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marketing though ‡√◊ËÕß : ∏—𬫗™√å ‰™¬µ√–°Ÿ≈™—¬ (Casestudy345@yahoo.com)

Case Study 9.0 ©∫—∫ Phenomenon ‡¢’¬π‚¥¬∏—𬫗™√å ‰™¬µ√–°Ÿ≈™—¬ ·≈–Õ“∑‘µ¬å ‚°«‘∑«√“ß°Ÿ√ ÕÕ°«“ßµ≈“¥·≈â« À“´◊ÈÕ‰¥â∑’Ë√â“π´’‡ÕÁ¥ »Ÿπ¬åÀπ—ß ◊Õ®ÿÓœ B2S ·≈–√â“πÀπ—ß ◊Õ™—Èππ”∑—Ë«‰ª

§«“¡·µ°µà“ߥâ“π ”π—°§‘¥ Blue

Ocean ·≈– ”π—°§‘¥ Red Ocean π—Èπ °Á§◊Õ

§«“¡·µ°µà“ß√–À«à“ß Chan Kim ·≈–

Michael E. Porter

º¡ÕÕ°®–§‘¥«à“‡ªìπ°“√ºπ÷°°”≈—ß

°—π√–À«à“߬ÿ‚√ª·≈–‡Õ‡™’¬‡æ◊ËÕ‚§àπ‡®â“¬ÿ∑∏®—°√

Õ‡¡√‘°—π‡ ’¬¥â«¬´È”

‡æ√“– Kim ‡ªìπ™“«‡°“À≈’∑’Ë Õπ∑’Ë Insead ·Àà߬ÿ‚√ª ¢≥–∑’Ë Porter √ŸâÕ¬Ÿà«à“‡ªìπ√“™—π·Ààß Harvard

Kim ®Ÿß„®„Àâ ’Õ’‚Õ·≈–ºŸâ∫√‘À“√∑—Ë«‚≈°‡ÀÁπ«à“º≈°”‰√·≈–

°“√‡µ‘∫‚µ®“°°“√‡¢â“ Ÿà¡À“ ¡ÿ∑√ ’§√“¡π—Èπ‡Àπ◊Õ°«à“∑–‡≈◊Õ¥

®“°°“√»÷°…“°“√ÕÕ° (Launch) º≈‘µ¿—≥±å·≈–∫√‘°“√¢Õß

108 ∫√‘…—∑

‡ª√’¬∫‡∑’¬∫√–À«à“ßÕÕ°„πµ≈“¥∑–‡≈‡≈◊Õ¥ ·≈– √â“ß

¡À“ ¡ÿ∑√ ’§√“¡π—Èπ

‡æ’¬ß 14% ¢Õß Blue Ocean  √â“ß àߺ≈µàÕ√“¬‰¥â∂÷ß 38%

·≈– àߺ≈µàÕ°”‰√∂÷ß 61%

®÷߉¡àπà“·ª≈°„®∑’Ë ’Õ’‚Õ∑—Ë«À≈â“·∑∫®–¢«â“ß çRed Ocean

Bibleé ¢ÕßæÕ√凵Õ√å∑‘È߉ª∑—π∑’

º≈°“√»÷°…“¢Õß Kim ™à“߇√â“„®‡À≈◊Õ‡°‘π

‚¥¬‡©æ“–Õ¬à“߬‘Ëß„π¬ÿ§ HyperCompetition ∑’Ë´—¥®π·∑∫

°”‰√‰¡à‡À≈◊Õ ‡≈◊Õ¥·¥ß∑—Ë«∑âÕß∏“√

‡§≈Á¥≈—∫ª√–°“√Àπ÷ËߢÕß°“√ √â“ß Blue Ocean °Á§◊Õ°“√

‡§≈◊ ËÕπ‡™‘ß¬ÿ∑∏»“ µ√å(Strategic Move) ´÷Ëß°Á§◊Õ™ÿ¥(Set) ¢Õß

°‘®°√√¡¥â“π°“√®—¥°“√·≈–°“√µ—¥ ‘π„®∑’ˇ°’ˬ«¢âÕß°—∫°“√π”

