪谐邪褞褌褜褋褟 蟹邪 锌褉邪胁芯 胁懈胁械褋褌懈 薪邪 褉懈薪芯泻 褔械褉谐芯胁懈泄 蟹胁懈褔薪懈泄 褌芯胁邪褉 褍 薪芯胁褨泄 芯斜谐芯褉褌褑褨. 袗谢械, 褖芯斜 褋褌胁芯褉懈褌懈 褋锌褉邪胁写褨 褍褋锌褨褕薪懈泄 斜褨蟹薪械褋, 薪械芯斜褏褨写薪芯 蟹邪锌褉芯锌芯薪褍胁邪褌懈 褖芯褋褜 芯褋芯斜谢懈胁械. 小谢褨写 胁懈泄褌懈 薪邪 褕懈褉芯泻懈泄 锌褉芯褋褌褨褉 袘谢邪泻懈褌薪芯谐芯 芯泻械邪薪褍 鈥� 胁褨谢褜薪懈泄 胁褨写 泻芯薪泻褍褉械薪褑褨褩 褉懈薪芯泻 薪芯胁邪褌芯褉褋褜泻懈褏 锌褉芯锌芯蟹懈褑褨泄. 笑褟 泻薪懈谐邪, 褖芯 褋褌邪谢邪 褋锌褉邪胁卸薪褜芯褞 褎褨谢芯褋芯褎褨褦褞 褍褋锌褨褏褍, 锌褉芯锌芯薪褍褦 褋褌胁芯褉懈褌懈 薪芯胁褍 斜褨蟹薪械褋-屑芯写械谢褜 蟹邪 150 褋褌褉邪褌械谐褨褔薪懈褏 泻褉芯泻褨胁, 褍卸械 锌褉芯泄写械薪懈褏 邪胁褌芯谐褨谐邪薪褌芯屑 Ford, 褎褨褌薪械褋-泻芯屑锌邪薪褨褦褞 Curves, 胁懈褉芯斜薪懈泻芯屑 锌芯斜褍褌芯胁芯褩 褌械褏薪褨泻懈 Philips, 屑邪谐邪蟹懈薪芯屑 褑懈褎褉芯胁芯褩 屑褍蟹懈泻懈 iTunes, 褑懈褉泻芯屑 Du Soleil 褌邪 褌懈褋褟褔邪屑懈 褨薪褕懈褏 谢褨写械褉褨胁 褉懈薪泻褍.
384 pages, Hardcover
First published January 1, 2004
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About the author
W. Chan Kim
31听books418听followersW. Chan Kim is the Co-Director of the INSEAD Blue Ocean Strategy Institute and a Chair Professor of Strategy and International Management at INSEAD. His book Blue Ocean Strategy, co-authored with Ren茅e Mauborgne, has sold 3.6 million copies and is recognized as one of the most iconic and impactful strategy books ever written. It is being published in a record-breaking 44 languages and is a bestseller across five continents.
Kim is ranked in the top 3 management gurus in the world in the Thinkers50 listing of the World鈥檚 Top Management Gurus. He was selected for the 2011 Leadership Hall of Fame by Fast Company magazine and was named among the world's top 5 best business school professors by MBA Rankings. He also received the Nobels Colloquia Prize for Leadership on Business and Economic Thinking. He is a Fellow of the World Economic Forum and an advisory member for the European Union. He also serves as an advisor to several countries.
Kim is ranked in the top 3 management gurus in the world in the Thinkers50 listing of the World鈥檚 Top Management Gurus. He was selected for the 2011 Leadership Hall of Fame by Fast Company magazine and was named among the world's top 5 best business school professors by MBA Rankings. He also received the Nobels Colloquia Prize for Leadership on Business and Economic Thinking. He is a Fellow of the World Economic Forum and an advisory member for the European Union. He also serves as an advisor to several countries.
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Displaying 1 - 30 of 1,853 reviews
March 7, 2009
The signal-to-noise ratio of business books generally tends towards zero. They fall into one of three categories: baked-over platitudes designed to reinforce the self-esteem of the reader (see ), laughably faulty reasoning (see ), and interesting ideas that are overextended and driven into the ground (see ). Fortunately for Blue Ocean Strategy, it tends towards the latter.
There are a few good ideas in the book, but they are shrouded in unnecessary jargon and applied precariously to far too many companies.
It uses the holy grail of business books: create a structured, numbered framework for analysis (see or or at least 1000 others) and then cherry-pick examples that can fit into the framework (see ).
All this aside, the fact that is directionally correct in advice and contains some thought-provoking ideas earns it a couple of stars. Unfortunately, I may never be able to sell my business book idea: It's All Due to Luck and Nepotism.
There are a few good ideas in the book, but they are shrouded in unnecessary jargon and applied precariously to far too many companies.
It uses the holy grail of business books: create a structured, numbered framework for analysis (see or or at least 1000 others) and then cherry-pick examples that can fit into the framework (see ).
All this aside, the fact that is directionally correct in advice and contains some thought-provoking ideas earns it a couple of stars. Unfortunately, I may never be able to sell my business book idea: It's All Due to Luck and Nepotism.
May 4, 2015
亘亘爻丕胤丞 丕賱賰鬲丕亘 亘賷賯鬲乇丨 毓賱賷賰 丕賰鬲卮丕賮 賲噩丕賱 噩丿賷丿 賵 丕賱禺賵囟 賮賷賴 賵 丕賳卮丕亍 爻賵賯 賱賴 貙 賵 鬲賵賮賷乇 噩賴丿 丕賱賲賳丕賮爻丞 賮賶 丕賱爻賵賯 丕賱丨丕賱賶 .. 賵 亘賷胤乇丨 毓賱賷賰 丕賱丕賲賰丕賳賷丕鬲 賵 丕賱禺賷丕乇丕鬲 丕賱賴丕卅賱丞 丕賱鬲賶 賯丿 賷賵賮乇賴丕 賱賰 賴匕丕 丕賱丕賰鬲卮丕賮 貙 賵 丕賱鬲賶 賯丿 鬲氐賱 賮賶 丕鬲爻丕毓賴丕 丕賱賶 爻毓丞 丕賱賲丨賷胤 丕賱丕夭乇賯 .. 丕賳賴 賷賯鬲乇丨 毓賱賷賰 丕禺鬲賷丕乇 丕賱賱賵賳 丕賱丕夭乇賯 :) 貙 丕賷囟丕 匕賰乇 毓丿丞 賳賲丕匕噩 賵 丕賲孬賱丞 賯丿 鬲爻丕毓丿賰 賮賶 丕賱爻毓賷 賵乇丕亍 賴匕丕 丕賱丕賰鬲卮丕賮 賮賶 賲噩丕賱 毓賲賱賰 ..
January 6, 2013
Kind of a stupid book. The overall premise is, don鈥檛 compete directly with your competitors, create new markets. Of course, it falls into the classic trap that all business books seem to fall into, which is looking only at cases that support the theory and ignoring all that don鈥檛. The theory itself is pretty obvious when you look at it - basically it argues that making a profit in any commodities market boils down to reducing costs, and that when your competitors cannot directly compete against you, you will make much more money. This is essentially the classic economic picture of perfect competition vs monopoly, and is quite obvious.
Furthermore, many of the examples he uses have only a tenuous connection to his theory. For example, he tries tying the turnaround of the NYPD to his theory. It was an interesting story, but I鈥檓 still scratching my head how targeting hotspots and shifting resources is an example of Blue Ocean theory.
Furthermore, many of the examples he uses have only a tenuous connection to his theory. For example, he tries tying the turnaround of the NYPD to his theory. It was an interesting story, but I鈥檓 still scratching my head how targeting hotspots and shifting resources is an example of Blue Ocean theory.
July 25, 2008
Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant
W. Chan Kim and Ren茅e Mauborgne
Harvard Business School Press
This is an especially thought-provoking book that, as have so many others, evolved from an article published in the Harvard Business Review. According to Kim and Mauborgne, "Blue Ocean Strategy challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition irrelevant...This book not only challenges companies but also shows them how to achieve this. We first introduce a set of analytical tools and frameworks that show you how to systematically act on this challenge, and, second, we elaborate the principles that define and separate blue ocean strategy from competition-based strategic thought." The material provided by Kim and Mauborgne is essentially worthless, however, unless and until decision-makers in a given organization accept their challenge, are guided and informed by the six principles, and effectively use the tools within appropriate frameworks. The responsibility is theirs, not Kim and Mauborgne's. To assist their efforts, Kim and Mauborgne focus on several exemplary companies that have dominated (if not rendered irrelevant) their competition by penetrating previously neglected market space. They include the Body Shop, Callaway Golf, Cirque du Soleil, Dell, NetJets, the SONY Walkman, Southwest Airlines, Starbucks, the Swatch watch, and Yellow Tail wine.
All of these Blue Ocean strategies created new or much greater value for customers. Their emphasis is on the quality of experience, not on the benefits of a new technology. According to Kim and Mauborgne, their research indicates that "the strategic move, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and sustained high performance. A strategic move is the set of managerial actions and decisions involved in making a major market-creating business offering." The cornerstone of a Blue Ocean strategy is value innovation that occurs "only when companies align innovation with utility, price, and cost positions. If they fail to anchor innovation with value in this way, technology innovators and market pioneers often lay the eggs that other companies hatch." For Kim and Mauborgne, value innovation is about strategy that embraces the entire system of a company's activities. It requires companies to orient the whole system toward achieving a "leap" in value for both buyers and themselves. Kim and Mauborgne explain HOW to create uncontested market space wherein competition is essentially irrelevant.
W. Chan Kim and Ren茅e Mauborgne
Harvard Business School Press
This is an especially thought-provoking book that, as have so many others, evolved from an article published in the Harvard Business Review. According to Kim and Mauborgne, "Blue Ocean Strategy challenges companies to break out of the red ocean of bloody competition by creating uncontested market space that makes the competition irrelevant...This book not only challenges companies but also shows them how to achieve this. We first introduce a set of analytical tools and frameworks that show you how to systematically act on this challenge, and, second, we elaborate the principles that define and separate blue ocean strategy from competition-based strategic thought." The material provided by Kim and Mauborgne is essentially worthless, however, unless and until decision-makers in a given organization accept their challenge, are guided and informed by the six principles, and effectively use the tools within appropriate frameworks. The responsibility is theirs, not Kim and Mauborgne's. To assist their efforts, Kim and Mauborgne focus on several exemplary companies that have dominated (if not rendered irrelevant) their competition by penetrating previously neglected market space. They include the Body Shop, Callaway Golf, Cirque du Soleil, Dell, NetJets, the SONY Walkman, Southwest Airlines, Starbucks, the Swatch watch, and Yellow Tail wine.
All of these Blue Ocean strategies created new or much greater value for customers. Their emphasis is on the quality of experience, not on the benefits of a new technology. According to Kim and Mauborgne, their research indicates that "the strategic move, and not the company or the industry, is the right unit of analysis for explaining the creation of blue oceans and sustained high performance. A strategic move is the set of managerial actions and decisions involved in making a major market-creating business offering." The cornerstone of a Blue Ocean strategy is value innovation that occurs "only when companies align innovation with utility, price, and cost positions. If they fail to anchor innovation with value in this way, technology innovators and market pioneers often lay the eggs that other companies hatch." For Kim and Mauborgne, value innovation is about strategy that embraces the entire system of a company's activities. It requires companies to orient the whole system toward achieving a "leap" in value for both buyers and themselves. Kim and Mauborgne explain HOW to create uncontested market space wherein competition is essentially irrelevant.
May 20, 2023
Making competitors irrelevant by focus on distinct consumer value instead of benchmark versus rivals is the basic concept of this classic business book
Only way to beat the competition is to stop trying to beat the competition
A solid book to think differently about the landed wisdom that you get what you pay for. The book argues that true customer value innovation is only achieved when costs are lower and quality is higher simultaneously. Some examples haven鈥檛 aged that well (including a stab at Microsofts lack of innovative capabilities), but an interesting framework nonetheless.
More thoughts to follow 馃數馃寠馃搱
Only way to beat the competition is to stop trying to beat the competition
A solid book to think differently about the landed wisdom that you get what you pay for. The book argues that true customer value innovation is only achieved when costs are lower and quality is higher simultaneously. Some examples haven鈥檛 aged that well (including a stab at Microsofts lack of innovative capabilities), but an interesting framework nonetheless.
