2005年09月01日

抢占未来发展制高点,门户网战略调整研究报告

 

先见策划 http://spaces.msn.com/members/foresight,

先见策略产品 http://spaces.msn.com/members/foresightproducts,

 

作者:上海先见营销策划公司               

报价:90万元人民币

完成时间:2005818

 

最近雅虎用10亿美圆和雅虎中国的资产换取阿里巴巴35%的股份和40%的收益权,全球大多数分析师认为,雅虎此举从眼前分析看非常吃亏,不仅付出了巨资,而且放弃了雅虎中国的控制权力。 然而从未来发展分析,雅虎的目的是希望实现雅虎中国门户网的战略转型,希望从一个传统的门户网成功转移到全球最大规模的电子商务网站。 眼前的吃亏和付出是为了未来更好更大的发展。

 

其实全球门户网的战略调整从上次互联网泡沫破裂时就开始了,美国时代化纳AOL的被迫转型就是最典型的案例。 我们先见营销策划公司针对中国门户网的目前市场竞争形势,以及未来发展趋势,进行了深入的研究,特此将推出了一份门户网如何重新定位,如何调整经营和市场战略,如何抢占未来发展先机和制高的研究策划报告。具体内容提纲如下:

 

一、中国现有门户网的竞争优势和弱势市场分析报告。

1.  雅虎中国的优势和弱势。

2.  新浪的优势和弱势。

3.  搜弧优势和弱势。

4.  网易的优势和弱势。

5.  MSN中国的弱势和优势。

6.  Tom的优势和弱势。

7.  中华网的弱势和优势。

8.  新华网的弱势和优势。

 

二、未来门户网发展趋势和商业机会预测。

1.  门户网未来发展趋势和方向。

2.  门户网新的商业发展机会预测。

 

 

三、门户网营销战略调整的策略和方法。

1.  综合类门户网的战略调整建议和发展机会策划。

2.  新闻类门户网的战略调整建议和发展机会策划。

娱乐类门户网的战略调整建议和发展机会策划。 

 

 

 

  欢迎全球互联网企业和投资机构与我们联系,联系方法电子邮件foresight89@yahoo.com.cn, and foresight89@hotmail.com.

  我们先见策划不仅可以提供深入分析研究报告,还可以提供全方位全过程的战略策划服务。真诚为全球互联网企业提供创造性的服务。

 

先见策划 http://spaces.msn.com/members/foresight,

先见策划产品  http://spaces.msn.com/members/foresightproducts 

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

2005814日星期日

 

 

 

 

 

 

 

Creative Report about how to make strategical adjustment and win the top position in the future for global door webs in China.

 

Shanghai Foresight Marketing   http://spaces.msn.com/members/foresight,

Foresight Products     http://spaces.msn.com/members/foresightproducts,

 

Issued by Shanghai Marketing Consultant

Date: Auguest18,2005,

 

Quotation:RMB900000yuan

 

 

Yahoo spent USD1billion and whole capital of Yahoo China to exchange 40% income and profit and 35% shares of Alibaba company.  Most of IT analyst considered this purchase was not good for Yahoo. However in our opinion the purpose of Yahoo Group is that Yahoo China will become one largest global e-business company from one door web in the future.

 

As we know global door webs have been changed greatly since last time IT bubble broken, AOL had to change market position, which was famous case.  Our company has done deep research on market competition for China door web.  We shall issue one creative research report about how to redesign market position, and how to make new strategies on management and marketing, and how to obtain first chance and occupy top position in the near future.  The detail reports including:

 

1.       The research and analysis of advantages and shortages of door webs in China.

1.1.  the advantages and shortages of yahoochina.

1.2.  the advantages and shortages of sinachina.

1.3.  the advantages and shortages of sohu.

1.4.  the advantages and shortages of 163.

1.5.  the advantages and shortages of msnchina.

1.6.  the advantages and shortages of tom.

1.7.  the advantages and shortages of china.

1.8.  the advantages and shortages of xinhuanet.

 

 

2.     The foresight of trend and chance of future development for door webs.

2.1.  the trend and chances of future development for door webs.

2.2.  the foresight of new chances for door webs.

 

3.     Creative strategies and tactics on marketing and management for door webs.

3.1.  creative suggestion of strategies and tactics on marketing and management for medium webs.

3.2. creative suggestion of strategies and tactics on marketing and management for comprehensive webs.

3.3. creative suggestion of strategies and tactics on marketing and management for amusement webs.

 

2.     The foresight of trend and chance of future development for door webs.

2.1.  the trend and chances of future development for door webs.

2.2.  the foresight of new chances for door webs.

 

3.     Creative strategies and tactics on marketing and management for door webs.

3.1.  creative suggestion of strategies and tactics on marketing and management for medium webs.

3.2. creative suggestion of strategies and tactics on marketing and management for comprehensive webs.

3.3. creative suggestion of strategies and tactics on marketing and management for amusement webs.

 

We would like to supply creative services to global IT companies, we can supply strategical solutions on whole stages and process if you need special demands.

