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《藍(lán)海轉(zhuǎn)移：超越競(jìng)爭(zhēng)》（Blue Ocean Shift: Beyond Competing）是W·錢·金和勒妮·莫博涅兩位教授全球最暢銷書籍《藍(lán)海戰(zhàn)略》的續(xù)作。前者的核心概念是“藍(lán)?！保簿褪潜荛_(kāi)競(jìng)爭(zhēng)并且創(chuàng)造新需求的新市場(chǎng)或創(chuàng)新。《藍(lán)海轉(zhuǎn)移》則把重點(diǎn)放在尋找這些未知領(lǐng)域的系統(tǒng)性流程上，以下為書中節(jié)選內(nèi)容。

向大家展示如何向藍(lán)海轉(zhuǎn)移，也就是讓自己的公司從市場(chǎng)競(jìng)爭(zhēng)轉(zhuǎn)向市場(chǎng)創(chuàng)造之前，我們首先需要澄清什么才是真正的市場(chǎng)創(chuàng)造戰(zhàn)略以及它如何發(fā)揮作用。

這些年來(lái)我們看到了許多模糊認(rèn)知，原因是有些人難以理解有關(guān)市場(chǎng)創(chuàng)造的各種觀點(diǎn)怎樣才能契合在一起。有人把市場(chǎng)創(chuàng)造等同于創(chuàng)造性破壞或顛覆。他們認(rèn)為，要?jiǎng)?chuàng)造新市場(chǎng)，就需要破壞或顛覆現(xiàn)有市場(chǎng)。有人認(rèn)為市場(chǎng)創(chuàng)造屬于創(chuàng)新，并且經(jīng)常把科技視為解鎖新市場(chǎng)的關(guān)鍵。還有人仍把市場(chǎng)創(chuàng)造視為創(chuàng)業(yè)的同義詞，相信它屬于創(chuàng)業(yè)范疇。

所有這些觀點(diǎn)都有對(duì)的部分，但也有錯(cuò)的部分，因?yàn)槊糠N觀點(diǎn)都沒(méi)有完整描繪市場(chǎng)創(chuàng)造的過(guò)程。沒(méi)有全面了解，為藍(lán)海轉(zhuǎn)移付出的努力就會(huì)錯(cuò)失許多機(jī)會(huì)，甚至可能找錯(cuò)方向。所以，我們?cè)诖私⒘耸袌?chǎng)創(chuàng)造戰(zhàn)略的完整模型，以展示可供使用的戰(zhàn)略方案以及它們?cè)鯓哟俪伤{(lán)海轉(zhuǎn)移，還包括這些方案的相應(yīng)增長(zhǎng)成果。通過(guò)這個(gè)模型，我們就能明白這些局部觀點(diǎn)怎樣共同構(gòu)成完整的圖畫。

創(chuàng)造性破壞和顛覆性創(chuàng)新只是問(wèn)題的一部分

與公司高管、創(chuàng)業(yè)者和政府部門負(fù)責(zé)人交流時(shí)，我們總會(huì)看到一種現(xiàn)象，那就是他們非常頻繁地把市場(chǎng)創(chuàng)造和創(chuàng)造性破壞或顛覆的概念聯(lián)系在一起。創(chuàng)造性破壞是奧地利經(jīng)濟(jì)學(xué)家約瑟夫·熊彼得塑造的經(jīng)典詞匯。他發(fā)現(xiàn)，盡管現(xiàn)有市場(chǎng)中存在競(jìng)爭(zhēng)是好事，但隨著買家的需求得到滿足，回報(bào)率總會(huì)不斷下降，競(jìng)爭(zhēng)也會(huì)把利潤(rùn)空間擠壓殆盡。，因此熊彼得認(rèn)為創(chuàng)造新市場(chǎng)才是經(jīng)濟(jì)增長(zhǎng)的真正動(dòng)力。但在他看來(lái)，這樣的創(chuàng)造要依靠破壞。

創(chuàng)新取代較早的技術(shù)、現(xiàn)有產(chǎn)品或服務(wù)時(shí)就會(huì)造成破壞。在這里，取代這個(gè)詞很重要，因?yàn)闆](méi)有取代，就不會(huì)發(fā)生創(chuàng)造性破壞。舉例來(lái)說(shuō)，數(shù)字?jǐn)z影方面的創(chuàng)新有效地取代了膠卷行業(yè)，從而對(duì)后者造成了創(chuàng)造性破壞。所以今天數(shù)字?jǐn)z影成了常態(tài)，膠卷則鮮有人用。