More thoughts to follow 馃數馃寠馃搱
October 15, 2012
The authors provide case studies on how some companies left their "bloody-red" oceans of competition for completely open blue oceans where they were unique.
Some are well-known business stories, such as Southwest Airlines becoming a low-cost provider. However, the book provides details into Southwest's underlying business strategies that may not be well known. Other case studies gave new insight into various companies and their product strategics. One interesting story, for example, was [yellow tail], the Australian wine company that stepped outside of the traditional wine marketing with a simpler offering targeting casual drinkers.
The book covers the "strategic canvas" for analyzing competitors and planning a new market space. It then outlines six different principals for creating your own "blue ocean" strategy:
1) Reconstruct market boundaries
2) Focus on the big picture, not on the numbers
3) Reach beyond existing demand
4) Get the strategic sequence right
5) Overcome key organizational hurdles to make blue ocean strategy happen in action
6) Build execution into strategy from the start to build organizational trust and commitment
Some are well-known business stories, such as Southwest Airlines becoming a low-cost provider. However, the book provides details into Southwest's underlying business strategies that may not be well known. Other case studies gave new insight into various companies and their product strategics. One interesting story, for example, was [yellow tail], the Australian wine company that stepped outside of the traditional wine marketing with a simpler offering targeting casual drinkers.
The book covers the "strategic canvas" for analyzing competitors and planning a new market space. It then outlines six different principals for creating your own "blue ocean" strategy:
1) Reconstruct market boundaries
2) Focus on the big picture, not on the numbers
3) Reach beyond existing demand
4) Get the strategic sequence right
5) Overcome key organizational hurdles to make blue ocean strategy happen in action
6) Build execution into strategy from the start to build organizational trust and commitment
May 25, 2015
This well-written book seems like common sense however it is an eye-opener for less sophisticated colleagues who doesn't know much about competitive advantage. It arguments how contested markets ("red oceans") should look for uncontested markets ("blue oceans"). Everything in this book is common sense. Nintendo is another high-profile example. Satoru Iwata, Nintendo's CEO, has referred to the Blue Ocean Strategy in interviews.
I do think the Blue Ocean Strategy is nothing without execution though. I think a large number (maybe more than 50%) of companies do not have a strategy. So it is not just execution that is missing. In fact, execution is easier once you have a strategy. This book, like many other business books, fails because it only talks about success stories. It does not talk about the majority of examples of Blue Ocean failed or currently marginal businesses:
- SPARSH, an innovative computer interface (google Pranav Mistry)
- Electric cars, which were invented in 1899!
I wouldn't highly recommend it but its an interesting read for someone new to this concept. For others, I would suggest or should look at "The Innovator's Dilemma" by Clayton M. Christensen for a better treatment of the ideas and the root causes for why they work.
I do think the Blue Ocean Strategy is nothing without execution though. I think a large number (maybe more than 50%) of companies do not have a strategy. So it is not just execution that is missing. In fact, execution is easier once you have a strategy. This book, like many other business books, fails because it only talks about success stories. It does not talk about the majority of examples of Blue Ocean failed or currently marginal businesses:
- SPARSH, an innovative computer interface (google Pranav Mistry)
- Electric cars, which were invented in 1899!
I wouldn't highly recommend it but its an interesting read for someone new to this concept. For others, I would suggest or should look at "The Innovator's Dilemma" by Clayton M. Christensen for a better treatment of the ideas and the root causes for why they work.
December 19, 2019
A boring book with several great insights.
The take-aways:
- Competition can be tough. Well-defined business spaces (a.k.a. red ocean, filled with blood) are vicious.
- Instead of competing in red oceans, consider creating a new space (a.k.a. blue oceans, no blood)
- There are several ways to create a blue ocean. The main idea is to re-evaluate core assumptions about (1) who your customers are/could be, and (2) what your customers value.
- For example, "the circus" was traditionally for kids. It had animals. And clowns. And over-priced popcorn. However, Cirque du Soleil re-thought these assumptions. Did "the circus" *need* to be for kids? What about adults? Did it need to have animals? And 3-ring acts? What if it was more performative/thematic instead?
- By changing their value proposition or by targeting a specific customer segment, businesses in competitive spaces can carve out profitable niches.
- That said, be mindful of what prevents competitors from copying your strategy! Ideally, you can do find something valuable and then protect it, otherwise your blue ocean will turn purple... then red.
The take-aways:
- Competition can be tough. Well-defined business spaces (a.k.a. red ocean, filled with blood) are vicious.
- Instead of competing in red oceans, consider creating a new space (a.k.a. blue oceans, no blood)
- There are several ways to create a blue ocean. The main idea is to re-evaluate core assumptions about (1) who your customers are/could be, and (2) what your customers value.
- For example, "the circus" was traditionally for kids. It had animals. And clowns. And over-priced popcorn. However, Cirque du Soleil re-thought these assumptions. Did "the circus" *need* to be for kids? What about adults? Did it need to have animals? And 3-ring acts? What if it was more performative/thematic instead?
- By changing their value proposition or by targeting a specific customer segment, businesses in competitive spaces can carve out profitable niches.
- That said, be mindful of what prevents competitors from copying your strategy! Ideally, you can do find something valuable and then protect it, otherwise your blue ocean will turn purple... then red.
February 12, 2014
I had to read this book for a strategy class. Business strategy is all about how you intend to differentiate yourself from the competition and how you plan to get there. The premise of Blue Ocean Strategy is, as stated on page 4, "Red oceans represent all the industries in existence today. This is the known market space. Blue oceans denote all the industries not in existence today. This is the unknown market space." So the point of this strategy is to remove your business from the bloody sea of eat-each-other-alive competition and find or create a new field all to yourself.
But none of the examples cited in the book have created any "new industries". Southwest Airlines is still an airline. [yellow tail] is still a wine. Cirque de Soleil is still a circus. They do find ways to tap into new or specialized markets. So to me, these companies have more or less sailed to the edge of the red oceans, but they haven't completely left it.
What's bothersome to me is that the authors don't have an example of how they or someone else have taken a company through the steps to find that coveted blue ocean. What we have are existing companies who have differentiated themselves from their competition or tapped into a new customer base. So it seems as if the tenets of blue ocean strategy have been reverse-engineered to fit a handful of companies. This seems to be a research project that yielded some similarities between successful companies.
I'm not saying that their strategy is wrong, but perhaps I'd be more convinced of it if there were a company who successfully followed their method.
But none of the examples cited in the book have created any "new industries". Southwest Airlines is still an airline. [yellow tail] is still a wine. Cirque de Soleil is still a circus. They do find ways to tap into new or specialized markets. So to me, these companies have more or less sailed to the edge of the red oceans, but they haven't completely left it.
What's bothersome to me is that the authors don't have an example of how they or someone else have taken a company through the steps to find that coveted blue ocean. What we have are existing companies who have differentiated themselves from their competition or tapped into a new customer base. So it seems as if the tenets of blue ocean strategy have been reverse-engineered to fit a handful of companies. This seems to be a research project that yielded some similarities between successful companies.
I'm not saying that their strategy is wrong, but perhaps I'd be more convinced of it if there were a company who successfully followed their method.
January 2, 2025
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丕賱卮睾賱 禺賱賯 賵 丕亘鬲賰丕乇 賲爻丕丨丕鬲 噩丿賷丿丞 賱賱毓賲賱 賲賳 禺賱丕賱 兀賮賰丕乇 禺丕乇噩 丕賱氐賳丿賵賯 賱鬲噩賳亘 丕賱賲賳丕賮爻丞 丕賱卮乇爻丞 毓賱賶 丕賱賲鬲毓丕乇賮 毓賱賷賴 兀賵 丕賱賲賵噩賵丿 賵 丕賱賲鬲丕丨 賱丿賶 丕賱賰賱.
兀毓胤賶 丕賱賰丕鬲亘 兀賲孬賱丞 毓賱賶 匕賱賰 賵 兀孬賳賶 毓賱賷賴 賵 兀賵囟丨 賲丿賶 賳噩丕丨賴 亘毓賷丿丕 毓賱賶 丕賱丿禺賵賱 賮賷 丕賱氐乇丕毓丕鬲 睾賷乇 丕賱賲噩丿賷丞 禺賱賯 賴丕賱丞 噩丿賷丿丞 賲賳 禺賱丕賱 丕亘鬲賰丕乇 賮賰乇丞 賵 廿賳 亘丿鬲 亘爻賷胤丞 賵 丕賱毓賲賱 丕賱丿丐賵亘 毓賱賷賴丕 賰賮賷賱 亘囟賲丕賳 賳噩丕丨 賴匕賴 丕賱卮乇賰丞 賵 丕賱鬲賲賷夭 丕賱匕賷 賷亘丨孬 毓賳賴 丕賱賰孬賷乇.
賰鬲丕亘 賲賮賷丿 賷賯丿賲 賮賰乇丞 賵 廿賳 亘丿鬲 亘爻賷胤丞 賱賰賳 賱丕 丕毓鬲賯丿 丕賳賴丕 亘鬲賱賰 丕賱爻賴賵賱丞 賮賷 賲噩丕賱 Management
丕賱賰鬲丕亘 賷賯丿賲 賮賰乇鬲賴 丕賱賲丨賵乇賷丞 賲賳 禺賱丕賱 鬲賯爻賷賲 丕賱賲賳丕賮爻丞 賮賷 丕賱賲噩丕賱 丕賱毓賲賱 賱賯爻賲賷賳 丕賱賲丨賷胤 丕賱兀丨賲乇 ( 丨賷孬 丕賱賱賵賳 丕賱兀丨賲乇 賷乇賲夭 賱賱丿賲 賵 丕賮鬲乇丕爻 丕賱賯賵賷 賱賱囟毓賷賮)
賵賴賵 賷丨鬲賵賷 毓賱賶 賲爻鬲賵賷丕鬲 毓丕賱賷丞 賲賳 丕賱賲賳丕賮爻丞 丕賱胤丕丨賳丞 賮賷 爻賵賯 丕賱卮睾賱貙 賵 丕賱賲丨賷胤 丕賱兀夭乇賯 賵 賷乇賲夭 賱賱丕亘鬲賰丕乇 亘卮賰賱 禺丕氐 賵賴賵 禺賱賯 丨丿賵丿 噩丿賷丿丞 賮賷 爻賵賯
丕賱卮睾賱 禺賱賯 賵 丕亘鬲賰丕乇 賲爻丕丨丕鬲 噩丿賷丿丞 賱賱毓賲賱 賲賳 禺賱丕賱 兀賮賰丕乇 禺丕乇噩 丕賱氐賳丿賵賯 賱鬲噩賳亘 丕賱賲賳丕賮爻丞 丕賱卮乇爻丞 毓賱賶 丕賱賲鬲毓丕乇賮 毓賱賷賴 兀賵 丕賱賲賵噩賵丿 賵 丕賱賲鬲丕丨 賱丿賶 丕賱賰賱.
兀毓胤賶 丕賱賰丕鬲亘 兀賲孬賱丞 毓賱賶 匕賱賰 賵 兀孬賳賶 毓賱賷賴 賵 兀賵囟丨 賲丿賶 賳噩丕丨賴 亘毓賷丿丕 毓賱賶 丕賱丿禺賵賱 賮賷 丕賱氐乇丕毓丕鬲 睾賷乇 丕賱賲噩丿賷丞 禺賱賯 賴丕賱丞 噩丿賷丿丞 賲賳 禺賱丕賱 丕亘鬲賰丕乇 賮賰乇丞 賵 廿賳 亘丿鬲 亘爻賷胤丞 賵 丕賱毓賲賱 丕賱丿丐賵亘 毓賱賷賴丕 賰賮賷賱 亘囟賲丕賳 賳噩丕丨 賴匕賴 丕賱卮乇賰丞 賵 丕賱鬲賲賷夭 丕賱匕賷 賷亘丨孬 毓賳賴 丕賱賰孬賷乇.