 

You are welcome to contact us by email:foresight89@yahoo.com.cn and foresight89@hotmail.com.

 

Thanks for your consideration and cooperation.

 

Foresight marketing   http://spaces.msn.com/members/foresight,

Foresight Products  http://spaces.msn.com/members/foresightproducts,

Foresight89@yahoo.com.cn

Foresight89@hotmail.com,

2005年08月26日

搜索引擎新的投资和发展机会

 

先见策划 http://spaces.msn.com/members/foresight

先见战略策划产品 http://spaces.msn.com/members/foresightproducts

 

报价:现金90万人民币加股份

 

前不久百度搜索在NASDAQ成功上市,并且首日股价上涨300%震动了全球网络界和投资界。似乎一夜之间全球的投资经理都将重点转移到了搜索引擎。 雅虎加大了搜索引擎的投资和推广力度,微软将推出自己的搜索引擎,力求改变Google领先局面。 百度网的崛起将在中国市场挑战Google市场;Google从微软挖来李开复先生显然计划在中国大力扩大Google搜索市场; 雅虎与阿里巴巴的结盟也将加大3721的推广力度。  因此在未来的一至二年时间在中国和美国市场将引发一场搜索引擎大战。 胜利者将占据更大的市场分额,失败可能被淘汰出市场。

 

那么现在中国市场已经有如此多强大的搜索引擎巨头,是不是小的和新的搜索引擎企业就没有机会了。不,不是。 互联网产业从来就是推陈出新和以新换旧的行业,Google是如此,百度也是如此。未来将出现更多的新搜弧、新雅虎和新Google企业。

 

在搜索引擎市场各种强敌混战之时,恰好是新生搜索引擎企业见缝插针异军突起之时。问题是那些新型的小企业采取何种战略和战术,避开强者特长,专攻他们的软肋,从而一举冲出重围在市场中确立自己不可能战胜的地位。每个企业都有软肋,大型企业软处更多。 只有出奇制胜才能成功。

 

其实中国的搜索引擎市场还刚刚开始,有许多新的领域和新的技术没有得到应用和推广。 小企业和新企业有许多机会。  我们上海先见策划愿意为全球的投资机构和搜索引擎企业提供创新的市场营销战略和战术。让我们共同来创造新的Google和新的百度。

 

欢迎与我们联系foresight89@yahoo.com.cn

 

先见策划 http://spaces.msn.com/members/foresight,

先见战略策划产品 http://spaces.msn.com/members/foresightproducts

foresight89@yahoo.com.cn

 

2005年08月12日

中国门户网能否摆脱内容雷同的局面?

 

先见策划 http://spaces.msn.com/members/foresight,

网商 http://spaces.msn.com/members/ibizmen,

 

 

由于最近两年中国上网人数的快速增长,上网环境的不断改善,中国互联网产业又一次引来的发展的春天。中国网络企业在美国NASDAQ各各受到热烈欢迎,股价节节攀升。 最近网易的股价因为二季度收入大增,股价上涨突破了72美圆。从当初网络泡沫破裂时股价跌进1美圆,到现在股价超过72美圆,可以说是天翻地覆的变化。这是令人十分高心的事情。

 

然而在高心之余我们还是要看到中国门户网主业内容发展存在的严重问题。 其实网易的收入增长并不是来自门户网建设,而是在于网易投资的网络游戏。中国门户网的经营管理层早已经意识到了门户主业内容建设和收入增长问题,因此网易几年前就投资了网络游戏产业。而Tom网早就收购了中国许多户外媒体,成为了中国户外媒体最大集团。似乎门户网只有靠其他产业的投资才能增长。门户网传统的主业内容服务发展到底有没有前途?

 

我们知道新浪网曾经是中国网络的代表,是网络企业的一面旗帜。 但是由于最近几年各种专业网站的纷纷崛起,以及传统媒体集团重视自身的网站建设,新浪网的优势似乎已经不存在了。 今天打开各种门户类网站新闻内容几乎完全相同,文章大部分为互相复制,很少有原创的东西。  新浪、搜弧和网易的版面设计和栏目分类也极其相似。 人们只要访问一个网站就可以看到相同的内容,没有特色内容和服务自然无法引发人们的关注和热爱。 结果广告收入和短信收入必然分流到其他各种专业中小性网站。  新浪和搜弧广告和短信收入增长减缓自然成为必然。

 

门户网现在留住网民最有效手段是电子邮箱、聊天工具、互动社区,还有刚刚热起来的博客,但是这些手段现在所有的门户都能提供了,竞争同样激烈。

 

难道门户就没有办法摆脱内容和方法雷同的困境? 找不到各自创新独特的内容建设发展道路呢?

