===CHAPTER 6:Get the Strategic Sequence Right===

-Testing for Exceptional Utility：-

Bleeding-edge前沿的 technology is not equivalent to bleeding-edge utility for buyers.

★★★

Unless the technology makes buyers’ lives dramatically simpler,?

more convenient, more productive, less risky, or more fun and fashionable,?

it will not attract the masses no matter how many awards it wins.?

-

【Value innovation is not the same as technology innovation.】

--The Six Stages of the Buyer Experience Cycle：--

-The Six Utility Levers：-

Where are the greatest blocks to utility across the buyer experience cycle

for your customers and noncustomers? Does your offering effectively

eliminate these blocks? If it does not, chances are your offering is

innovation for innovation’s sake or a revision★修訂 of existing offerings.

-From Exceptional Utility to Strategic Pricing:-

★★★

The cost and risk of developing an innovative idea are borne★承擔(dān) by the

initiator創(chuàng)新者, not the follower.

-

Once ideas are out there, knowledge naturally spills over to other firms.

-

Intel,can exclude other semiconductor chipmakers from using

its manufacturing facilities through property ownership laws.

-

The Asian barbershop QB House, cannot exclude someone from walking

into any of its shops, studying its layout, atmosphere, and haircutting

routine, and mimicking模仿 its innovative barbershop concept.

This 【lack of excludability】 reinforces the risk of free-riding.?

-

Like the creative concepts of Pret A Manger or JCDecaux, many of the most

powerful blue ocean ideas have tremendous value but in themselves consist

of no new technological discoveries. As a result they are neither patentable專利性

nor excludable and hence are vulnerable易受于... to imitation.

All this means that the strategic price you set for your offering must not

only attract buyers in large numbers but also help you to 【retain保持 them】.?

Given the high potential for free riding, an offering’s reputation must be earned on

day one, because brand building increasingly relies heavily on word-of-mouth?

recommendations spreading rapidly through our networked society.

鑒于存在高度的搭便車潛力，一個(gè)產(chǎn)品或服務(wù)的聲譽(yù)必須在第一天就贏得，因?yàn)槠放平ㄔO(shè)越

來(lái)越依賴于口碑推薦在我們網(wǎng)絡(luò)社會(huì)中快速傳播。

-

Companies must therefore start with an offer that buyers can’t refuse and

must keep it that way to 【discourage any free-riding imitations】.

-Step 1: Identify the Price Corridor of the Target Mass-

-Step 2: Specify a Level within the Price Corridor:-

Companies would be wise to pursue mid-to lower-boundary strategic pricing?

from the start if any of the following apply:

1.Their blue ocean offering has high fixed costs and marginal variable costs.

2.The attractiveness of the blue ocean offering depends heavily on network externalities.

3.The cost structure behind the blue ocean offering benefits from steep★急劇升降的/陡峭的

? economies of scale and scope. In these cases, volume brings with it

? significant cost advantages, something that makes pricing for volume

? even more key.