判定--分析法促进蓝海战略的发展外文翻译.docVIP

外文翻译 原文 A Decision-Analytic Approach to Blue-Ocean Strategy Development Material Source: Department of Economics and Management Author: Matthias G. Raith, Thorsten Staak, and Helge M. Wilker 1 Introduction The potential value created with a new product or service provided by a firm is given by the difference between its (monetary) benefit, in the view of the firm’s customers, and the unit production cost to the firm. To what extent this potential value can be exploited as a market opportunity depends on the firm’s success in obtaining a competitive advantage over other firms in the market. In order to acquire a competitive advantage, a firm must outperform its rivals in value creation (cf. Besanko et al. [1]). In order to enhance value creation, the firm has two generic options : It can raise the value for the customer, e. g., by differentiation of the product’s features, or it can lower the costs for providing the product. However, as Porter ([5], p. 18) points out, ‘achieving cost leadership and differentiation are (…) usually inconsistent, because differentiation is usually costly.’ Therefore, the firm should view the two generic strategies as alternatives between which it must make a choice, since otherwise it may become ‘stuck in the middle,’ thereby sacrificing its competitive advantage. It appears somewhat surprising, though, that Porter’s view on the trade-off between differentiation and cost leadership is taken for granted in most of the literature on business strategy. From a decision-analytic perspective, it fails to acknowledge the multiple dimensions which typically characterize the benefits of consuming and the costs of producing a product or service. Hence, it should seem quite natural to consider a firm differentiating its product in one aspect while simultaneously reducing costs in another. Strategy selection then becomes a multi-attribute decision problem with important implications for market analysis. Since the weights that consumers attach t