 

其实创造特色的方法很多,因为中国门户网已经有了足够的资金积累,也有了几年的用户积累。 问题是现在门户的经营管理机制存在严重问题。 互联网产业是信息产业的重要领域,信息产业是靠思想不断创新和技术不断创新来生存和发展的。中国的门户网应该从Google的跨越式发展中学习很多东西。  现在几大门户网站都在海量挑选和招聘人才,特别需要能够自我创作的人才。 确实人才是企业发展的第一资源,但是如果机制不变,人才来了有什么用?  本人许多文章曾经被各大媒体和网站抄袭, 本人曾经打电话给一家以中国某某报刊打头的总编室质问“为什么我的文章会原封不动的发表在他们的报刊上,而只改了作者的名字?”  该位抄袭者就是责任编辑他的回答让我打开眼见“他说这是他在一家大型网站论坛上看到的,因为联系不到作者,因此用自己的名字发表了,而且他强调这是中国媒体记者和编辑普遍采用的方法,被我查到了,他可以将稿费寄给我。”  这就是目前一些有名报刊责任编辑的职业道德和工作方法。

 

可见内容的创新不是人才问题,更重要的是管理机制。

 

现在有些网站采取卖版面的方式来发展,这种方法显然是走不通的,因为点击率和人流量虽然能够吸引一些广告,但是没有优秀的内容做基础,点击率是毫无作用的。

 

鄙人有一个建议,也是门户网内容创新最好的经营策略,就是用门户网的资金和版面拿出来作为风险投资,吸引一些优秀的创业团队,形成一个全新的创业平台。 这样才是唯一可行的双赢的发展战略。 小型创业团队缺乏资金,缺乏平台,门户网有资金,没有内容更没有当初热情创业的机制。 这种战略结合模式一定是未来中国门户网的发展之路。

 

先见策划 http://spaces.msn.com/members/foresight,

网商   http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

 

2005年08月09日

为百度而欣喜,为百度而担忧。

 

先见策划 http://spaces.msn.com/members/foresight,

网商 http://spaces.msn.com/members/ibizmen,

 

 

百度首日上市股价超过发行价354%,市值接近40亿美圆。还打破了NASDAQ首日上市的股价上涨记录。对百度来说可喜可贺,对中国的网络企业来说也一件值得欣喜的事情。因为中国的网络企业最近两年已经受到全球投资者的看好企业。

 

百度之所有如此大受投资资金的追捧可能有两原因,首先是这两年中国蓬勃发展的互联网产业;其次是百度被认为是中国的Google;而Google上市以后的出色表现刺激了全球投资基金寻找下一个Google的冲动。

 

然而首日股价的飞涨同样让人产生担忧。 据专业分析师分析:百度目前的市值已经达到2004年营收(1420万美元)279倍,而Google的市值仅有2004年营收(32亿美元)26倍。Hoefer & Arnett公司董事经理马丁-普科宁(Martin Pyykkonen)表示:很多投资者认为Google或雅虎的股价已经过高,那他们如何评价百度呢?百度的本销比达到Google或雅虎的五倍以上,难道仅仅因为它是一家中国公司? 显然无论从人才实力,经验水平和资金实力上百度与Google还有很大差距。

 

因此百度上市以后经营收益能否迅速大幅提高成为很大疑问,而且是几十倍的大幅上升。而这种可能性非常小。虽然目前百度有了资金可以去收购业绩非常优秀的企业,但是这种收购机会也很小。 这样首日股价飞涨可能会带来未来股价迅速下降,从而给百度的经营带来巨大的压力。

 

百度在兴奋高心之后马上需要面对股价的下降和营业收入迅速大幅提升的压力。等待百度还有更多的包括Google在内竞争对手。作为百度的创始人来说上市就代表一种成功,但是对百度企业来说还是刚刚开始。祝愿百度一路走好。

 

先见策划

http://spaces.msn.com/members/foresight,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

200587日星期日

2005年08月06日

先见网站分析:雅虎中国的优势和不足

 

先见策划 http://spaces.msn.com/members/foresight,

 

声明:  这是先见策划第一次推出国内外网站的特色分析和点评,目的是与全球网站和同行进行市场营销和经营管理专业上的互相交流,没有任何指责批评的意思。 我们力图用客观思想和眼光来分析,也许我们的专业水平有所欠缺,对某些网站的分析产生一些错误,在此请大家原谅。  如果碰巧有些观点和分析对某网站有用,希望得到一些肯定。 如果可以慷慨介绍一些生意给我们,那就是实现了共赢的效果。

 

再此谢谢国内外同仁的关注和支持。谢谢!