賰鬲丕亘 賲賮賷丿 賷賯丿賲 賮賰乇丞 賵 廿賳 亘丿鬲 亘爻賷胤丞 賱賰賳 賱丕 丕毓鬲賯丿 丕賳賴丕 亘鬲賱賰 丕賱爻賴賵賱丞 賮賷 賲噩丕賱 Management
November 26, 2020
This is a business school sort of trade book that has been getting a lots of hype. I had to read it for some other purposes so I worked through the book rather than through the numerous HBR articles. The premise of this book is that firms should not bother with messy competition, which will limit their profits and keep them warring with other competitors. Instead, firms should redefine their businesses into new offerings that are appealing to customers but are in such conditions or situations that other firms cannot easily imitate them. This is "blue ocean" strategy - in which you are the only fish in a big pond. The alternative, of course, is "red ocean" strategy - red because there are other fishes in the pond, whose competition will bloody the waters. Get the analogy?? Examples are provided of firms that have done this and suggestions are made about how to copy them. The writing style is crisp.
OK, but the problem is that there is nothing new here.
Coming up with a distinctive position that is very attractive to customers and that will justify high prices and good profits is a very old idea. Who wouldn't want to do that? The problem is that finding such opportunities happens most times through a combination of some skill and more luck. The firms that do this, and the examples in the book, have not escaped competition and their advantage does not last for long on average.
Telling someone to go out and follow such a strategy is a little bit like the old joke about the cure to poverty being simple - step 1, get yourself a million dollars; Step 2 . . .
(I think Steve Martin originally did this.)
The examples are not really helpful. Given a successful firm, it will not prove hard to find a reason why it succeeded. That is not helpful for someone else moving forward.
Overall, this is a popular treatment of corporate strategy that oversimplifies a lot. Careful readers can find better meals on which to chew.
OK, but the problem is that there is nothing new here.
Coming up with a distinctive position that is very attractive to customers and that will justify high prices and good profits is a very old idea. Who wouldn't want to do that? The problem is that finding such opportunities happens most times through a combination of some skill and more luck. The firms that do this, and the examples in the book, have not escaped competition and their advantage does not last for long on average.
Telling someone to go out and follow such a strategy is a little bit like the old joke about the cure to poverty being simple - step 1, get yourself a million dollars; Step 2 . . .
(I think Steve Martin originally did this.)
The examples are not really helpful. Given a successful firm, it will not prove hard to find a reason why it succeeded. That is not helpful for someone else moving forward.
Overall, this is a popular treatment of corporate strategy that oversimplifies a lot. Careful readers can find better meals on which to chew.
April 4, 2019
Blue Ocean Strategy is a business book that covers how to beat the competition by not trying to beat the competition. A red ocean symbolizes blood in the water, where companies are competing by traditional means (like price). The book advocates creating a category and explores a variety of topics to aid in creating a "blue ocean" such as value innovation, emphasis on the big picture, diminishing risk, and evaluating alternatives to your industry (and much more). The first half of the book seemed to be more about the strategic approach to category creation, where the second half of the book had more of a focus on people and management. I personally found the first half to be much more useful. I think there's better material out there for the management side of things. Overall, Blue Ocean Strategy was definitely worth the investment of time. I'd highly recommend it for entrepreneurs.
May 19, 2016
all my previous comments/critique was encapsulated on 2 appendixes at the end of the book so it confirmed my assumptions rather nicely. I believe he made for him self a blue ocean consultancy business and this book was the start of it? Beyond the Machiaveli political tips , everything else was around a catchy phrase and that what his main message seems to be. Rest are old theories in new color.
January 30, 2019
This book is an essential read for any entrepreneur looking to compete in a saturated marketplace and build a successful business. Too many startups fail because founders try to compete directly with well-established companies that dominate the market. The Blue Ocean Strategy is a book about finding your niche within a niche so you can stay competitive and grow.
January 25, 2008
Keywords: blue ocean - red ocean - value innovation
How to win the competition? You can challenge your opponents on a head-to-head competition. Suppose that your target is to book 200 contracts each month. In order to fulfil the target you can compete on pricing. It means that you should give bigger discount than your opponents.
But head-to-head competition has its own limitation. There is another way to compete. A smarter way. Chan Kim and Mauborgne propose another solution: don't compete with your competition, why don't you make them irrelevant!
The book idea is to give your customers better services without any head-to head competition. It gives you a framework helps you to re-design your products/services. It helps you find your niches.
The book is quite easy to read and has an excellent and brilliant idea. It's a must for anyone responsible in decision making.
How to win the competition? You can challenge your opponents on a head-to-head competition. Suppose that your target is to book 200 contracts each month. In order to fulfil the target you can compete on pricing. It means that you should give bigger discount than your opponents.
But head-to-head competition has its own limitation. There is another way to compete. A smarter way. Chan Kim and Mauborgne propose another solution: don't compete with your competition, why don't you make them irrelevant!
The book idea is to give your customers better services without any head-to head competition. It gives you a framework helps you to re-design your products/services. It helps you find your niches.
The book is quite easy to read and has an excellent and brilliant idea. It's a must for anyone responsible in decision making.
March 30, 2019
丕賷噩丕丿 賲爻丕丨鬲賰 丕賱夭乇賯丕亍
丕爻鬲賲鬲毓鬲
丕爻鬲賲鬲毓鬲
October 16, 2013
Full review at :
Let's go through the pros and cons of this book. The idea that there are no eternally excellent companies, and that the strategic move, instead of the company should be the unit of analysis is compelling. The authors argue that all companies make mistakes, so we should look to their strategic moves for excellence or the lack thereof instead of the companies themselves.
Now for the con, which is pretty much the existence of this book. Anybody even remotely familiar with business will realize what a gigantic truism Blue Ocean Strategy is. 鈥淐reate awesome things that everyone and their grandmother wants.鈥�. This is literally all the book says. Sure. Why Not!!! Just let me put on my magic hat!
Innovation of the type that Kim and Mauborgne are suggesting is very, very hard. The Blue Ocean Strategy fails to acknowledge this difficulty. It takes the greatest challenge of corporate strategy and peddles an oversimplified solution through anecdotes and fancy terms.
Blue Ocean Strategy is not a theory. There is neither hypothesis nor attempted proof here. The whole thing goes backwards from effects to causes. What little 鈥渢heory鈥� is given is self-validating. We already know what the traits of a successful product/service are. It adds value to peoples lives and makes money for the company. The authors have made these two the hallmark of their 鈥渧alue innovation鈥�, and since every successful new business meets these criteria, the authors pretend that the theroy is valid.
The book is also guilty of what Nassim Taleb calls 鈥渟urvivorship bias鈥�. It analyzes only successful cases of blue ocean creation. If there is any industry segment which is trying to create blue oceans, it is startups. How many startups did all that this book suggests and yet failed?
Blue Ocean Strategy is a great tag line, but is actually a descriptive work masquerading as prescriptive theory. Read it only if you must.
Let's go through the pros and cons of this book. The idea that there are no eternally excellent companies, and that the strategic move, instead of the company should be the unit of analysis is compelling. The authors argue that all companies make mistakes, so we should look to their strategic moves for excellence or the lack thereof instead of the companies themselves.
Now for the con, which is pretty much the existence of this book. Anybody even remotely familiar with business will realize what a gigantic truism Blue Ocean Strategy is. 鈥淐reate awesome things that everyone and their grandmother wants.鈥�. This is literally all the book says. Sure. Why Not!!! Just let me put on my magic hat!
Innovation of the type that Kim and Mauborgne are suggesting is very, very hard. The Blue Ocean Strategy fails to acknowledge this difficulty. It takes the greatest challenge of corporate strategy and peddles an oversimplified solution through anecdotes and fancy terms.
Blue Ocean Strategy is not a theory. There is neither hypothesis nor attempted proof here. The whole thing goes backwards from effects to causes. What little 鈥渢heory鈥� is given is self-validating. We already know what the traits of a successful product/service are. It adds value to peoples lives and makes money for the company. The authors have made these two the hallmark of their 鈥渧alue innovation鈥�, and since every successful new business meets these criteria, the authors pretend that the theroy is valid.
The book is also guilty of what Nassim Taleb calls 鈥渟urvivorship bias鈥�. It analyzes only successful cases of blue ocean creation. If there is any industry segment which is trying to create blue oceans, it is startups. How many startups did all that this book suggests and yet failed?
Blue Ocean Strategy is a great tag line, but is actually a descriptive work masquerading as prescriptive theory. Read it only if you must.
April 28, 2018
賱丕 兀毓鬲亘乇 賳賮爻賷 賯乇兀鬲 丕賱賰鬲丕亘 賵廿賳賲丕 賯賲鬲 亘丿乇丕爻鬲賴貙 賵廿毓丕丿丞 賯乇丕亍丞 亘毓囟 丕賱賮氐賵賱 賮賷賴 兀賰孬乇 賲賳 賲乇丞. 爻賲毓鬲 毓賳賴 賲賳匕 兀賰孬乇 賲賳 佶 爻賳賵丕鬲 賵鬲賵賯毓鬲 兀賳 鬲賰賵賳 丕賱賳馗乇賷丕鬲 賮賷賴 賯丿 兀氐亘丨鬲 亘丕賱賷丞 賵賱賰賳賴丕 賲丕夭丕賱鬲 鬲鬲賵丕賮賯 賲毓 賵囟毓 丕賱爻賵賯 丕賱賷賵賲. 賷噩毓賱賰 鬲乇賶 賲賳 兀賰孬乇 賲賳 夭丕賵賷丞 賵鬲鬲毓賱賲 賲賳 丕賱兀賲孬賱丞 丕賱丨賯賷賯賷丞 丕賱賲匕賰賵乇丞 賮賷 丕賱賰鬲丕亘. 賰鬲丕亘 噩賷丿 賱賱賲賴鬲賲賷賳 賮賷 丕賱廿丿丕乇丞.
December 23, 2014
趩诏賵賳賴 亘丿賵賳 丿乇诏蹖乇 卮丿賳 丿乇 乇賯丕亘鬲 賲蹖鈥屫堌з� 亘丕夭丕乇 乇丕 丕夭 丌賳 禺賵丿 讴乇丿責 丕蹖賳 丕爻鬲乇丕鬲跇蹖 爻毓蹖 丿丕乇丿 亘賴 氐賵乇鬲 爻蹖爻鬲賲丕鬲蹖讴 賵 乇賵卮鈥屬呝嗀� 卮賲丕 乇丕 亘乇丕蹖 蹖丕賮鬲賳 丕蹖丿賴鈥屬囏й� 噩丿蹖丿 丿乇 讴爻亘 賵 讴丕乇 讴賲讴 讴賳丿 賲胤丕賱毓賴 讴鬲丕亘 亘賴 卮丿鬲 亘賴賮毓丕賱丕賳 丨賵夭賴鈥屬囏й� 賲禺鬲賱賮 讴丕乇蹖 鬲賵氐蹖賴 賲蹖鈥屫促堌�
August 12, 2018
I read the book after reading the article published in HBR, the book is really valuable and will enrich the reader will a lot of perspectives, tools and frameworks ... i liked mainly the "Strategy canvas" form first sight .. what a great and powerful tool
This is clearly a must read book for every one interested in the filed of management or strategy, But i will emphasis and insist on these points:
- Before reading this book, Please, read other book related to strategy (I will advice: Michael E. Porter books, or at least his article: what is strategy?) - I figured that some ideas that told in the book already told before, but the author but it in the very very right context
- The theory needs to be challenged and examined by an independent party
- I expect that i will find a drawn chart for the process of creation the blue ocean strategy, the absence of this chart is making the book hard to follow and challenged
Note: I added a lot of quotes from the book into goodreads and social media platforms
This is clearly a must read book for every one interested in the filed of management or strategy, But i will emphasis and insist on these points:
- Before reading this book, Please, read other book related to strategy (I will advice: Michael E. Porter books, or at least his article: what is strategy?) - I figured that some ideas that told in the book already told before, but the author but it in the very very right context
- The theory needs to be challenged and examined by an independent party
- I expect that i will find a drawn chart for the process of creation the blue ocean strategy, the absence of this chart is making the book hard to follow and challenged
Note: I added a lot of quotes from the book into goodreads and social media platforms
February 20, 2018
袙 芯褌谢懈褔薪芯泄 斜懈蟹薪械褋-泻薪懈谐械 写芯谢卸薪芯 褋芯褔械褌邪褌褜褋褟 写胁械 胁械褖懈: 懈写械褟, 泻芯褌芯褉褍褞 屑芯卸薪芯 斜褘褋褌褉芯 锌芯薪褟褌褜, 懈 锌褉邪泻褌懈褔械褋泻懈械 懈薪褋褌褉褍屑械薪褌褘 写谢褟 械褢 胁薪械写褉械薪懈褟.
