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1、外文翻译原文ADecision-AnalyticApproachtoBlue-OceanStrategyDevelopmentMaterialSource:DepartmentofEconomicsandManagementAuthor:MatthiasG.Raith,ThorstenStaak,andHelgeM.Wilker1IntroductionThepotentialvaluecreatedwithanewproductorserviceprovidedbyafirmisgivenbythedifferencebetweenits(monetar
2、y)benefit,intheviewofthefirm’scustomers,andtheunitproductioncosttothefirm.Towhatextentthispotentialvaluecanbeexploitedasamarketopportunitydependsonthefirm’ssuccessinobtainingacompetitiveadvantageoverotherfirmsinthemarket.Inordertoacquireacompetitiveadvantage,afirmmustoutperformits
3、rivalsinvaluecreation(cf.Besankoetal.[1]).Inordertoenhancevaluecreation,thefirmhastwogenericoptions:Itcanraisethevalueforthecustomer,e.g.,bydifferentiationoftheproduct’sfeatures,oritcanlowerthecostsforprovidingtheproduct.However,asPorter([5],p.18)pointsout,‘achievingcostleadership
4、anddifferentiationare(…)usuallyinconsistent,becausedifferentiationisusuallycostly.’Therefore,thefirmshouldviewthetwogenericstrategiesasalternativesbetweenwhichitmustmakeachoice,sinceotherwiseitmaybecome‘stuckinthemiddle,’therebysacrificingitscompetitiveadvantage.Itappearssomewhats
5、urprising,though,thatPorter’sviewonthetrade-offbetweendifferentiationandcostleadershipistakenforgrantedinmostoftheliteratureonbusinessstrategy.Fromadecision-analyticperspective,itfailstoacknowledgethemultipledimensionswhichtypicallycharacterizethebenefitsofconsumingandthecostsofpr
6、oducingaproductorservice.Hence,itshouldseemquitenaturaltoconsiderafirmdifferentiatingitsproductinoneaspectwhilesimultaneouslyreducingcostsinanother.Strategyselectionthenbecomesamulti-attributedecisionproblemwithimportantimplicationsformarketanalysis.8Sincetheweightsthatconsumersat
7、tachtothedifferentattributesofaproductdependontheconsumergroupthatmakesupthemarket,valuecreationcanbeinfluencedbyshiftingthemarketfocustoother(potential)customersthatnotonlyplacedifferentweightsontheattributes,butalsovaluedifferentattributes.KimandMauborgne[2]offeraninnovativeappr
8、oachtostrategydevelopmentalongthi