 

 

迄今为止雅虎仍然是全球最优秀的网络媒体企业品牌之一,而且在今天门户网竞争形势如此残酷的环境下经营业绩能够有所增长非常不容易。

 

从市场营销的角度分析,最近两年雅虎中国确实有了很大的进步和发展。最明显的进步可能是点击率和人流量有了很大增长,由于点击率的提高广告收入可能也有很大提高。 其次雅虎中国花巨资收购3721以后,可能搜索引擎的市场分额也迅速扩大,搜索的收入可能也大幅提高。这两年雅虎还开发了许多新的栏目和服务内容。

 

然而作为一个全球排名数一数二的门户网站,雅虎中国在中国市场营销上没有能够超过新浪、搜弧和网易确实令人遗憾。  因为雅虎集团的资金实力和技术优势远远大于其他三家。最主要的原因可能是跨国企业总部与中国分部在经营管理机制上无法实现即时有效的协调。这是跨国企业管理上存在的普遍问题。

 

下面谈谈雅虎中国网站的优势和不足:

 

一、优势

1.  首先雅虎中国具有全球信息的优势,这是雅虎中国最大信息资源。只是现在还没有发挥出来。

2.  雅虎中国电子邮件是中国第一家推出多功能服务和大容量的邮箱,目前占据中国电子邮箱最大市场分额。无论速度和性能有一定的优势。

3.  雅虎中国是第一个推出个性化主页的,这种自己挑选主题内容的个性化对互联网爱好者和专业人士非常有用。 当然要做好个性化主页服务需要版面精心设计和海量优秀内容。一般中小网站是无法实现的。

4.  3721搜索引擎目前仍然占据了前三位的市场分额。

5.  雅虎中国即时通讯聊天技术具有全球化交流优势。曾经是仅次于QQ的聊天工具。

6.  雅虎交友社区也有全球资源优势。

 

二、不足

1.  雅虎最大的缺陷是没有充分利益全球信息资源的优势。最明显的是新闻信息资源,雅虎中国没有将全球最新的新闻资源及时翻译发布在中国网站。 大多数的专业读者不是首先从雅虎中国上看到全球最新信息,而是从其他网站上看到内容。非常可惜。

2.  雅虎的即时聊天全球化功能是第一个在中国推出,当时一推出就受到了中国网民的热烈欢迎,不知道后来为什么落后与MSN 其实全球化聊天和交流是雅虎最大优势。

3.  雅虎的专业内容深度和广度非常不足。特别是适合中国读者的内容非常不足。

4.  雅虎的交友社区也没有发展自己独特优势,反而许多网民转移到了其他专业娱乐和交友社区去了。

5.  虽然这两年雅虎在本地化管理方面有了明显改进,但是从目前的栏目专业内容看来,雅虎缺乏大量专业化人才。

 

以上只是本人的分析,可能会有错误的地方,请大家指正。

 

本人认为雅虎中国有许多其他网站难以竞争的优势,如全球化的信息资源,全球化的技术支持。如果雅虎中国能够围绕自己的优势,引进更多的本地化人才。相信雅虎中国会更加优秀。

 

先见策划

http://spaces.msn.com/members/foresight,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

 

200585日星期五

 

 

 

 

2005年08月04日

中国家电企业如何应对供过于求的国内市场?

 

先见策划 http://spaces.msn.com/members/foresight,

 

最近几年中国的家电企业都已深刻感受到了家电产品在全国各大中城市市场基本达到了饱和状态,产品销售数量很难突破,而利润却在不断下降。有许多产品由于原材料成本的快速增长已经处于严重亏本的地步。 另外由于中国与欧美贸易磨擦日益加剧,出口也受到了阻力。

 

其实这表明中国过去粗放发展模式走到了尽头。 由于过去二十年来我们企业长期无偿和低价开采和使用自然资源,造成了各种资源的巨大浪费。企业对资源进行大量浪费甚至破坏,原本可以长久使用的原材料资源变成了稀缺资源,变成了需要高难度开采的商品材料。 因此原材料价格高歌猛进成为必然。现在中国企业不得不一方面是原材料高涨, 另外一方面面对市场供过于求局面,自然企业就会出现亏损。

 

中国经济发展方式和结构的变革是顺应社会和环境以及市场发展趋势变化,自然企业也应当顺应这种变化。 然而由于市场和环境变化速度超出了企业管理层的预料,因此绝大多数企业并没有做好相应的准备,怎么办?

 

中国家电企业曾经在国内市场成功打败以日本家电企业为主的跨国企业巨头,曾经为中国人争得了荣誉,那么我们家电企业今天就不能再赢得一个更大的胜利吗?

 

中国家电企业出现目前的市场出路问题关键不是市场变的太快,而是企业管理层思想出了问题。由于中国大部分企业近二十年来满足于用产品加工和生产来实现企业的赢利和发展,没有将企业从加工生产和制造水平提高到自主创新和创造的水平。 虽然宣传上一直强调创新,但是实际上并没有引起足够的重视。 因此当市场产品一旦过剩以后,根本没有新的独特产品可以更新和替代。

 

产品和技术的创新确实需要资金投入,但是家电产品不同国防科技产品,并不需要巨资,更重要的是需要思想和人才。 今天我们中国家电企业早就拥有足够的资金去挖掘人才,为什么不重视呢?