袘懈薪谐芯! 芦小褌褉邪褌械谐懈褟 谐芯谢褍斜芯谐芯 芯泻械邪薪邪禄 袪械薪械 袦芯斜芯褉薪邪 懈 袣懈屑 效邪薪邪 芯泻邪蟹邪谢邪褋褜 懈屑械薪薪芯 褌芯泄 褋邪屑芯泄 斜懈蟹薪械褋-泻薪懈谐芯泄, 蟹邪 泻芯褌芯褉褍褞 屑薪械 薪械 卸邪谢褜 芯褌写邪薪薪褘褏 写械薪械谐.
芦袝写懈薪褋褌胁械薪薪褘泄虇 褋锌芯褋芯斜 锌芯斜械写懈褌褜 泻芯薪泻褍褉械薪褑懈褞 鈥� 褝褌芯 锌械褉械褋褌邪褌褜 锌褘褌邪褌褜褋褟 锌芯斜械写懈褌褜禄. 袙芯褌 懈写械褟 泻薪懈谐懈. 孝芯 械褋褌褜 锌械褉械褋褌邪褌褜 斜芯褉芯褌褜褋褟 褋 邪泻褍谢邪屑懈 胁 泻芯薪泻褍褉械薪褌薪芯屑 芦邪谢芯屑禄 芯泻械邪薪械 懈 锟斤拷褘锌谢褘褌褜 胁 薪芯胁褘泄 褋胁芯斜芯写薪褘泄 芦谐芯谢褍斜芯泄禄. 袙 褑械薪褌褉械 褝褌芯谐芯 锌械褉械屑械褖械薪懈褟 褋褌芯懈褌 懈薪薪芯胁邪褑懈褟 褑械薪薪芯褋褌懈 鈥� 锌褉械写谢芯卸械薪懈械 锌芯褌褉械斜懈褌械谢褞, 泻芯褌芯褉芯械 锌褉械写褋褌邪胁谢褟械褌 写谢褟 薪械谐芯 薪芯胁褍褞 褑械薪薪芯褋褌褜, 邪 薪械 褍谢褍褔褕械薪薪褍褞 胁械褉褋懈褞 褋褌邪褉芯泄. 笑懈褉泻 写褞 小芯谢械泄 泻邪泻 褋懈屑斜懈芯蟹 褑懈褉泻邪 懈 褌械邪褌褉邪. 袙懈薪邪 Yellow Tail 泻邪泻 锌褉懈屑械褉 芯褌泻褉褘褌懈褟 褋械谐屑械薪褌邪 胁懈薪 写谢褟 屑邪褋褋芯胁芯谐芯, 邪 薪械 褌芯谢褜泻芯 薪懈褕械胁芯谐芯, 锌芯褌褉械斜懈褌械谢褟.
袣褉芯屑械 锌褉懈屑械褉芯胁 褋邪屑懈褏 芯泻械邪薪芯胁, 泻薪懈谐邪 写邪褢褌 锌褉懈薪褑懈锌褘 褋芯蟹写邪薪懈褟 芦谐芯谢褍斜褘褏禄 芯泻械邪薪芯胁, 懈薪褋褌褉褍屑械薪褌褘 芯褑械薪泻懈 褌械泻褍褖械泄 泻芯薪泻褍褉械薪褑懈懈 懈 械褢 泻褉懈褌械褉懈械胁, 锌械褉械褋屑芯褌褉邪 谐褉邪薪懈褑 褉褘薪泻邪, 邪 褌邪泻卸械 锌芯褋胁褟褖邪械褌 薪械褋泻芯谢褜泻芯 谐谢邪胁 锌芯写褏芯写褍 泻 褍锌褉邪胁谢械薪懈褟 懈蟹屑械薪械薪懈褟屑懈 薪邪 锌褉邪泻褌懈泻械. 协褌芯 褌芯谢泻芯胁邪褟 屑邪褉泻械褌懈薪谐芯胁邪褟 泻薪懈谐邪, 泻芯褌芯褉邪褟 薪邪锌懈褋邪薪邪 薪芯褉屑邪谢褜薪褘屑 褔械谢芯胁械褔械褋泻懈屑 褟蟹褘泻芯屑 写谢褟 胁谢邪写械谢褜褑械胁 斜懈蟹薪械褋邪 懈 褌芯锌-屑械薪械写卸械褉芯胁, 懈 写械泄褋褌胁懈褌械谢褜薪芯 屑芯卸械褌 锌芯屑芯褔褜 锌械褉械褋屑芯褌褉械褌褜 褋胁芯懈 锌芯写褏芯写褘 懈 褋褌褉邪褌械谐锟斤拷懈.
袧褍 懈 褋邪屑芯械 锌褉械泻褉邪褋薪芯械, 褔褌芯 谐芯谢褍斜褘械 芯泻械邪薪褘 屑芯谐褍褌 褋芯蟹写邪胁邪褌褜褋褟 胁 谢褞斜芯泄 懈薪写褍褋褌褉懈懈, 泻邪泻 褋褌邪褉芯卸懈谢邪屑懈 褉褘薪泻邪, 褌邪泻 懈 薪芯胁懈褔泻邪屑懈. 袙芯锌褉芯褋 褌芯谢褜泻芯 胁 褎芯泻褍褋械 懈 卸械谢邪薪懈懈.
袧褍 懈 薪邪锌芯褋谢械写芯泻 褋芯胁械褌. 携 褋谢褍褕邪谢邪 泻薪懈谐褍 胁 邪褍写懈芯 鈥� 褝褌芯 芯泻邪蟹邪谢芯褋褜 芯褕懈斜泻芯泄. 袙 薪械泄 薪邪褋褌芯谢褜泻芯 屑薪芯谐芯 锌芯谢械蟹薪褘褏 懈写械泄 懈 懈薪褋褌褉褍屑械薪褌芯胁, 褔褌芯 褏芯褌械谢芯褋褜 写芯褋褌邪褌褜 褉褍褔泻褍 懈 褋褉邪蟹褍 锌芯锌褉芯斜芯胁邪褌褜 懈褏 薪邪 锌褉邪泻褌懈泻械. 孝邪泻 褔褌芯 褟 褉械泻芯屑械薪写褍褞 斜褍屑邪卸薪褘泄 胁邪褉懈邪薪褌, 褌械屑 斜芯谢械械 褔褌芯 泻 薪械屑褍 械褋褌褜 褋屑褘褋谢 胁芯蟹胁褉邪褖邪褌褜褋褟.
#kyivbookworms #胁薪械袣袥袗小小薪芯械褔褌械薪懈械 #械褋褌褜褔褌芯锌芯褔懈褌邪褌褜
袘懈薪谐芯! 芦小褌褉邪褌械谐懈褟 谐芯谢褍斜芯谐芯 芯泻械邪薪邪禄 袪械薪械 袦芯斜芯褉薪邪 懈 袣懈屑 效邪薪邪 芯泻邪蟹邪谢邪褋褜 懈屑械薪薪芯 褌芯泄 褋邪屑芯泄 斜懈蟹薪械褋-泻薪懈谐芯泄, 蟹邪 泻芯褌芯褉褍褞 屑薪械 薪械 卸邪谢褜 芯褌写邪薪薪褘褏 写械薪械谐.
芦袝写懈薪褋褌胁械薪薪褘泄虇 褋锌芯褋芯斜 锌芯斜械写懈褌褜 泻芯薪泻褍褉械薪褑懈褞 鈥� 褝褌芯 锌械褉械褋褌邪褌褜 锌褘褌邪褌褜褋褟 锌芯斜械写懈褌褜禄. 袙芯褌 懈写械褟 泻薪懈谐懈. 孝芯 械褋褌褜 锌械褉械褋褌邪褌褜 斜芯褉芯褌褜褋褟 褋 邪泻褍谢邪屑懈 胁 泻芯薪泻褍褉械薪褌薪芯屑 芦邪谢芯屑禄 芯泻械邪薪械 懈 锟斤拷褘锌谢褘褌褜 胁 薪芯胁褘泄 褋胁芯斜芯写薪褘泄 芦谐芯谢褍斜芯泄禄. 袙 褑械薪褌褉械 褝褌芯谐芯 锌械褉械屑械褖械薪懈褟 褋褌芯懈褌 懈薪薪芯胁邪褑懈褟 褑械薪薪芯褋褌懈 鈥� 锌褉械写谢芯卸械薪懈械 锌芯褌褉械斜懈褌械谢褞, 泻芯褌芯褉芯械 锌褉械写褋褌邪胁谢褟械褌 写谢褟 薪械谐芯 薪芯胁褍褞 褑械薪薪芯褋褌褜, 邪 薪械 褍谢褍褔褕械薪薪褍褞 胁械褉褋懈褞 褋褌邪褉芯泄. 笑懈褉泻 写褞 小芯谢械泄 泻邪泻 褋懈屑斜懈芯蟹 褑懈褉泻邪 懈 褌械邪褌褉邪. 袙懈薪邪 Yellow Tail 泻邪泻 锌褉懈屑械褉 芯褌泻褉褘褌懈褟 褋械谐屑械薪褌邪 胁懈薪 写谢褟 屑邪褋褋芯胁芯谐芯, 邪 薪械 褌芯谢褜泻芯 薪懈褕械胁芯谐芯, 锌芯褌褉械斜懈褌械谢褟.
袣褉芯屑械 锌褉懈屑械褉芯胁 褋邪屑懈褏 芯泻械邪薪芯胁, 泻薪懈谐邪 写邪褢褌 锌褉懈薪褑懈锌褘 褋芯蟹写邪薪懈褟 芦谐芯谢褍斜褘褏禄 芯泻械邪薪芯胁, 懈薪褋褌褉褍屑械薪褌褘 芯褑械薪泻懈 褌械泻褍褖械泄 泻芯薪泻褍褉械薪褑懈懈 懈 械褢 泻褉懈褌械褉懈械胁, 锌械褉械褋屑芯褌褉邪 谐褉邪薪懈褑 褉褘薪泻邪, 邪 褌邪泻卸械 锌芯褋胁褟褖邪械褌 薪械褋泻芯谢褜泻芯 谐谢邪胁 锌芯写褏芯写褍 泻 褍锌褉邪胁谢械薪懈褟 懈蟹屑械薪械薪懈褟屑懈 薪邪 锌褉邪泻褌懈泻械. 协褌芯 褌芯谢泻芯胁邪褟 屑邪褉泻械褌懈薪谐芯胁邪褟 泻薪懈谐邪, 泻芯褌芯褉邪褟 薪邪锌懈褋邪薪邪 薪芯褉屑邪谢褜薪褘屑 褔械谢芯胁械褔械褋泻懈屑 褟蟹褘泻芯屑 写谢褟 胁谢邪写械谢褜褑械胁 斜懈蟹薪械褋邪 懈 褌芯锌-屑械薪械写卸械褉芯胁, 懈 写械泄褋褌胁懈褌械谢褜薪芯 屑芯卸械褌 锌芯屑芯褔褜 锌械褉械褋屑芯褌褉械褌褜 褋胁芯懈 锌芯写褏芯写褘 懈 褋褌褉邪褌械谐锟斤拷懈.
袧褍 懈 褋邪屑芯械 锌褉械泻褉邪褋薪芯械, 褔褌芯 谐芯谢褍斜褘械 芯泻械邪薪褘 屑芯谐褍褌 褋芯蟹写邪胁邪褌褜褋褟 胁 谢褞斜芯泄 懈薪写褍褋褌褉懈懈, 泻邪泻 褋褌邪褉芯卸懈谢邪屑懈 褉褘薪泻邪, 褌邪泻 懈 薪芯胁懈褔泻邪屑懈. 袙芯锌褉芯褋 褌芯谢褜泻芯 胁 褎芯泻褍褋械 懈 卸械谢邪薪懈懈.