破壞這個(gè)概念和熊彼得領(lǐng)悟到的東西一致。

在對(duì)于破壞的研究中，和市場(chǎng)創(chuàng)造直接相關(guān)而且最知名的是很有影響力的顛覆性創(chuàng)新觀點(diǎn)。發(fā)生顛覆性創(chuàng)新時(shí)，更好的技術(shù)、產(chǎn)品或服務(wù)將毀掉舊的技術(shù)、產(chǎn)品或服務(wù)。顛覆性創(chuàng)新始于次等技術(shù)的出現(xiàn)，隨后它會(huì)跨越次等-優(yōu)等界限，并在這個(gè)過(guò)程中奪取市場(chǎng)龍頭位置。

這方面的經(jīng)典案例莫過(guò)于領(lǐng)先磁盤驅(qū)動(dòng)器廠商遭到顛覆并且最終被取代。它們被自下而上的顛覆者打了個(gè)措手不及，而后者最初進(jìn)入人們的視野時(shí)擁有的技術(shù)較為簡(jiǎn)單，性能也較差。

正如熊彼得所說(shuō)，這種現(xiàn)象的一個(gè)顯著特點(diǎn)就是進(jìn)入一個(gè)行業(yè)的技術(shù)未必要先進(jìn)，相反，它可以像特洛伊木馬那樣出現(xiàn)，其最初的落后面貌讓它顯得不會(huì)威脅到主流市場(chǎng)。因此，現(xiàn)有市場(chǎng)參與者會(huì)忽略這張新面孔，直到為時(shí)已晚。不過(guò)，這些觀點(diǎn)的共同之處在于它們都把重點(diǎn)放在取代現(xiàn)有參與者和市場(chǎng)上。

商業(yè)史上有足夠多的實(shí)例表明，這兩種取代模式，或者說(shuō)以創(chuàng)造性破壞或顛覆性創(chuàng)新為重點(diǎn)來(lái)討論市場(chǎng)創(chuàng)造是片面和有誤導(dǎo)性的。因此，為描述包含這兩種取代方式的市場(chǎng)創(chuàng)造行為，我們使用了顛覆性創(chuàng)造這個(gè)詞語(yǔ)。它更寬泛，而且捕捉到了以取代為動(dòng)力的市場(chǎng)創(chuàng)造所蘊(yùn)含的全部機(jī)會(huì)，而不是其中的一部分。

不過(guò)，顛覆性創(chuàng)造仍會(huì)錯(cuò)失另一批市場(chǎng)創(chuàng)造機(jī)會(huì)，這和顛覆性創(chuàng)造的動(dòng)力來(lái)自創(chuàng)造性破壞或顛覆性創(chuàng)新同樣重要。我們的研究表明，許多新市場(chǎng)的創(chuàng)造并沒(méi)有顛覆現(xiàn)有市場(chǎng)。

非顛覆性創(chuàng)造同樣可以形成新市場(chǎng)并實(shí)現(xiàn)增長(zhǎng)

如果你有孩子而且住在全世界147個(gè)國(guó)家中的某一個(gè)，無(wú)論是美國(guó)、阿富汗、德國(guó)還是也門，你都會(huì)對(duì)芝麻街有所耳聞。大鳥、艾摩、恩尼和伯特等諸多可愛(ài)布偶在這里教學(xué)齡前兒童數(shù)數(shù)、認(rèn)識(shí)顏色、形狀和英文字母。最棒的是，孩子們看這個(gè)節(jié)目時(shí)是那么快樂(lè)，以至于他們甚至都沒(méi)有意識(shí)到自己是在學(xué)習(xí)。但父母?jìng)冎肋@一點(diǎn)，所以他們也喜歡這個(gè)節(jié)目。這和許多人對(duì)教育的看法截然相反。它在教育小孩子時(shí)吸引著他們，而且讓他們很開(kāi)心。

芝麻街并沒(méi)有顛覆它之前的任何早教市場(chǎng)。它沒(méi)有毀掉或取代學(xué)前班、圖書館或者父母的睡前故事時(shí)間。相反，芝麻街打開(kāi)了一條新的價(jià)值-成本邊界，從而解鎖了一個(gè)新的寓教于樂(lè)型早教市場(chǎng)，這個(gè)市場(chǎng)的絕大部分以前從未出現(xiàn)過(guò)。和“顛覆性創(chuàng)造”相反，芝麻街是我們所說(shuō)的“非顛覆性創(chuàng)造”的結(jié)果，因?yàn)樗_(kāi)創(chuàng)了新的市場(chǎng)空間，而且并未顛覆現(xiàn)有市場(chǎng)。（財(cái)富中文網(wǎng)）

譯者：Charlie

審校：夏林

“Blue Ocean Shift: Beyond Competing” is the follow-up to the global best seller “Blue Ocean Strategy” by professors W. Chan Kim and Reene Mauborgne. The books’ central concept is that of “blue oceans”—new markets or innovations devoid of competition that will create new demand. “Blue Ocean Shift” focuses on a systematic process for identifying those unchartered water. Below follows an excerpt.