 

我们先见策划预测未来三到五年是市场结构大调整时期,是市场重新布局的时期。中国家电企业有许多先天的优势,如果能够扬长避短,仍然有许多机会再创辉煌。

 

当然产品和技术创新和创造是未来竞争的主旋律,创新和创造需要大批优秀的人才和思路,需要时间积累,但是如果我们可以从国内外企业的经验中吸取足够知识,我们仍然可以找到更加有效的超越对手的方法和策略。我们先见策划可以提供有效战略思想。

 

先见策划

http://spaces.msn.com/members/foresight,

foresight89@yahoo.com.cn,

200583日星期三

 

2005年08月03日

门户网新的发展方向在哪里?

 

先见策划 http://spaces.msn.com/members/foresight,

 

最近两年全球的风险投资资金似乎又开始重视中国网络企业的发展,去年一批中国互联网企业在美国NASDAQ受到投资者的追捧。今年开始互联网巨头微软和Google开始加大中国市场的投资。

 

微软MSN中国打破常规联合中国几家大型专业网站抢占中国门户网市场,虽然MSN中国推出没有几个月,但是博客数量增长超出了人们的预料。许多老博客被他们的漂亮的设计和免费的服务所吸引。MSN中国利用其网络聊天软件和博客服务成功的吸引了一批忠实的客户。

 

Google今年下决心在中国设立技术研究中心和经营管理机构,从微软挖来李开复先生震动了全球的网络界。这一大胆的举动表明了Google将大举开拓中国市场。Google的目标不仅仅是单一的搜索引擎市场,而是整个互联网服务市场。今天的搜索引擎几乎可以提供门户网所有内容的服务,Google的个性化设计和博客技术等都有许多优势,只是缺少中国市场运做人才。

 

今天中国传统几大门户网站需要面对的不仅仅是MSNGoogle这样全球巨头的新挑战,而且还有许许多多已经壮大崛起的专业门户网站的挑战,如中国专业招聘网站、旅游网站、财经网站、娱乐网站和IT网站, 他们已经强大起来可以独立到美国NASDQ上市。他们必然分流了大批的用户,抢占了专业内容服务的市场分额。

其实从2003年开始中国几家传统门户网站已经开始努力改变内容和形象,企图通过提供新的服务来争夺客户如:

一、由雅虎中国发起的电子邮箱升级换代,G邮的推出确实给雅虎中国带来了许多客户。网易的新邮箱服务也创出了品牌;

二、雅虎、搜狐和新浪推出了新的搜索引擎,雅虎花巨资收购了3721网站,而且还让被收购人担任了中国CEO, 这两年雅虎中国的人气确实有所增长,然而专业内容缺乏深度。 搜狐的搜索引擎有许多特色优势,然而市场分额却不理想。 新浪今年推出了全新爱问搜索目前无法知道结果。

三、所有的门户网几乎都在争夺网上即时通讯聊天软件市场分额,雅虎、新浪、网易、Tom都花大力气推出了自己的网上聊天系统。 雅虎有全球资源优势,然而却在这方面落后于MSN. 网易和新浪都有本地聊天室用户基础,问题是如何通过特色服务与QQ竞争。Skype在中国首创了语音最佳语音效果的聊天技术,然而企业市场的拓展并不理想。

四、最近两年各大网站也对专业栏目进行了重点改变,如网易彻底改变了娱乐形象,开辟了许多过去没有的专业栏目,雅虎、新浪、搜狐和网易都加大了财经商业栏目的投入。新浪和网易还出售自己的专业栏目版面与其他企业网站合作。 然而专业内容的服务始终是门户网站非常薄弱的环节。比较专业网站,门户网站如何提供优秀独特的专业内容是一个需要解决的长期问题。

 

虽然门户网今天还有人流量和内容全面优势,依靠这种优势传统门户网还拥有巨额广告收入和短信收入。 但是这种优势已经在加速消失,因为上网用户阅读浏览非常匆忙,他们将越来越有明确的针对性,希望看到的是非常专业的内容,因此专业特色网站将更加受人欢迎。其次网上广告将普遍采用广告效果计算方法,这样将威胁门户网的广告收入。

因此门户网的改革已经开始,如何利用门户自身的资金和品牌技术优势推出别人难以模仿和竞争的特色增值服务将决定门户网未来生存和发展。

 

我们先见策划可以提供许多创造性的服务。

 

先见策划 http://spaces.msn.com/members/foresight,

 

网商    http://spaces.msn.com/members/ibizmen,

 

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200583日星期三

 

2005年08月01日

先见发布:中国经济发展主要问题 先见策划 http://spaces.msn.com/members/foresight, 1. 企业经营者和经济决策人的道德文明和社会责任问题。 2.市场法制和规范建设问题。 3.自然资源缺乏和合理利用问题。 5.科学和技术创新和发明问题。 6.市场经济体制创建、管理和监督水平问题。 7.可持续发展模式创建和粗放式经济矛盾问题。 8.农业经济开发和发展问题。 9.消除贫穷人口问题。 10.就业率提高和人均收入提高问题. 11. 金融体系安全和健康发展问题。 12. 沿海和内地发展不平衡问题。 13. 教育和医疗保障和建设问题。

2005年07月28日

Are You Ready to Fight a Giant?