袧褍 懈 薪邪锌芯褋谢械写芯泻 褋芯胁械褌. 携 褋谢褍褕邪谢邪 泻薪懈谐褍 胁 邪褍写懈芯 鈥� 褝褌芯 芯泻邪蟹邪谢芯褋褜 芯褕懈斜泻芯泄. 袙 薪械泄 薪邪褋褌芯谢褜泻芯 屑薪芯谐芯 锌芯谢械蟹薪褘褏 懈写械泄 懈 懈薪褋褌褉褍屑械薪褌芯胁, 褔褌芯 褏芯褌械谢芯褋褜 写芯褋褌邪褌褜 褉褍褔泻褍 懈 褋褉邪蟹褍 锌芯锌褉芯斜芯胁邪褌褜 懈褏 薪邪 锌褉邪泻褌懈泻械. 孝邪泻 褔褌芯 褟 褉械泻芯屑械薪写褍褞 斜褍屑邪卸薪褘泄 胁邪褉懈邪薪褌, 褌械屑 斜芯谢械械 褔褌芯 泻 薪械屑褍 械褋褌褜 褋屑褘褋谢 胁芯蟹胁褉邪褖邪褌褜褋褟.
#kyivbookworms #胁薪械袣袥袗小小薪芯械褔褌械薪懈械 #械褋褌褜褔褌芯锌芯褔懈褌邪褌褜
March 16, 2020
膼岷 d瓢啤ng xanh - Quy峄僴 s谩ch m脿 b岷 c峄� ng瓢峄漣 qu岷 l媒 hay l茫nh 膽岷 n脿o c农ng ph岷 膽峄峜. Th岷� gi峄沬 n脿y r峄檔g l峄沶 th岷� c啤 m脿 sao ph岷 gi脿nh gi岷璽 c岷h tranh s峄﹖ 膽岷 m岷� tr谩n trong 膽岷 d瓢啤ng 膽峄�. Th岷 m矛nh qu谩 b岷 h岷h v脿 kh贸 kh膬n 膽峄� t矛m t峄玭g m岷﹗ nh峄� th峄� ph岷? thay v矛 膽贸 sao ko b瓢峄沜 ch芒n v脿o 膽岷 d瓢啤ng xanh. ch峄峮 cho m矛nh 1 l峄慽 膽i ri锚ng. mu峄憂 l脿m 膽瓢峄 v岷瓂 ko c贸 c谩ch g矛 kh谩c ngo脿i vi峄嘽 ph岷 c贸 t瓢 duy 膽煤ng. H脿nh 膽峄檔g 膽煤ng th矛 tr瓢峄沜 nh岷 c岷 suy ngh末 膽煤ng. 膼峄昳 m峄沬 gi谩 tr峄� ch铆nh l脿 n峄乶 t岷g c峄 chi岷縩 l瓢峄 膽岷 d瓢啤ng xanh. 膼岷 d瓢啤ng xanh 膽瓢峄 h矛nh th脿nh nh峄� vi峄嘽 gi岷 chi ph铆 膽峄搉g th峄漣 t膬ng gi谩 tr峄� cho ng瓢峄漣 mua. V岷 膽峄� 膽峄昳 m峄沬 gi谩 tr峄� d峄盿 tr锚n quan 膽i峄僲 cho r岷眓g nh峄痭g ranh gi峄沬 th峄� tr瓢峄漬g v脿 c岷 tr煤c ng脿nh kh么ng 膽瓢峄 膽峄媙h s岷祅 m脿 ng瓢峄漣 tham gia ng脿nh c贸 th峄� x谩c l岷璸 l岷 th么ng qua h脿nh vi v脿 ni峄乵 tin c峄 h峄�. Ch峄峮 1 l峄慽 膽i ri锚ng 膽峄� 膽i- n啤i m矛nh c贸 th峄� th峄廰 s峄ヽ tung c谩nh. V脿 nh瓢 cu峄檆 leo n煤i c峄 ng瓢峄漣 ti锚n phong c峄 ng瓢峄漣 d岷玭 膽岷. 脻 v峄� c峄 ng瓢峄漣 d岷玭 膽岷 l脿 m矛nh 膽茫 v瓢峄 xa 膽峄慽 th峄�, nh脿n t岷 ng岷痬 c芒y, m芒y bay qua b岷 tr峄漣. N岷縰 mu峄憂 b瓢峄沜 ch芒n v脿o 膼岷 d瓢啤ng xanh kh么ng c贸 c谩ch n脿o kh谩c c谩c doanh nh芒n h茫y t瓢 duy 膽煤ng, s谩ng t岷 v脿 ko ng峄玭g 膽峄昳 m峄沬. C岷 啤n t谩c gi岷� v矛 quy峄僴 s谩ch kinh 膽i峄僴 v峄� chi岷縩 l瓢峄. Kh么ng ai b岷 leo n煤i s岷� d峄� nh瓢ng h茫y ch峄峮 con 膽瓢峄漬g kh贸 膽峄� 膽i. Be strict to yourself first.
16.3.2020
P/S: c岷 啤n ch峄搉g 膽茫 t岷穘g s谩ch n脿y ch岷痗 10 n膬m r峄搃 ch瓢a 膽峄峜. nh瓢ng em c农ng b岷 b岷 媒. c谩i g矛 c农ng c贸 th峄漣 膽i峄僲. b芒y gi峄� m峄沬 l脿 膽煤ng th峄漣 膽i峄僲 n锚n m峄沬 th岷 tr芒n qu媒 膽岷縩 v岷瓂. Thank you
16.3.2020
P/S: c岷 啤n ch峄搉g 膽茫 t岷穘g s谩ch n脿y ch岷痗 10 n膬m r峄搃 ch瓢a 膽峄峜. nh瓢ng em c农ng b岷 b岷 媒. c谩i g矛 c农ng c贸 th峄漣 膽i峄僲. b芒y gi峄� m峄沬 l脿 膽煤ng th峄漣 膽i峄僲 n锚n m峄沬 th岷 tr芒n qu媒 膽岷縩 v岷瓂. Thank you
September 9, 2021
袟薪邪泄褕谢邪 褌褍褌 泻褨谢褜泻邪 泻芯褉懈褋薪懈褏 写褍屑芯泻. 袧邪锌褉懈泻谢邪写 锌褉芯 褌械, 褖芯 胁 泻褉懈蟹芯胁褨 屑芯屑械薪褌懈, 锌械褉褕 薪褨卸 褕褍泻邪褌懈 写芯写邪褌泻芯胁褨 褉械褋褍褉褋懈, 胁邪褉褌芯 锌褉懈屑薪芯卸懈褌懈 褑褨薪薪褨褋褌褜 胁卸械 薪邪褟胁薪懈褏. 袩褉芯 褋锌褉邪胁械写谢懈胁褨 锌褉芯褑械褋懈, 锌褉芯 褨薪褌械谢械泻褌褍邪谢褜薪械 褨 械屑芯褑褨泄薪械 胁懈蟹薪邪薪薪褟. 携泻芯褋褜 写褍卸械 斜谢懈蟹褜泻懈泄 锌褨写褏褨写, 褟泻懈泄 褌褍褌 薪邪蟹胁邪薪懈泄 Engagement-Explanation-Expectation.
袩褉懈泻谢邪写懈 锌褉芯 袘褨谢谢邪 袘褉械褌褌芯薪邪 褨 锌芯谢褨褑褨泄薪械 褍锌褉邪胁谢褨薪薪褟 袧褜褞-袡芯褉泻邪 锌褉芯褋褌芯 褔邪褉褨胁薪褨.
啸芯褔邪 屑褨褋褑褟屑懈 胁 泻薪懈蟹褨 蟹邪斜邪谐邪褌芯 胁芯写懈 - 屑邪斜褍褌褜 写谢褟 锌褨写褋懈谢械薪薪褟 械褎械泻褌褍 芯泻械邪薪褍 ;)
袩褉懈泻谢邪写懈 锌褉芯 袘褨谢谢邪 袘褉械褌褌芯薪邪 褨 锌芯谢褨褑褨泄薪械 褍锌褉邪胁谢褨薪薪褟 袧褜褞-袡芯褉泻邪 锌褉芯褋褌芯 褔邪褉褨胁薪褨.
啸芯褔邪 屑褨褋褑褟屑懈 胁 泻薪懈蟹褨 蟹邪斜邪谐邪褌芯 胁芯写懈 - 屑邪斜褍褌褜 写谢褟 锌褨写褋懈谢械薪薪褟 械褎械泻褌褍 芯泻械邪薪褍 ;)
April 26, 2020
讴鬲丕亘 噩丕賱亘蹖賴 亘乇丕蹖 胤乇丕丨蹖 讴爻亘 賵 讴丕乇 賵 賴賲卮 丿乇 賯丕賱亘 賲孬丕賱 賴丕蹖蹖 丕夭 亘蹖夭蹖賳爻 賴丕蹖 賲賵賮賯賴 讴賴 趩胤賵乇 亘丕 丕蹖噩丕丿 鬲賲丕蹖夭貙 亘丕夭丕乇 噩丿蹖丿蹖 亘乇丕蹖 禺賵丿卮賵賳 爻丕禺鬲賳貙 賲孬丕賱 爻蹖乇讴 丌賮鬲丕亘 亘乇丕賲 丕夭 亘賯蹖賴 噩丕賱亘 鬲乇 亘賵丿
October 8, 2022
Chan Kim is considered one of top business strategy thinkers of our age. I am ashamed that his famous book 鈥淏lue Ocean strategy鈥� has been on my to-read list since 2005 when it was highly recommended by my MBA professor, but I was too busy at that time juggling a full-time job and a full time MBA program. Recently, I felt a need to update my knowledge of business strategy which happens to be my actual job! So, I finally picked it up.
The book starts with overpromised, sustainably growing, profits. Rolling my eyes, I kept reading. It is a short book after all, and I could afford a short timewaster. Soon, my rolled eyes flipped back into an intense gaze as I realized how profound and insightful this book really is. Here are the nuggets:
At a philosophical level, strategy had its origins in the military, a field that is, literally, a red ocean of bloody battle over a limited, specifically defined victory. Kim proposes a different origin story that is based on adventurous exploration of new continents and gold mines where companies do not fight for market share, but, instead, create new industries that never existed before.
The second insight in the book is that most business research focuses on the Company (GE, 3M, Apple, etc.) or the entrepreneur (Welch, Jobs, Elon, etc) as the indivisible unit of analysis. Kim realized that the true units of measure are the strategic decisions those businesses made (the T model, the personal computer, scotch tape). The book is a manual on how to replicate such strategies in any other company or industry.
Reminder of the blue ocean strategy development process (only helpful to those who read the book):
A) Two Analytical tools: (1) 鈥淭he strategy canvass鈥� and (2) the four forces to Re-examine value proposition: Eliminate, Reduce, Raise, and Create, then follow the following six principles for strategy formulation and execution:
B) Four principles to Formulate strategy:
1. Redefine market boundaries (six paths): (1) Alternative industries (Net Jets, NTT Docomo鈥檚 iMode, Cirque Du Soleil, Home Depot, SouthWest, Intuit), (2) Strategic group e.g., luxury versus value (Curves women fitness, Polo Ralph Lauren, Lexus, Champion group quality pre-fab houses), (3) Buyer group (Novo Nordisk鈥檚 NovoPen, Bloomberg terminals, Canon copier versus SAP ERP), (4) Complementary offerings (Nabi bus with low TCO, Dyson bagless cleaners, Philips filter Kettles), (5) Functional-emotional orientation (EtoF: QB House/GreatClips, DirectLine Insurance, FtoE: Cemex, Viagara, Starbucks), and finally (6) External trends over time (iTunes vs Napster, Cisco, CNN, Sex in the City)
2. Focus on the big picture not the numbers: Visual Awakening-> Exploration -> Strategy Fair -> Communication (e.g., Samsung corporate strategy development process, Value Innovation Program 鈥� VIP center in S. Korea)
3. Reach beyond existing demand : 鈥淪oon-to-be鈥� (Pret a manager) , 鈥淩efusing鈥� (Galloway big Bertha), and 鈥淯nexplored鈥� (JCDecaux street furniture, Tooth whiting solution, the Joint Strike Fighter-JSF fighter Jet F35)
4. Get the strategic sequence right: Buyer utility (technology/luxury does not equal value, Six stages of buyer experience from purchase to disposal, buyer utility map, Ford model T) -> Price (price corridor of the mass including same function different form (auto) and same objective different function (Theater v. Restaurant) more protection = more price -> cost (price minus) streamline operations (Ford), partnership (SAP v. Oracle) and changing the pricing model (Blockbuster) -> adoption hurdles Employees (Merrill Lynch eBrokerage Vs. Morgan Stanley鈥檚), business partners (e.g., A-SAP), and the general public (Monsanto).
