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單期簡介
經營管理
NO.730
品類爭霸
不用再比了,現在就創造一個你說了算的市場!
現在最厲害的公司不是賣更好的解決方案,而是創造全新的市場品類,賣完全不一樣的東西,使用全新的方法解決老問題,使得先前產品或服務顯得落伍、笨重、難用或令人痛苦。
2019-07-24 /  604  3
輕鬆聽大師
俞國定導讀
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 網路版長訂優惠


目 錄 導 讀 付費內容 延伸閱讀 輕鬆抓重點

Chapter 1

為何品類是新策略

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品類王以全新的做事方法創造新的商業品類。他們不是要賣「更好」──他們賣的是「不同」。他們為世界帶來全新的產品或服務品類,因而使得先前產品或服務顯得落伍、笨重、難用或令人痛苦。傳奇公司創造全新的品類,在市場上產生吸引力。


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Chapter 1

Why category is the new strategy

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Category kings create new categories of business based on entirely new ways of doing things. They don't try to sell better – they sell different. They introduce the world to a new category of product or service and thereby make what came before seem outdated, clunky, inefficient or painful. Legendary companies create new categories which generate a gravitational pull on the market.


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1
1920年代,克萊倫斯.博茲埃接下博物學家的工作,為美國政府效力。他後來被派到加拿大的拉布拉多省,在那裡看到因紐特人捕到魚後就丟在冰上急速冷凍,魚肉的風味與口感因而得以保持。受到啟發的博德埃回到美國後做了更多試驗,結果發現這個辦法同樣也可以用在蔬菜上,於是他開了一家公司,取名General Seafoods,專門銷售這種新的產品種類。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
1
In the 1920s, Clarence Birdseye took a job as a naturalist working for the U.S. government. He ended up in Labrador, Canada where he observed the Inuit people catch fish and then toss them on the ice flash-freezing the fish and thereby retaining their flavor and texture. Intrigued by this practice, Birdseye returned to the United States and experimented a bit more and found the process also worked for vegetables. He started a new company called General Seafoods to commercialize this new category of product.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
2
由於消費者不知道他們需要這種產品,所以市場沒有需求,克萊倫斯.博茲埃必須自己建立整個生態系統,將冷凍食品從工廠送到消費者手中。他為鐵路公司開發出冷凍車廂,為零售商店開發出冷凍櫃,甚至說服杜邦發明玻璃紙來包裝冷凍食品。最後消費者終於明白冷凍食品和罐頭食品不同,Birds Eye品牌因而大為風行。如今,Birds Eye已是冷凍食品的大品牌,每家超級市場都少不了它。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
2
Since there was no demand as consumers didn't know they wanted this, Clarence Birdseye had to build the entire ecosystem to get frozen food from a factory to consumers. He developed freezer cars for the railroads, freezer cases for grocery stores and even convinced DuPont to invent cellophane for packaging frozen food. Eventually, the Birds Eye brand caught on as consumers realized frozen food was different to canned food. Today, Birds Eye is a huge brand in frozen foods which are an integral part of every supermarket.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
3
同樣的情況發生在2008年巴黎一個下雪的夜晚。到巴黎參加研討會的崔維斯.卡蘭尼克和葛瑞.坎普站在路邊想攔計程車,但卻徒勞無功,他們覺得愈來愈濕冷,就在聊到怎麼解決這個問題時,他們想到:「為何不能掏出手機,按個按鍵就叫到車呢?」感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
3
The same phenomena happened on a snowy night in Paris in 2008. Travis Kalanick and Garrett Camp were in Paris for a conference and stood by the roadside getting wetter and colder as they tried in vain to hail a cab. They talked about solving this problem and wondered: "Why can't you just pull out your smartphone, push a button and hail a cab?"感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
4
回到舊金山後,卡蘭尼克和坎普開始將他們的構想付諸實現,最後於2010年夏天在舊金山推出名為Uber-Cab的新服務。就如現在數以百萬計用戶知道的,他們的應用程式會傳送通知給使用私家車兼差賺外快的司機,他們可以看到顧客的所在位置,如果同意接單,就在手機上按鍵回覆。系統儲存了顧客的信用卡資料,所以支付車資既安全又方便。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
4
Back home in San Francisco, Kalanick and Camp went to work on their idea. They eventually launched their new service called Uber-Cab in San Francisco in the summer of 2010. As millions of users now know, their app sends a notice to drivers who are moonlighters driving their own cars who can see where the people are and agree to respond with another push of the button on their smartphones. The system stores customer's credit card details so paying for the ride is safe and easy.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

關鍵思惟


「隨著Uber成長的同時,它也做了一件非常重要的事:Uber讓我們所有人都意識到計程車的一個問題──而這個問題現在有了新的解決方法。Uber透過公司和服務的設計來做到這件事,透過向公眾傳達訊息來做到這件事,同時也透過衝突來做到這件事。每次計程車產業想要抵制Uber,總讓人們更加注意到Uber。倫敦計程車司機罷工抗議Uber,乘客叫不到計程車的結果,只好註冊Uber帳號,搭乘費率較罷工前上漲8倍的Uber。Uber在發展自己的服務和企業同時,也在定義這個新型態的問題,並且灌輸到我們的腦中。」──阿爾.拉瑪丹、大衛.彼得森、克里斯多夫.洛克海德、凱文.曼尼 感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

Key Thoughts


"As it grew, Uber at the same time did something extremely important: Uber made all of us aware that we had a taxi problem—and that the problem had a new solution. Uber did this through the way it designed the company and its service. It did this through its messaging to the public. And it did this through confrontation. Every time the taxi industry tried to stop Uber, the scuffle made people more aware of Uber. In London, taxi drivers protested Uber by going on strike. When riders couldn't get cabs, they signed up for Uber at a rate eight times higher than before the strike. As Uber was developing its service and its company, it was defining this new category of problem and inserting it into our brains." – Al Ramadan, Dave Peterson, Christopher Lochhead and Kevin Maney 感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。

5
截至2014年12月,Uber的估值達到400億美元,原因僅是它創造了一個前所未有的商業品類。崔維斯.卡蘭尼克,Uber現在的執行長,重新設定Uber的觀點來解決更大的問題。個人運輸不僅昂貴而且麻煩,所以他提出一個問題:「假使更少車可以服務更多人呢?」Uber現在已經開始在讓運輸像自來水一樣可靠,不僅能夠載人,還能運貨。Uber的估值目前已經超過500億美元,因為大家清楚看到,這家公司能夠解決更大的問題。感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。
5
By December 2014, Uber was valued at $40 billion based solely on the fact it had created a category of business which never before existed. Travis Kalanick, now Uber's CEO, reframed Uber's point-of-view to attack an even bigger problem. Personal transportation is expensive and messy so he asked: "What if fewer cars could serve more people?" Uber has now set out to make transportation as reliable as running water and with the ability to move not only people but stuff as well. Uber's valuation has topped $50 billion as it becomes clear the company can solve an even bigger problem.感謝您對大師輕鬆讀的愛護,並且全力支持您合理地使用我們為您精心編製的內容。希望未來可以提供您更方便更友善的服務。



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