From hbs working knowlodge,      http://spaces.msn.com/members/foresight,

July 25, 2005


Industry incumbents are surprisingly vulnerable, say two Bain consultants in this article from Strategy & Innovation. Any savvy upstart can successfully challenge a Goliath. For starters: Focus on a powerful customer experience.

The concept of "barriers to entry" is perhaps the most daunting proposition an innovator must face. Incumbent companies run by deep, experienced management teams dominate almost every industry. Established customer relationships, tried-and-true products, powerful brands, and significant scale advantages provide these companies with a thick armor that often appears impregnable to aspiring entrants.

Yet, time and again, upstarts find a way to prevail—and not only in technology hotbeds such as Silicon Valley. Nationwide, slow-growth industries with high fixed costs—including auto manufacturing, consumer goods, and big-box retailing—may seem unassailable. But then along come such giant slayers as Toyota, Nike, and Amazon.com, each of which has transformed the business landscape of its industry.

In truth, industry incumbents are often surprisingly vulnerable. Clayton Christensen and others have shown that beating an established company at its own game requires strategies that disrupt the status quo by focusing on customers the incumbents either ignore or aren’t willing to defend.

Occasionally, companies can invent a better mousetrap and challenge an incumbent head-on for its most profitable customers. But most succeed by first devising cheaper, more convenient ways to serve targeted customer niches that are below an incumbent’s radar. This allows the entrant to mine profits in ways that are not cost-effective for incumbent companies, which have higher cost structures and broader focus. Over time, that strategy can migrate to other segments until the challenger’s approach becomes the new status quo.

But how do innovators create disruption? Bain’s experience and analysis suggest that customer focus holds the key. Successful challengers target specific segments and design propositions that address customers’ unique concerns in ways incumbents don’t—and very often can’t. (See the sidebar "Are You Ready to Take On a Giant?") Challengers deliver a powerful customer experience by coordinating efforts across business functions, and they punch above their weight by investing selectively in what matters most to their target segments. Then they succeed over the long haul by systematically renewing their edge with customers.

All customers are not created equal
Giant slayers begin by recognizing that customers’ needs and perceptions of value vary significantly across segments. Incumbents tend to give their customer segments varying amounts of attention, frequently concentrating on those that deliver the highest margin. Successful challengers often begin with a single-minded focus on delivering superior propositions to overlooked segments—addressing needs or desires that established companies don’t (or can’t) meet.

Giant slayers begin by recognizing that customers’ needs and perceptions of value vary significantly across segments.

The European airline industry’s dramatic turnabout provides a stark example of how powerful customer focus can be. Before 1995, high-cost "legacy" carriers—such as British Airways, Lufthansa, and Air France—dominated. They tried to be all things to all travelers but, for obvious reasons, spent most of their energies catering to their most profitable customers: businesspeople.

This created a bloated cost structure that opened the door for Ryanair and easyJet, two start-ups founded on the premise that many customers simply want a convenient, inexpensive way to travel. Both companies created a focused value proposition for cost-sensitive leisure and private travelers and tailored their business plans to make that model work.

The strategy began with their fleets. To gain a cost advantage, the challengers bought small, efficient aircraft and offered only one class of service. Unlike the incumbents, they standardized their fleets, reaping savings from common maintenance and training programs. And rather than maintain expensive, inconvenient hub networks, they chose high-volume, point-to-point routes from less-crowded, secondary airports.

To save on distribution costs these airlines chose their sales channels carefully. They eschewed traditional third-party travel agents and pricey booking systems and relied on direct sales channels: telephone call centers and the Internet. As a result, distribution makes up only 3 percent of total costs at Ryanair, versus 10 percent for some large carriers. The smaller carriers pass those savings on to the customer.

Both upstarts recognized quickly that online transactions were their most profitable channel. So they worked hard to steer customers to their Web sites without sacrificing service quality or convenience. EasyJet offers a discount of £10 (approximately U.S. $18.50) per round trip if customers book over the Internet. Once on the easyJet site, customers find a simple-to-use interface that downloads quickly, even on dial-up modems. Buying a ticket requires only five steps, versus ten on some legacy carriers’ sites. And because easyJet collects key customer data with each booking, it is able to analyze more precisely who its customers are in order to continually hone its strategy.

Without large bureaucracies and unions, Ryanair and easyJet also benefit from low overhead and cheap labor. They have driven cost out of their supply chains and ignored the bells and whistles their customers don’t value, such as free in-flight food and drinks.

The lack of corporate baggage is a key advantage for any upstart.

Profits are plowed back into the business to continue to provide customers with a comfortable, lower-cost alternative, which in turn drives more volume. The results have been dramatic. Low-cost carriers have already taken 10 percent of the intra-Europe market and are projected to have more than 25 percent by 2010. Ryanair and easyJet together added more than £4 billion (nearly U.S. $7.5 billion) in market value between 1995 and 2003, while many large incumbent carriers have lost value.