Finally use the blue ocean idea index to rank the strategy across all above four principles.
C) Two principles for strategy implementation
5- Overcome four types of organizational hurdles (NYPD): 1- Cognitive: Ride the electric sewer and talk to disgruntled customers, 2- Resources: from cold to hot spots + horse trading, 3- Motivational: Kingpins, fishbowls, atomize scope, and 4- Political: Consigliere, angles, and devils.
6- Build execution into strategy using a fair process. Engagement, explanation, and expectations clarity. (Coolant selection, elevator factory)
Must read for both strategy practitioners and managers.
The book starts with overpromised, sustainably growing, profits. Rolling my eyes, I kept reading. It is a short book after all, and I could afford a short timewaster. Soon, my rolled eyes flipped back into an intense gaze as I realized how profound and insightful this book really is. Here are the nuggets:
At a philosophical level, strategy had its origins in the military, a field that is, literally, a red ocean of bloody battle over a limited, specifically defined victory. Kim proposes a different origin story that is based on adventurous exploration of new continents and gold mines where companies do not fight for market share, but, instead, create new industries that never existed before.
The second insight in the book is that most business research focuses on the Company (GE, 3M, Apple, etc.) or the entrepreneur (Welch, Jobs, Elon, etc) as the indivisible unit of analysis. Kim realized that the true units of measure are the strategic decisions those businesses made (the T model, the personal computer, scotch tape). The book is a manual on how to replicate such strategies in any other company or industry.
Reminder of the blue ocean strategy development process (only helpful to those who read the book):
A) Two Analytical tools: (1) 鈥淭he strategy canvass鈥� and (2) the four forces to Re-examine value proposition: Eliminate, Reduce, Raise, and Create, then follow the following six principles for strategy formulation and execution:
B) Four principles to Formulate strategy:
1. Redefine market boundaries (six paths): (1) Alternative industries (Net Jets, NTT Docomo鈥檚 iMode, Cirque Du Soleil, Home Depot, SouthWest, Intuit), (2) Strategic group e.g., luxury versus value (Curves women fitness, Polo Ralph Lauren, Lexus, Champion group quality pre-fab houses), (3) Buyer group (Novo Nordisk鈥檚 NovoPen, Bloomberg terminals, Canon copier versus SAP ERP), (4) Complementary offerings (Nabi bus with low TCO, Dyson bagless cleaners, Philips filter Kettles), (5) Functional-emotional orientation (EtoF: QB House/GreatClips, DirectLine Insurance, FtoE: Cemex, Viagara, Starbucks), and finally (6) External trends over time (iTunes vs Napster, Cisco, CNN, Sex in the City)
2. Focus on the big picture not the numbers: Visual Awakening-> Exploration -> Strategy Fair -> Communication (e.g., Samsung corporate strategy development process, Value Innovation Program 鈥� VIP center in S. Korea)
3. Reach beyond existing demand : 鈥淪oon-to-be鈥� (Pret a manager) , 鈥淩efusing鈥� (Galloway big Bertha), and 鈥淯nexplored鈥� (JCDecaux street furniture, Tooth whiting solution, the Joint Strike Fighter-JSF fighter Jet F35)
4. Get the strategic sequence right: Buyer utility (technology/luxury does not equal value, Six stages of buyer experience from purchase to disposal, buyer utility map, Ford model T) -> Price (price corridor of the mass including same function different form (auto) and same objective different function (Theater v. Restaurant) more protection = more price -> cost (price minus) streamline operations (Ford), partnership (SAP v. Oracle) and changing the pricing model (Blockbuster) -> adoption hurdles Employees (Merrill Lynch eBrokerage Vs. Morgan Stanley鈥檚), business partners (e.g., A-SAP), and the general public (Monsanto).
Finally use the blue ocean idea index to rank the strategy across all above four principles.
C) Two principles for strategy implementation
5- Overcome four types of organizational hurdles (NYPD): 1- Cognitive: Ride the electric sewer and talk to disgruntled customers, 2- Resources: from cold to hot spots + horse trading, 3- Motivational: Kingpins, fishbowls, atomize scope, and 4- Political: Consigliere, angles, and devils.
6- Build execution into strategy using a fair process. Engagement, explanation, and expectations clarity. (Coolant selection, elevator factory)
Must read for both strategy practitioners and managers.
Read
March 5, 2017賰鬲丕亘 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯
賵. 鬲卮丕賳. 賰賷賲 & 乇賷賳賷丞 賲丕賵亘乇睾賳
賲乇丕噩毓丞 賵爻丕賲 賲氐賱丨
賴匕丕 丕賱賰鬲丕亘 毓亘丕乇丞 毓賳 廿賷賲丕賳 毓賲賷賯 亘丕賱鬲睾賷賷乇 賵賷丨鬲賵賷 兀賮賰丕乇 賱丕 鬲賳丕爻亘 賲賳 賷胤賲丨 賮賷 丨賷丕鬲賴 賱賲噩乇丿 丕賱亘賯丕亍 賵丕賱丕爻鬲賲乇丕乇 亘卮賰賱 賲丕貙 廿賳賲丕 賴賵 賱賲 賷乇賷丿 兀賳 賷丨丿孬 賮乇賯丕貙 賵賷賳卮卅 卮乇賰丞貙 鬲購亘賳賶 賱賱賲爻鬲賯亘賱 丕賱匕賷 賷乇亘丨 賮賷賴 丕賱夭亘賵賳 賰賲丕 賷乇亘丨 丕賱賲賵馗賮賵賳 賵匕賵賵 丕賱毓賱丕賯丞 賵丕賱賲噩鬲賲毓. 賵賴匕丕 賰賱賴 賱賷爻 爻賴賱丕 賵賱賰賳賴 賷爻鬲丨賯 丕賱賲丨丕賵賱丞.
賷氐賳賮 丕賱賰鬲丕亘 丕賱賲賳丕賮爻丞 亘賷賳 丕賱卮乇賰丕鬲 毓賱賶 丕賱賲爻丕丨丕鬲 丕賱爻賵賯賷丞 亘賲孬丕亘丞 賰丕賱賲丨賷胤 丕賱匕賷 賷乇睾亘 賰賱 丕賱賲鬲賳丕賮爻賷賳 毓賱賶 丕賱丨氐賵賱 毓賱賶 兀賰亘乇 賳氐賷亘 賲賳賴貙 賵賱賰賳 丕賱噩丿賷丿 兀賳賴 氐賳賮賴丕 亘丕賱賱賵賳賷賳 丕賱兀丨賲乇 賵丕賱兀夭乇賯貙 丨賷孬 兀卮丕乇 亘丕賱賱賵賳 丕賱兀丨賲乇 賱鬲賱賰 丕賱兀爻賵丕賯 丕賱賲賰鬲馗丞 亘丕賱賲賳丕賮爻賷賳 賵丕賱鬲賷 鬲毓賲賱 毓賱賶 賲亘丿兀 丕賱鬲賳丕賮爻 賵兀胤賱賯 毓賱賷賴丕 丕賱賲丨賷胤丕鬲 丕賱丨賲乇丕亍 丨賷孬 賳爻亘丞 丕賱禺爻丕卅乇 毓丕賱賷丞 賵丕賱賲爻丕丨丞 囟賷賯丞 噩丿丕 毓賱賶 丕賱賲鬲賳丕賮爻賷賳. 賰賲丕 兀賳賴 兀卮丕乇 亘丕賱賱賵賳 丕賱兀夭乇賯 賱鬲賱賰 丕賱賲爻丕丨丕鬲 丕賱禺丕賱賷丞 賲賳 丕賱賲賳丕賮爻賷賳 賵丕賱鬲賷 鬲毓亘乇 毓賳 丕賱卮乇賰丕鬲 丕賱鬲賷 丕亘鬲賰乇鬲 兀毓賲丕賱 賵賲賳鬲噩丕鬲 噩丿賷丿丞 賮鬲丨鬲 賱賴丕 賲丨賷胤丕鬲 賴丕丿卅丞 賵禺丕賱賷丞 賲賳 丕賱賲賳丕賮爻賷賳 賵亘毓賵丕卅丿 毓丕賱賷丞 噩丿丕 賵亘丿賵賳 噩賴丿 賰亘賷乇.
賵賴賳丕 賷馗賴乇 丕亘鬲賰丕乇 賴匕丕 丕賱賰鬲丕亘 丕賱乇丕卅毓 丨賷孬 兀賳賴 乇爻賲 氐賵乇丞 匕賴賳賷丞 毓丕賱賷丞 賱鬲賲孬賷賱 賰賱丕 賲賳 丕賱卮乇賰丕鬲 丕賱鬲賯賱賷丿賷丞 賵丕賱卮乇賰丕鬲 丕賱丕亘鬲賰丕乇賷丞. 賵賴賵 丕賱兀賲乇 丕賱匕賷 爻賷乇賰夭 毓賱賷賴 賮賷 丕賱賰鬲丕亘 賱賷胤乇丨 丕爻鬲乇丕鬲賷噩賷丕鬲 賵賵爻丕卅賱 鬲丨賯賷賯 丕賱丕賳鬲賯丕賱 賲賳 丕賱賲丨賷胤丕鬲 丕賱丨賲乇丕亍 廿賱賶 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍.
賵賷匕賰乇 兀賳 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯 賴賷 亘賲孬丕亘丞 鬲丨丿賷 賰亘賷乇 兀賲丕賲 丕賱卮乇賰丕鬲 賱鬲賳鬲卮賱 賳賮爻賴丕 賲賳 丕賱賲賳丕賮爻丞 丕賱丿賲賵賷丞 丕賱鬲賷 鬲鬲賲賷夭 亘賴丕 丕賱賲丨賷胤丕鬲 丕賱丨賲乇丕亍 賵匕賱賰 毓亘乇 禺賱賯 賲爻丕丨丞 賲賳 丕賱爻賵賯 賱丕 賲賳丕夭毓 賮賷賴丕 亘丨賷孬 鬲氐亘丨 丕賱賲賳丕賮爻丞 兀賲乇丕 睾賷乇 賲胤乇賵丨. 賵賷賯賵賲 賴匕丕 丕賱賰鬲丕亘 亘兀賰孬乇 賲賳 賲噩乇丿 鬲丨丿賷 丕賱卮乇賰丕鬲 賮賴賵 賷賯丿賲 丕賱胤乇賷賯丞 賱廿賳噩丕夭 賴匕丕.
丕賱爻丐丕賱 丕賱匕賷 賷賯賮夭 賮賷 丕賱兀匕賴丕賳 丕賱丌賳貙 賰賷賮賷丞 廿賷噩丕丿 賴匕賴 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍 賵廿丨賰丕賲 丕賱賯亘囟丞 毓賱賷賴丕責!