Before showing you how to make a blue ocean shift—how to move your organization from market competing to market creating—we first need to clarify what market- creating strategy really is and how it works.

We’ve seen a lot of confusion on this through the years, as some people have difficulty understanding how various perspectives on market creation fit together. Some equate market creation with creative destruction or disruption. They think you need to destroy or disrupt an existing market in order to create a new one. Others regard market creation as a matter of innovation, and often see technology as the key to unlocking new markets. Still others view market creation as synonymous with entrepreneurship and believe it to be the domain of entrepreneurs

All these views are partly right. But they are also partly wrong, because each offers an incomplete picture of how markets are created. Without having a complete picture, efforts to make a blue ocean shift will miss many opportunities and may even be misdirected. So here we build a holistic model of market-creating strategy that shows not only the available strategic options and how they produce blue ocean shifts, but also their corresponding growth consequences. Using this model, we can understand how these existing partial views fit together in the big picture.

Creative Destruction and Disruptive Innovation Are Only Part of the Picture

In speaking with executives, entrepreneurs, and government leaders, one consistent pattern we’ve observed is how often they associate market creation with the concepts of creative destruction or disruption. Creative destruction is the iconic term coined by the Austrian economist Joseph Schumpeter, who observed that although competition in existing markets is good, diminishing returns eventually set in as buyers’ needs are satisfied and profits are competed away. The real engine of economic growth, he argued, is therefore the creation of new markets. But, in his view, this creation is dependent on destruction.

Destruction occurs when an innovation displaces an earlier technology or an existing product or service. The word displacement is important here because without displacement, creative destruction does not occur. For example, the innovation of digital photography creatively destroyed the photographic film industry by effectively displacing it. So today digital photography is the norm, and photographic film is seldom used.

The concept of disruption echoes Schumpeter’s insight.

The most well-known study on disruption directly relevant to market creation is the influential idea of disruptive innovation. Whereas creative destruction occurs when a superior technology, product, or service comes along and destroys the old with the new, disruptive innovation begins with the arrival of an inferior technology, which then crosses the line from inferior to superior and, in doing so, displaces market leaders.

The classic example here is the disruption and eventual dis- placement of leading disk drive players, which were caught off guard by bottom-up disruptors that initially entered the scene with simpler technology and inferior performance.

The distinguishing insight here is that the technology waltzing into an industry need not be superior, as Schumpeter suggests, but instead can come in as a Trojan horse whose initial inferiority does not appear to threaten the mainstream market. As a result, established players ignore the newcomer until it’s too late. What these ideas have in common, however, is their shared focus on the displacement of existing players and markets.

As business history shows that there are ample cases of both forms of displacement, focusing singly on either creative destruction or disruptive innovation in discussions of market creation would be partial and misleading. Hence, to describe the act of market creation that embraces both forms of displacement, we coined the term disruptive creation. This broader term captures the full, not partial, opportunity space of market creation driven by displacement.

Important as disruptive creation driven by either creative destruction or disruptive innovation is, however, it still misses another universe of market-creating opportunities. As our research shows, many new markets have also been created without disrupting existing ones.

Nondisruptive Creation Also Generates New Markets and Growth

If you have children and live in any one of 147 countries around the world, from the United States, to Afghanistan, to Germany, Japan, or Yemen, you have heard of Sesame Street. Big Bird, Elmo, Ernie, and Bert are just a few of the lovable Muppets that teach preschool children how to count, name their colors and shapes, and recognize the letters of the alphabet. And the best part is that children have so much fun watching the program they don’t even realize how much they’re learning. But parents do, which is why they love it too. It’s the antithesis of what many people associate with education. It seduces and amuses as it educates the very young.

Sesame Street didn’t disrupt any prior market for early childhood education. It didn’t destroy and replace preschools, or libraries, or parents reading bedtime stories to their children. Rather, Sesame Street opened up a new value-cost frontier that unlocked the new market of preschool edutainment that, for the most part, had never existed before. In contrast to “disruptive creation,” Sesame Street is the result of what we call “nondisruptive creation,” as it created new market space without disrupting an existing market.