Focus the business on delivering a powerful customer experience
The lack of corporate baggage is a key advantage for any upstart. While new entrants can design their business plans and strategies on a clean sheet of paper, older companies are saddled with systems and patterns of behavior developed over many years. This hampers their ability to deliver the sorts of end-to-end solutions challengers can devise from scratch.

A few years back, Australian telecommunications companies faced a tough growth environment after deregulation of the market led to intensified competition and price pressure. Number two player Optus Administration, which had been the first to take on the incumbent Telstra, was able to fill a good portion of its growth gap by taking a close look at key customer segments and coming up with distinctive services tailored to its customers’ needs.

The flexibility to "design for purpose" led to a major promotion—called "’yes’ Time"—in which Optus invited its customers to call each other for free between 8 p.m. and midnight. At the heart of the initiative was an innovative pricing strategy that used an asset that was of little expense to Optus—in this case, spare nighttime network capacity—to provide something of real value to its customers.

The promotion hit a bull’s-eye, helping Optus to turn existing customers into brand promoters who encouraged friends and associates to switch to Optus’s service. "’Yes’ Time" was a winner on another level as well. It encouraged new and existing Optus mobile customers to use Optus at night instead of relying on Telstra’s traditional landlines for their evening calls.

Optus has counted on its entrepreneurial culture to help it grow into the multibillion-dollar business it is today. For instance, in the mid-1990s it implemented a computer-sharing initiative that cut millions in IT costs and improved call-center productivity. Today the company uses innovative partnering programs, including one that pays commissions to businesses that help generate sales leads for Optus.

Viewing the marketplace through the eyes of a challenger taking on established players is "in the cultural DNA of the company," points out CEO Paul O’Sullivan in a recent interview with The Australian Financial Review. "It’s not one of those top-down hierarchical corporations…This is a far more maverick…place. And we pride ourselves on that."

Building on its customer innovations and its cultural strengths, Optus has consistently grown at more than twice the rate of the market since the company started operations in 1992 and has taken market share from Australian incumbent telco Telstra. The company’s revenue has grown to A$5.5 billion (U.S. $4.3 billion), up from about A$2 billion (U.S. $1.5 billion) in 2000, and it now enjoys market leadership in such customer segments as high-speed Internet access.

Renew the customer experience again and again
The ability to move quickly based on superior knowledge of customer needs is another hallmark of successful challengers. They often build tight feedback loops with their markets, taking full advantage of their flatter organizations to ensure that customer insights are identified and acted upon. This capability allows them to renew a valuable and satisfying customer experience again and again. It also gives them the ability to identify future customers and reorient their strategy to market changes.

Over the last decade, the home mortgage business in Australia has undergone a sea change brought about by upstart mortgage brokers (such as Mortgage Choice, Australian Finance Group, and Aussie Mortgage Market) and low-cost mortgage originators (such as Aussie Home Loans). As recently as 1993, traditional banks controlled all but a sliver of the mortgage market. But by listening carefully to what customers wanted and providing the increased service they sought, independent brokers forced the banks to play by a new set of rules.

By 2003, brokers were originating 30 percent of mortgages in Australia, and their share grew to around 45 percent by the end of 2004. More impressive, they have captured A$350 million of the Australian mortgage profit pool (U.S. $270 million). Concurrently, bank margins have been slipping steadily.

The independent brokers have tapped into a deep wellspring of home-buyer consternation. In a recent survey, Australian borrowers were asked if they found the mortgage process confusing: 75 percent of them said yes. A sizeable majority also preferred personal visits from mortgage brokers or even shopping for their mortgage on the Internet to visiting a bank branch for a loan. What they wanted was unbiased advice. And the brokers were providing it.

The ability to move quickly based on superior knowledge of customer needs is another hallmark of successful challengers.

Traditional lenders tend to push proprietary products with minimal focus on an individual’s circumstances, but brokers can draw from an array of lenders for the best rates and payment terms. Moreover, brokers offer expert advice to individuals who are often novices at one of the most significant and complex transactions most consumers will ever make. Banks provide limited service and customers have to shop around on their own for the best terms. Brokers, on the other hand, offer one-stop shopping and often will make house calls or office visits to explain options. And brokers provide these extra services at no additional cost to borrowers. They are funded by the very banks they compete with, through a schedule of commissions.

Why do the banks put up with it? To date, they’ve had no choice. Although the brokers take profits away from the banks, they provide such a compelling service that the banks have been forced to support their efforts. But the banks are fighting back. They’ve reduced broker payments for poor-quality loans and aligned commissions to reward more profitable types of loans, such as those that have longer terms. Their interest rates and offerings have also grown more competitive.

All of this has cut into the brokers’ margins and highlighted how essential it is for challengers to use superior customer knowledge to stay ahead of the curve. Unfortunately, the brokers have missed some tricks.

