전체 글 썸네일형 리스트형 [경영학에 대해]블루오션쉬프트-263 Form a small (10–15 member), cross‐functional team—including representatives from all key departments and even a few skeptics—led by a high‐ranking, respected leader, so that everyone involved directly experiences the new value‐innovation process, shares responsibility for results, and helps drive the Blue Ocean Shift from within. 제6장 적절한 블루오션 팀을 구성한다"저는 분홍색 굵은 줄무늬가 있는 이 박스가 가장 좋아 보여요. 정말 눈에 띄네요.. 더보기 [경영학에 대해]블루오션쉬프트-262 Define your key businesses or products and assemble a cross‐departmental team to plot each offering’s buyer‐perceived value and innovation (sized by revenue) on a Pioneer–Migrant–Settler map—having each manager independently place their products, then collaboratively discuss and reconcile differences until consensus is reached on whether each is a high-value “Pioneer,” a moderate-value “Migrant,.. 더보기 [경영학에 대해]블루오션쉬프트-261 The Blue Ocean Shift process guides organizations through five stages—choosing the right challenge and team, mapping current strategic positioning to build consensus, uncovering hidden demand with buyer-utility and noncustomer analysis, redefining market boundaries using the Six Paths and ERRC frameworks, and executing strategic moves via participatory decision‐making and rapid market testing—wh.. 더보기 [경영학에 대해]블루오션쉬프트-260 Humanity takes root in the Blue Ocean Shift process through atomization—breaking tasks into manageable steps that build confidence; direct discovery—encouraging firsthand experience to reveal new insights and foster belief in change; and fair process—engaging participants, explaining decisions, and setting clear expectations to create trust, commitment, and collaborative creativity. 인간다움은 어떻게 자리.. 더보기 [경영학에 대해]블루오션쉬프트-259 Blue Ocean strategists abandon the red ocean’s customer-centric competition in favor of creating new demand among noncustomers and simultaneously pursue both differentiation and low cost—reconfiguring value–cost trade-offs—by focusing on what to eliminate, reduce, raise, and create, all while fostering human confidence and creative competence to drive the shift. 블루오션 전략가들은 기존 고객을 얻기 위해 싸움을 벌이는 대.. 더보기 [경영학에 대해]블루오션쉬프트-258 Comic Relief’s Red Nose Day challenges Red Ocean assumptions by asking whether benchmarking or focusing on existing donors would have yielded the same innovative outcome, prompting us to question if focusing only on satisfying wealthy donors or emulating competitors would have prevented the idea from emerging, and to consider whether a sole focus on differentiation or cost reduction would have c.. 더보기 [경영학에 대해]블루오션쉬프트-257 Focusing on value innovation rather than merely technological advancement, successful market creators—unlike pioneers of Google Glass, Iridium, or Newton who failed by emphasizing novel tech without delivering dramatically improved buyer value—foster enduring growth by transforming breakthrough inventions into products and services that engage vast new customer segments (as Apple and IBM did wit.. 더보기 [경영학에 대해]블루오션쉬프트-256 To see the whole picture, imagine instructing people to spot all red objects in a room for thirty seconds and then, with eyes closed, asking them to recall the blue objects—this demonstrates that what we seek determines what we see, and by assuming that destroying existing markets is the only way to create new ones, we overlook countless non‐destructive creation opportunities; instead, strategic.. 더보기 이전 1 ··· 3 4 5 6 7 8 9 ··· 38 다음