‡ πÕ ‘π§â“„πµ≈“¥∑’Ë √â“ß„À¡à

Strategic Move π’È®–‡ªî¥µ≈“¥„À¡à ∑’Ë¡’§«“¡µâÕß°“√ Ÿß

¡’Õ—µ√“°“√‡µ‘∫‚µ Ÿß

°“√‡§≈◊ËÕπµ—«‡™‘߬ÿ∑∏»“ µ√å¢Õß Apple Computer ®“°°“√‡ªìπ

ºŸâº≈‘µŒ“√奷«√å§Õ¡æ‘«‡µÕ√å´÷Ëß¡“√宑ÈπµË” °“√·¢àߢ—π Ÿß µ≈“¥Õ‘Ë¡µ—«

‰ª Ÿà°“√º≈‘µ‡§√◊ËÕ߇≈àπ‡ÕÁ¡æ’ 3 iPod ´÷Ëß Apple ‰¡à‰¥â √â“߇§√◊ËÕ߇≈àπ

‡ÕÁ¡æ’ 3 ‡ªìπ√“¬·√° ·µà∑«à“‡ªìπ√“¬·√°∑’ˇ§≈◊ËÕπµ—«‡¢â“ Ÿàµ≈“¥π’È

Õ¬à“߇Փ®√‘߇Փ®—ß

Steve Jobs ’Õ’‚Õ Apple À≈—ß®“°‡ÀÁπ·π«‚πâ¡°“√¥“«πå‚À≈¥

‡æ≈ßø√’®“° Napster ∑’Ë·¡â®–∂Ÿ° —Ëߪª·≈â« ·µà°Á¬—ß¡’‡«Á∫ ‰µ≈åπ’ÈÕÕ°

¡“Õ’°¡“°

‡¢“®÷߇®√®“°—∫§à“¬‡æ≈ß„À≠à∑—Èß 5 „À⺟°æ—π∏¡‘µ√°—∫·Õª‡ªîô≈

Blue Ocean Strategy(2)

‚¥¬π”‡æ≈ß„Àâ¡‘µ√√—°·øπ‡æ≈ߥ“«πå‚À≈¥∑’Ë iTunes ¢Õß·Õª‡ªîô≈„π

√“§“‡æ≈ß≈– 99 ‡´πµå

iPod ¢Õß Apple ‰¡à„™à‡ÕÁ¡æ’ 3 µ—«·√°¢Õß‚≈° ·µà‡ªìπµ—«∑’Ë

 «¬∑’Ë ÿ¥„π‚≈° ‡°Á∫§«“¡®”¡À“»“≈ ¡’‡æ≈ß„Àâ‡≈◊Õ°¥“«πå‚À≈¥À≈“¬

· π‡æ≈ß∑’Ë iTunes

°“√¡’·∫√π¥å∑’Ë·¢Áß·°√àß·≈–°“√ √â“ߧ«“¡·µ°µà“ß„π

∑ÿ°Ê Value Chain ∑”„Àâ iPod ¬—߇ªìπºŸâπ”µ≈“¥ MP3 Player ∑’Ë

¬—ßÀ“ºŸâµàÕ°√¬“°

Blue Ocean Strategy §◊Õ

...°“√ √â“ßµ≈“¥„À¡à (Create uncontested Market Space)

...‰¡àµâÕß„ à„®°“√·¢àߢ—π (Make Competition Irrelevant)

... √â“ß·≈–®—∫§«“¡µâÕß°“√„À¡à (Create and Capture

New Demand)

...∑”≈“¬¢âÕ®”°—¥∑’˵âÕ߇≈◊Õ°√–À«à“ߧÿ≥§à“-√“§“(Break

the Value Trade-Off)

...º “π√–∫∫∑—Èß¡«≈¢Õß°‘®°√√¡¢Õß∫√‘…—∑‡æ◊ËÕ∫√√≈ÿ∑—Èß

§«“¡·µ°µà“ß·≈–µâπ∑ÿπµË”(Align the whole system of a

firmûs activities in pursuit of differentiation and low cost.)

Kim ∫Õ°«à“À—«„®¢Õß Blue Ocean Strategy °Á§◊Õ Value

Innovation

·∑π∑’Ë®–‡πâπ∫¥¢¬’ȧŸà·¢àß  ”π—° Blue Ocean ∫Õ°«à“‰¡àµâÕß

‰ª π°“√·¢àߢ—π ‚¥¬ √â“ß°â“«°√–‚¥¥∑“ߧÿ≥§à“‡æ◊ËÕºŸâ´◊ÈÕ·≈–

∫√‘…—∑‚¥¬‡ªî¥µ≈“¥„À¡à

Value ∑’ˉ√â Innovation °Á§◊Õ°“√¡ÿà߇πâπ·µà°“√ √â“ߧÿ≥§à“

(Value Creation) ´÷Ë߉¡à‰¥â∑”„Àâ§ÿ≥‚¥¥‡¥àπ‡ªìπ‡Õ°¢÷Èπ¡“‡≈¬

Innovation ∑’ˉ√â Value °Á¡’·π«‚πâ¡∑’Ë®–∂Ÿ°¢—∫‡§≈◊ËÕπ¥â«¬

‡∑§‚π‚≈¬’ ‡ªìπºŸâ∫ÿ°‡∫‘°µ≈“¥

À√◊Õ‡ªìπÕ–‰√∑’Ë¥Ÿ≈È”Õ𓧵 ´÷Ëß≈Ÿ°§â“‰¡àæ√âÕ¡®à“¬

Value Innovation ®–‡°‘¥¢÷Èπ°ÁµàÕ‡¡◊ËÕ∫√‘…—∑º “ππ«—µ°√√¡

‡¢â“°—∫ Utility √“§“·≈–µâπ∑ÿπ

Value Innovation §◊Õ«‘∏’§‘¥‡™‘߬ÿ∑∏å∑’Ë∑â“∑“¬§«“¡§‘¥

¢ÕßæÕ√凵Õ√å

π—Ëπ§◊Õ Value Trade-Off

∑«à“ “«° Blue Ocean µâÕß∑—Èß·µ°µà“ß·≈–µâπ∑ÿπµË”„π

‡«≈“‡¥’¬«°—π

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