Instead of relying so heavily on bank commissions, brokers could have parlayed their customer relationships into products beyond financial-planning advice. That’s what Optus and the European airlines have been able to do—take their original concept and migrate it into other segments. It isn’t easy. Indeed, one of the leading Australian brokers, Wizard Home Loans, recently sold out to GE Money, the consumer finance arm of General Electric, in recognition that it needed help to compete. Wizard’s experience is an object lesson: Finding ways to deliver customer satisfaction again and again is crucial to making giant slaying sustainable.

Learning from the giant slayers
That a David can defeat a Goliath is no myth. Even when upstart companies lack long-standing relationships, pervasive brands, and scale advantages, they can still win big against incumbents, driving dramatic market-share shifts in just a few years.

Reproduced with permission from "Lessons from the Giant Slayers," Strategy & Innovation, May-June 2005.

See other HBS Publishing newsletters.

Chris Harrop is a partner with Bain & Company in Sydney, and co-leader of Bain’s telecom and technology practice in Asia.

Barney Hamilton is a Bain partner in London.

They can be reached at innovation@hbsp.harvard.edu.

 

 

2005年07月25日

Foresight Top Club is one Creative Club for global company and organization

 

先见策划 http://spaces.msn.com/members/foresight

 

今天中国经济发展进入了一个艰难而充满期待的结构性调整阶段,中国的企业也进入了战略结构调整阶段。 面对国内市场全球化竞争日益激烈和日常用品供过于求的局面中国企业如何提高市场分额? 如何提高赢利能力? 面对国际贸易摩擦日益加剧的局面中国企业如何提高出口数量? 如何赢得国际市场?

 

今天全球经济发展进入了一个迷茫徘徊的阶段,低成本低价格的博弈,自然资源的短缺和破坏,地区间经济摩擦和冲突,汇率和货币不稳定,可持续发展的热点缺乏等等。 虽然全球跨国企业集团占据资金和技术的优势地位,但是面对面对信息技术高速更新老牌跨国企业的技术优势能否保持? 面对不同国家的市场体系和权力保护跨国企业如何赢得市场优势? 面对产品价格不断走低跨国企业如何摆脱成本困境?

 

我们先见策划机构拥有长期的市场战略和战术研究优势,我们的独特优势和核心竞争力就是创造性的思想战略和超前的预测。 为此我们愿意为全球国内外有志成为创造性和领先型企业提供独特的和创造性的策划服务。

 

在此推出先见顶级企业俱乐部,这是一个全球首创的创造性企业俱乐部 所有的会员企业可以享受到全球其他任何企业咨询机构没有的创造性策划服务。 我们提供创造性的市场开发和扩展战略战术; 我们提供创造性的企业品牌和产品品牌的策划; 我们提供创造性企业经营结构调整战略; 我们提供创造性的地区城市发展战略: 我们提供创造性投资机会预测等等。  如果您的企业和产品在中国市场遇到难以克服的困难和问题, 如果您的企业在提升企业和产品品牌中有无法解决的问题。  欢迎您与我们联系,也许我们是世界上唯一能够为您提供创造性战略服务的机构。如果我们提供的服务没有效果我们分文不取。

 

先见顶级俱乐部企业会员费

 

黄金企业会员费 USD1million/year,

 

白金企业会员费 USD3million/year,

 

钻石企业会员费 USD5million/year,

 

一年的会员费可以享受一年常规市场营销战略策划咨询和一个大型产品项目的创造性的策划服务包括全方位全过程市场和经营战略策划服务。

 

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QQ251955360

2005723

 

Top Club is one Creative Club for global company and organization

 

Foresight http://spaces.msn.com/members/foresight

 

As we know today China economy goes into new stage of structure adjustment, which will be very tough and more hopeful in a periods of years. Chinese company also get into new stage of strategy adjustment.  Facing to more and more strong competition of globalization in domestic market how Chinese company can win the competition?   Facing supply being over demand on most of family products how Chinese firm can win the market in China?  Facing more complicated trade conflicts between different nations how Chinese firm can increase export and win global market?

 

Today global economy also get into low and confused stage, which has no clear direction of development. The competition on low cost and low price, the shortage and destruction of nature resource, the trade confliction between different nations, unstable currency environment and lack of continuable hot for growth.   Facing swift changes of information and technology how can famous global group keep their leading position in the future?    Facing lower and lower product price how can global group overcome high cost problem?

 

If your company cannot solve any problem and overcome any difficult on management and marketing in China and in the world, you are welcome to Foresight Top Club, it is one creative club, probably it is only one creative club on marketing service. We supply our services of core competence special advantage, which are creative strategy and correct and advance forecast in global market.

 

Foresight Top Club member fee

 

Golden member fee USD1million per year,

 

Platinum member fee USD3million per year,

 

Diamond member fee USD5million per year,

 

You are welcome to contact us by email:foresight89@yahoo.com.cn, by QQ251955360, by msn:foresight89@hotmail.com.

 

Thank you for your support.

 

Foresight Marketing

http://spaces.msn.com/members/foresight

foresight89@yahoo.com.cn

foresight89@hotmail.com

QQ251955360