Creating new market space

作     者：Kim, WC Mauborgne, R 

作者机构：INSEAD F-77305 Fontainebleau France ITM Res Fontainebleau France 

出 版 物：《HARVARD BUSINESS REVIEW》 (Harv Bus Rev)

年 卷 期：1999年第77卷第1期

页      面：83-+页

核心收录：

学科分类：0202[经济学-应用经济学] 02[经济学] 1202[管理学-工商管理] 1201[管理学-管理科学与工程(可授管理学、工学学位)] 

主　　题：经济竞争/组织和管理 卫生保健部门 工业/组织和管理 卫生服务使用研究/方法 组织改革 规划技术 生产线管理 美国 

摘      要：Most companies focus on matching and beating their rivals. As a result, their strategies tend to take on similar dimensions. What ensues is head-to-head competition based largely on incremental improvements in cost, quality, or both. The authors have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space - that is, by creating products or services for which there are no direct competitors. This path to value innovation requires a different competitive mind-set and a systematic way of looking for opportunities. Instead of looking within the conventional boundaries that define how an industry competes, managers can look methodically across them. By so doing, they can find unoccupied territory that represents real value innovation. Rather than looking at competitors within their own industry, for example, managers can ask why customers make the tradeoff between substitute products or services. Home Depot, for example, looked across the substitutes serving home improvement needs. Intuit looked across the substitutes available to individuals managing their personal finances. In both cases, powerful insights were derived from looking at familiar data from a new perspective. Similar insights can be gleaned by looking across strategic groups within an industry;across buyer groups;across complementary product and service offerings;across the functional-emotional orientation of an industry;and even across time. To help readers explore new market space systematically, the authors developed a tool, the value curve, that can be used to represent visually a range of value propositions. Reprint 99105.