賷匕賰乇 丕賱賰鬲丕亘 賯氐丞 胤乇賷賮丞 鬲爻賴賱 毓賱賷賳丕 廿丿乇丕賰 賲賮賴賵賲 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍 " 賵賴賷 賯氐丞 爻賷乇賰 丕賱卮賲爻" 丕賱匕賷 賯丿賲 賲賮賴賵賲 噩丿賷丿 賮賷 毓乇賵囟 丕賱爻乇賰 賵兀乇亘丕丨 毓丕賱賷丞 賮賷 丕賱賵賯鬲 丕賱匕賷 賰丕賳鬲 丕賱賲丐卮乇丕鬲 鬲卮賷乇 廿賱賶 丕賰鬲馗丕馗 丕賱爻賵賯 亘賲孬賱 賴匕賴 丕賱賲爻丕乇丨 賵丕賱鬲賷 亘丿兀 賷賯賱 毓賱賷賴丕 賱廿賯亘丕賱 賮賷 馗賱 馗賴賵乇 兀賳賵丕毓 兀禺乇賶 賲賳 賵爻丕卅賱 丕賱鬲乇賮賷賴. 賮賱賯丿 毓賲賱 賲爻乇丨 丕賱卮賲爻 毓賱賶 賮賳丨 賲爻丕丨丞 爻賵賯 噩丿賷丿丞 賱賲 鬲賰賳 賲胤乇賵賯丞 賲賳 賯亘賱 賵噩毓賱鬲 丕賱賲賳丕賮爻丞 睾賷乇 賲胤乇賵丨丞 賵禺丕胤亘 丕賱賲爻乇丨 卮乇賷丨丞 噩丿賷丿丞 賲賳 丕賱夭亘丕卅賳 丕賱亘丕賱睾賷賳 丕賱賲孬賯賮賷賳 丕賱賲爻鬲毓丿賷賳 賱丿賮毓 孬賲賳 丕賱鬲匕賰乇丞 賱丨囟賵乇 賲孬賱 賴匕賴 丕賱毓乇賵囟 丕賱乇丕賯賷丞 賮賰乇賷丕 賵賮賳賷丕. 亘賰賱 亘爻丕胤丞 賱賯丿 毓乇賮 爻乇賰 丕賱卮賲爻 賰賷賮 賷噩丿 丕賱賲丨賷胤 丕賱兀夭乇賯 亘兀賳 丨賯賯 丕賱鬲賲賷夭 賵賯賱賱 丕賱賰賱賮丞 毓賱賷賴 賵毓賱賶 丕賱夭亘賵賳貙 賵賴賵 噩賵賴乇 丕賱鬲乇賮賷賴貙 賮亘丿賱丕 賲賳 丕鬲亘丕毓 丕賱賲賳胤賯 丕賱賲鬲毓丕乇賮 毓賱賷賴 賮賷 丕賱噩乇賷 賵乇丕亍 丕賱賲賳丕賮爻丞 賵鬲賯丿賷賲 丨賱賵賱 兀賮囟賱 賱賱賲卮賰賱丞 丕賱賯丕卅賲丞 賵賴賷 鬲賯丿賷賲 毓乇囟 爻賷乇賰 兀賰孬乇 賵廿孬丕乇丞貙 亘丨孬 爻賷乇賰 丕賱卮賲爻 毓賳 鬲賯丿賷賲 丕賱賲乇丨 賵丕賱廿孬丕乇丞 丕賱賲賲賷夭丞 賱賱爻賷乇賰 廿囟丕賮丞 廿賱賶 鬲賯丿賷賲 丕賱賲爻鬲賵賶 丕賱賮賰乇賷 賵丕賱睾賳賶 丕賱賮賳賷 賱賱賲爻乇丨 賮賷 丕賱賵賯鬲 賳賮爻賴. 賮噩毓賱 賲賳 禺賱胤丞 丕賱賲爻乇丨 賵丕賱爻賷乇賰 賲賳鬲噩丕 噩丿賷丿丕 氐賳毓 亘賴 賲爻丕丨丞 噩丿賷丿丞 禺丕賱賷丞 賲賳 丕賱賲賳丕賮爻賷賳.
賵賷胤乇丨 丕賱賲丐賱賮丕賳 賮賰乇丞 丕亘鬲賰丕乇 丕賱賯賷賲丞 賵賴賷 丨噩乇 丕賱夭丕賵賷丞 賮賷 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯貙 賵匕賱賰 亘兀賳 鬲賳馗賷賲 丕賱卮乇賰丞 亘賷賳 丕賱賲賳賮毓丞 賵丕賱爻毓乇 賵丕賱賰賱賮丞 亘卮賰賱 賲賳丕爻亘. 賴匕賴 丕賱賲賯丕乇亘丞 賱賱賳馗丕賲 賰賰賱 賴賷 丕賱鬲賷 鬲噩毓賱 賲賳 禺賱賯 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍 丕爻鬲乇丕鬲賷噩賷丞 賲爻鬲丿丕賲丞. 鬲爻丕毓丿 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯 賮賷 丕賱鬲賰丕賲賱 亘賷賳 賳胤丕賯 賳卮丕胤丕鬲 丕賱卮乇賰丞 丕賱賵馗賷賮賷丞 賵賳卮丕胤丕鬲賴丕 丕賱毓賲賱賷丕鬲賷丞.
賵毓賱賷賳丕 賴賳丕 兀賳 賳賮乇賯 亘賷賳 丕賱丕亘鬲賰丕乇丕鬲 丕賱廿賳鬲丕噩賷丞 賵賴賷 丕賱鬲賷 鬲賰賵賳 賱賲爻鬲賵賷丕鬲 賮乇毓賷丞 賲賳 賳馗丕賲 丕賱卮乇賰丞 丿賵賳 丕賱鬲兀孬賷乇 毓賱賶 丕賱丕爻鬲乇丕鬲賷噩賷丞 丕賱賲鬲賰丕賲賱丞 賱賱卮乇賰丞 賵賴賵 賲丕 賯丿 賷禺賮囟 鬲賰丕賱賷賮 丕賱卮乇賰丞 賵賱丕 賷丐孬乇 毓賱賶 賲賳賮毓丞 丕賱夭亘賵賳 賲賳 毓乇賵囟賴丕. 兀賲丕 丕亘鬲賰丕乇 丕賱賯賷賲丞 賴賵 兀賰孬乇 賲賳 賲噩乇丿 丕亘鬲賰丕乇 亘賱 賴賵 賷鬲毓賱賯 亘丕爻鬲乇丕鬲賷噩賷丞 賰丕賲賱丞 賱賰賱 丕賱賳馗丕賲 丕賱爻丕卅丿 賮賷 丕賱卮乇賰丞 賱鬲丨賯賷賯 賯賮夭丞 賮賷 丕賱賯賷賲丞 賱賱賲爻鬲賴賱賰 賵賱賱卮乇賰丞 賳賮爻賴丕. 賵亘睾賷丕亘 賲孬賱 賴匕賴 丕賱賲賯丕乇亘丞 丕賱賰丕賲賱丞 爻賷亘賯賶 丕賱丕亘鬲賰丕乇 亘毓賷丿丕 毓賳 噩賵賴乇 丕賱丕爻鬲乇丕鬲賷噩賷丞.
賵. 鬲卮丕賳. 賰賷賲 & 乇賷賳賷丞 賲丕賵亘乇睾賳
賲乇丕噩毓丞 賵爻丕賲 賲氐賱丨
賴匕丕 丕賱賰鬲丕亘 毓亘丕乇丞 毓賳 廿賷賲丕賳 毓賲賷賯 亘丕賱鬲睾賷賷乇 賵賷丨鬲賵賷 兀賮賰丕乇 賱丕 鬲賳丕爻亘 賲賳 賷胤賲丨 賮賷 丨賷丕鬲賴 賱賲噩乇丿 丕賱亘賯丕亍 賵丕賱丕爻鬲賲乇丕乇 亘卮賰賱 賲丕貙 廿賳賲丕 賴賵 賱賲 賷乇賷丿 兀賳 賷丨丿孬 賮乇賯丕貙 賵賷賳卮卅 卮乇賰丞貙 鬲購亘賳賶 賱賱賲爻鬲賯亘賱 丕賱匕賷 賷乇亘丨 賮賷賴 丕賱夭亘賵賳 賰賲丕 賷乇亘丨 丕賱賲賵馗賮賵賳 賵匕賵賵 丕賱毓賱丕賯丞 賵丕賱賲噩鬲賲毓. 賵賴匕丕 賰賱賴 賱賷爻 爻賴賱丕 賵賱賰賳賴 賷爻鬲丨賯 丕賱賲丨丕賵賱丞.
賷氐賳賮 丕賱賰鬲丕亘 丕賱賲賳丕賮爻丞 亘賷賳 丕賱卮乇賰丕鬲 毓賱賶 丕賱賲爻丕丨丕鬲 丕賱爻賵賯賷丞 亘賲孬丕亘丞 賰丕賱賲丨賷胤 丕賱匕賷 賷乇睾亘 賰賱 丕賱賲鬲賳丕賮爻賷賳 毓賱賶 丕賱丨氐賵賱 毓賱賶 兀賰亘乇 賳氐賷亘 賲賳賴貙 賵賱賰賳 丕賱噩丿賷丿 兀賳賴 氐賳賮賴丕 亘丕賱賱賵賳賷賳 丕賱兀丨賲乇 賵丕賱兀夭乇賯貙 丨賷孬 兀卮丕乇 亘丕賱賱賵賳 丕賱兀丨賲乇 賱鬲賱賰 丕賱兀爻賵丕賯 丕賱賲賰鬲馗丞 亘丕賱賲賳丕賮爻賷賳 賵丕賱鬲賷 鬲毓賲賱 毓賱賶 賲亘丿兀 丕賱鬲賳丕賮爻 賵兀胤賱賯 毓賱賷賴丕 丕賱賲丨賷胤丕鬲 丕賱丨賲乇丕亍 丨賷孬 賳爻亘丞 丕賱禺爻丕卅乇 毓丕賱賷丞 賵丕賱賲爻丕丨丞 囟賷賯丞 噩丿丕 毓賱賶 丕賱賲鬲賳丕賮爻賷賳. 賰賲丕 兀賳賴 兀卮丕乇 亘丕賱賱賵賳 丕賱兀夭乇賯 賱鬲賱賰 丕賱賲爻丕丨丕鬲 丕賱禺丕賱賷丞 賲賳 丕賱賲賳丕賮爻賷賳 賵丕賱鬲賷 鬲毓亘乇 毓賳 丕賱卮乇賰丕鬲 丕賱鬲賷 丕亘鬲賰乇鬲 兀毓賲丕賱 賵賲賳鬲噩丕鬲 噩丿賷丿丞 賮鬲丨鬲 賱賴丕 賲丨賷胤丕鬲 賴丕丿卅丞 賵禺丕賱賷丞 賲賳 丕賱賲賳丕賮爻賷賳 賵亘毓賵丕卅丿 毓丕賱賷丞 噩丿丕 賵亘丿賵賳 噩賴丿 賰亘賷乇.
賵賴賳丕 賷馗賴乇 丕亘鬲賰丕乇 賴匕丕 丕賱賰鬲丕亘 丕賱乇丕卅毓 丨賷孬 兀賳賴 乇爻賲 氐賵乇丞 匕賴賳賷丞 毓丕賱賷丞 賱鬲賲孬賷賱 賰賱丕 賲賳 丕賱卮乇賰丕鬲 丕賱鬲賯賱賷丿賷丞 賵丕賱卮乇賰丕鬲 丕賱丕亘鬲賰丕乇賷丞. 賵賴賵 丕賱兀賲乇 丕賱匕賷 爻賷乇賰夭 毓賱賷賴 賮賷 丕賱賰鬲丕亘 賱賷胤乇丨 丕爻鬲乇丕鬲賷噩賷丕鬲 賵賵爻丕卅賱 鬲丨賯賷賯 丕賱丕賳鬲賯丕賱 賲賳 丕賱賲丨賷胤丕鬲 丕賱丨賲乇丕亍 廿賱賶 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍.
賵賷匕賰乇 兀賳 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯 賴賷 亘賲孬丕亘丞 鬲丨丿賷 賰亘賷乇 兀賲丕賲 丕賱卮乇賰丕鬲 賱鬲賳鬲卮賱 賳賮爻賴丕 賲賳 丕賱賲賳丕賮爻丞 丕賱丿賲賵賷丞 丕賱鬲賷 鬲鬲賲賷夭 亘賴丕 丕賱賲丨賷胤丕鬲 丕賱丨賲乇丕亍 賵匕賱賰 毓亘乇 禺賱賯 賲爻丕丨丞 賲賳 丕賱爻賵賯 賱丕 賲賳丕夭毓 賮賷賴丕 亘丨賷孬 鬲氐亘丨 丕賱賲賳丕賮爻丞 兀賲乇丕 睾賷乇 賲胤乇賵丨. 賵賷賯賵賲 賴匕丕 丕賱賰鬲丕亘 亘兀賰孬乇 賲賳 賲噩乇丿 鬲丨丿賷 丕賱卮乇賰丕鬲 賮賴賵 賷賯丿賲 丕賱胤乇賷賯丞 賱廿賳噩丕夭 賴匕丕.
丕賱爻丐丕賱 丕賱匕賷 賷賯賮夭 賮賷 丕賱兀匕賴丕賳 丕賱丌賳貙 賰賷賮賷丞 廿賷噩丕丿 賴匕賴 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍 賵廿丨賰丕賲 丕賱賯亘囟丞 毓賱賷賴丕責!
賷匕賰乇 丕賱賰鬲丕亘 賯氐丞 胤乇賷賮丞 鬲爻賴賱 毓賱賷賳丕 廿丿乇丕賰 賲賮賴賵賲 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍 " 賵賴賷 賯氐丞 爻賷乇賰 丕賱卮賲爻" 丕賱匕賷 賯丿賲 賲賮賴賵賲 噩丿賷丿 賮賷 毓乇賵囟 丕賱爻乇賰 賵兀乇亘丕丨 毓丕賱賷丞 賮賷 丕賱賵賯鬲 丕賱匕賷 賰丕賳鬲 丕賱賲丐卮乇丕鬲 鬲卮賷乇 廿賱賶 丕賰鬲馗丕馗 丕賱爻賵賯 亘賲孬賱 賴匕賴 丕賱賲爻丕乇丨 賵丕賱鬲賷 亘丿兀 賷賯賱 毓賱賷賴丕 賱廿賯亘丕賱 賮賷 馗賱 馗賴賵乇 兀賳賵丕毓 兀禺乇賶 賲賳 賵爻丕卅賱 丕賱鬲乇賮賷賴. 賮賱賯丿 毓賲賱 賲爻乇丨 丕賱卮賲爻 毓賱賶 賮賳丨 賲爻丕丨丞 爻賵賯 噩丿賷丿丞 賱賲 鬲賰賳 賲胤乇賵賯丞 賲賳 賯亘賱 賵噩毓賱鬲 丕賱賲賳丕賮爻丞 睾賷乇 賲胤乇賵丨丞 賵禺丕胤亘 丕賱賲爻乇丨 卮乇賷丨丞 噩丿賷丿丞 賲賳 丕賱夭亘丕卅賳 丕賱亘丕賱睾賷賳 丕賱賲孬賯賮賷賳 丕賱賲爻鬲毓丿賷賳 賱丿賮毓 孬賲賳 丕賱鬲匕賰乇丞 賱丨囟賵乇 賲孬賱 賴匕賴 丕賱毓乇賵囟 丕賱乇丕賯賷丞 賮賰乇賷丕 賵賮賳賷丕. 亘賰賱 亘爻丕胤丞 賱賯丿 毓乇賮 爻乇賰 丕賱卮賲爻 賰賷賮 賷噩丿 丕賱賲丨賷胤 丕賱兀夭乇賯 亘兀賳 丨賯賯 丕賱鬲賲賷夭 賵賯賱賱 丕賱賰賱賮丞 毓賱賷賴 賵毓賱賶 丕賱夭亘賵賳貙 賵賴賵 噩賵賴乇 丕賱鬲乇賮賷賴貙 賮亘丿賱丕 賲賳 丕鬲亘丕毓 丕賱賲賳胤賯 丕賱賲鬲毓丕乇賮 毓賱賷賴 賮賷 丕賱噩乇賷 賵乇丕亍 丕賱賲賳丕賮爻丞 賵鬲賯丿賷賲 丨賱賵賱 兀賮囟賱 賱賱賲卮賰賱丞 丕賱賯丕卅賲丞 賵賴賷 鬲賯丿賷賲 毓乇囟 爻賷乇賰 兀賰孬乇 賵廿孬丕乇丞貙 亘丨孬 爻賷乇賰 丕賱卮賲爻 毓賳 鬲賯丿賷賲 丕賱賲乇丨 賵丕賱廿孬丕乇丞 丕賱賲賲賷夭丞 賱賱爻賷乇賰 廿囟丕賮丞 廿賱賶 鬲賯丿賷賲 丕賱賲爻鬲賵賶 丕賱賮賰乇賷 賵丕賱睾賳賶 丕賱賮賳賷 賱賱賲爻乇丨 賮賷 丕賱賵賯鬲 賳賮爻賴. 賮噩毓賱 賲賳 禺賱胤丞 丕賱賲爻乇丨 賵丕賱爻賷乇賰 賲賳鬲噩丕 噩丿賷丿丕 氐賳毓 亘賴 賲爻丕丨丞 噩丿賷丿丞 禺丕賱賷丞 賲賳 丕賱賲賳丕賮爻賷賳.
賵賷胤乇丨 丕賱賲丐賱賮丕賳 賮賰乇丞 丕亘鬲賰丕乇 丕賱賯賷賲丞 賵賴賷 丨噩乇 丕賱夭丕賵賷丞 賮賷 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯貙 賵匕賱賰 亘兀賳 鬲賳馗賷賲 丕賱卮乇賰丞 亘賷賳 丕賱賲賳賮毓丞 賵丕賱爻毓乇 賵丕賱賰賱賮丞 亘卮賰賱 賲賳丕爻亘. 賴匕賴 丕賱賲賯丕乇亘丞 賱賱賳馗丕賲 賰賰賱 賴賷 丕賱鬲賷 鬲噩毓賱 賲賳 禺賱賯 丕賱賲丨賷胤丕鬲 丕賱夭乇賯丕亍 丕爻鬲乇丕鬲賷噩賷丞 賲爻鬲丿丕賲丞. 鬲爻丕毓丿 丕爻鬲乇丕鬲賷噩賷丞 丕賱賲丨賷胤 丕賱兀夭乇賯 賮賷 丕賱鬲賰丕賲賱 亘賷賳 賳胤丕賯 賳卮丕胤丕鬲 丕賱卮乇賰丞 丕賱賵馗賷賮賷丞 賵賳卮丕胤丕鬲賴丕 丕賱毓賲賱賷丕鬲賷丞.
賵毓賱賷賳丕 賴賳丕 兀賳 賳賮乇賯 亘賷賳 丕賱丕亘鬲賰丕乇丕鬲 丕賱廿賳鬲丕噩賷丞 賵賴賷 丕賱鬲賷 鬲賰賵賳 賱賲爻鬲賵賷丕鬲 賮乇毓賷丞 賲賳 賳馗丕賲 丕賱卮乇賰丞 丿賵賳 丕賱鬲兀孬賷乇 毓賱賶 丕賱丕爻鬲乇丕鬲賷噩賷丞 丕賱賲鬲賰丕賲賱丞 賱賱卮乇賰丞 賵賴賵 賲丕 賯丿 賷禺賮囟 鬲賰丕賱賷賮 丕賱卮乇賰丞 賵賱丕 賷丐孬乇 毓賱賶 賲賳賮毓丞 丕賱夭亘賵賳 賲賳 毓乇賵囟賴丕. 兀賲丕 丕亘鬲賰丕乇 丕賱賯賷賲丞 賴賵 兀賰孬乇 賲賳 賲噩乇丿 丕亘鬲賰丕乇 亘賱 賴賵 賷鬲毓賱賯 亘丕爻鬲乇丕鬲賷噩賷丞 賰丕賲賱丞 賱賰賱 丕賱賳馗丕賲 丕賱爻丕卅丿 賮賷 丕賱卮乇賰丞 賱鬲丨賯賷賯 賯賮夭丞 賮賷 丕賱賯賷賲丞 賱賱賲爻鬲賴賱賰 賵賱賱卮乇賰丞 賳賮爻賴丕. 賵亘睾賷丕亘 賲孬賱 賴匕賴 丕賱賲賯丕乇亘丞 丕賱賰丕賲賱丞 爻賷亘賯賶 丕賱丕亘鬲賰丕乇 亘毓賷丿丕 毓賳 噩賵賴乇 丕賱丕爻鬲乇丕鬲賷噩賷丞.
June 5, 2017
I only skimmed this book. Thought the charts were stupid. Reasonably interesting premise that would have been the right length for 100 pages or less, not a full book. The thesis is that in selecting your product-market fit, you can try to compete with everyone else (the crowded "red ocean") or you can try to be the only one in your market (the "blue ocean").
For example, if you're running a circus, you could try to compete with Ringling Bros. and plenty of lesser-known competitors, who were in a race to the bottom. (The book was written when Ringling Bros. was still in business, but their closure in 2017 just emphasizes the authors' point.) Or you can make a new market. Cirque du Soleil went after the adult market rather than appealing to families with small kids. Their product is obviously different, more theatrical; and instead of the same act all the time, they offer different performances, so there's a reason to keep going back. The price is also similar to live theater.
Another example is Curves: instead of trying to compete with other gyms, they offered something very specific, a convenient gym for busy women, with an easy-to-follow circuit routine and no mirrors. Authors Kim and Mauborgne are also fans of Novo Nordisk (marketed to patients instead of doctors by making insulin injections easier), Bloomberg Business (offered shopping to time-strapped traders, who then forced IT managers to buy the terminals), and the "broken windows" policing model of the New York police department (also described by Malcolm Gladwell).
Overall an enjoyable read, and I don't disagree with their premise, I just think it should have been a lot shorter.
For example, if you're running a circus, you could try to compete with Ringling Bros. and plenty of lesser-known competitors, who were in a race to the bottom. (The book was written when Ringling Bros. was still in business, but their closure in 2017 just emphasizes the authors' point.) Or you can make a new market. Cirque du Soleil went after the adult market rather than appealing to families with small kids. Their product is obviously different, more theatrical; and instead of the same act all the time, they offer different performances, so there's a reason to keep going back. The price is also similar to live theater.
Another example is Curves: instead of trying to compete with other gyms, they offered something very specific, a convenient gym for busy women, with an easy-to-follow circuit routine and no mirrors. Authors Kim and Mauborgne are also fans of Novo Nordisk (marketed to patients instead of doctors by making insulin injections easier), Bloomberg Business (offered shopping to time-strapped traders, who then forced IT managers to buy the terminals), and the "broken windows" policing model of the New York police department (also described by Malcolm Gladwell).
Overall an enjoyable read, and I don't disagree with their premise, I just think it should have been a lot shorter.
February 20, 2014
I remember as a child asking my dad why I should pick up skiing over snowboarding. He responded that while snowboarding was certainly fun, because of its popularity it was also commonplace. Reasonably talented teenage snowboarders were a dime a dozen on any ski hill. Good young skiers, however, were few and far between. Reflecting on the choice between becoming one of the unwashed masses of snowboarders or one of the few, the happy few skiers, I chose the latter. Over the years being a reasonably good skier has served me well, differentiating myself from many of my peers and has created numerous business relationships and opportunities.
Kim and his co-authors take this basic concept and apply it to business. They suggest that positioning one's company away from popular and hotly contested "red ocean" and moving to less frequented "blue ocean" can pay huge dividends.
Blue Ocean Strategy differentiates itself from many business strategy books in that it doesn't simply dwell on this semi-novel strategic formulation, instead it includes numerous tools and suggestions for actively moving a company from red to blue ocean. Although some of the suggestions strike me as too esoteric to prove useful in a real business, the majority are simple, straight-forward, and can be utilized as useful thought experiments if nothing else.
All in all I found the book engaging a worthwhile read.
Kim and his co-authors take this basic concept and apply it to business. They suggest that positioning one's company away from popular and hotly contested "red ocean" and moving to less frequented "blue ocean" can pay huge dividends.
Blue Ocean Strategy differentiates itself from many business strategy books in that it doesn't simply dwell on this semi-novel strategic formulation, instead it includes numerous tools and suggestions for actively moving a company from red to blue ocean. Although some of the suggestions strike me as too esoteric to prove useful in a real business, the majority are simple, straight-forward, and can be utilized as useful thought experiments if nothing else.
All in all I found the book engaging a worthwhile read.
March 13, 2008
It was a booming marketing strategy that suddenly every body talked about. Even my 'ex' boss!
With curiousity I bought this book to find out what is this so famous new marketing strategy?!?!? when I finally read the book, actually there is nothing new in it. It is actually the same strategy that I've learned in university. Mainly it talks about DIFFERENTIATION AND BEING DIFFERENT, that's it.
Thanks God I didn't buy the original english version that cost a fortune!!
With curiousity I bought this book to find out what is this so famous new marketing strategy?!?!? when I finally read the book, actually there is nothing new in it. It is actually the same strategy that I've learned in university. Mainly it talks about DIFFERENTIATION AND BEING DIFFERENT, that's it.
Thanks God I didn't buy the original english version that cost a fortune!!
May 9, 2015
Ao ser lido em 2015, este livro soa um tanto datado, seja por tudo o que se escreveu depois sobre neg贸cios e estrat茅gia, seja pelas empresas utilizadas como exemplo. Mesmo assim, fornece uma teoria bem interessante sobre estrat茅gia de neg贸cios que, mesmo em tempos de (j谩 quase p贸s-) Lean Startup, ainda s茫o relevantes.
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