Hamel G, Prahalad C K
London Business School.
Harv Bus Rev. 1991 Jul-Aug;69(4):81-92.
In the 1980s, competitive success came mostly from achieving cost and quality advantages over rivals in existing markets. In the 1990s, it will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating new markets. Corporate imagination and expeditionary marketing are the keys that unlock them. McKinsey Award winners Gary Hamel and C.K. Prahalad argue that corporate imagination quickens when companies escape the tyranny of their served markets. (Motorola, for example, sees itself as a leader in wireless communications, not just as a maker of beepers and mobile phones). Think about needs and functionalities instead of marketing's more conventional customer-product grid. Overturn traditional price/performance assumptions. (Fidelity Investments unlocked a vast new market by packaging sophisticated investment vehicles for middle-income investors.) And lead customers rather than simply follow them. Creating new markets is a risky business, however--a lot like shooting arrows into the mist. Imaginative companies minimize the risk not by being fast followers but through the process the authors call expeditionary marketing: low-cost, fast-paced market incursions designed to bring the target quickly into view. Toshiba introduced laptop computers to the market at such a blistering pace that it could explore every conceivable niche--and afford an occasional failure without compromising its credibility with customers. To stimulate corporate imagination, top management needs to redefine failure and develop new time- and risk-adjusted yardsticks for managerial performance. Managers must be encouraged to stretch their company's opportunity horizon well beyond the boundaries of its current businesses.
20世纪80年代，竞争成功主要源于在现有市场中比竞争对手取得成本和质量优势。到了90年代，竞争成功将来自于建立并主导全新的市场。核心竞争力是创造新市场的一个前提条件。企业想象力和开拓性营销是开启核心竞争力的关键。麦肯锡奖得主加里·哈默尔和C.K.普拉哈拉德认为，当公司摆脱其服务市场的束缚时，企业想象力就会加速提升。（例如，摩托罗拉将自己视为无线通信领域的领导者，而不仅仅是寻呼机和移动电话制造商。）思考需求和功能，而不是营销中更传统的客户-产品网格。推翻传统的价格/性能假设。（富达投资通过为中等收入投资者包装复杂的投资工具，开拓了一个广阔的新市场。）并且引领客户而不是仅仅追随他们。然而，创造新市场是一项冒险的业务——很像向迷雾中射箭。富有想象力的公司将风险降至最低，不是靠做快速追随者，而是通过作者所称的开拓性营销过程：低成本、快节奏地进入市场，旨在迅速让目标清晰可见。东芝以极快的速度将笔记本电脑推向市场，这样它就可以探索每一个可能的细分市场——并且偶尔遭遇失败也不会损害其在客户心目中的信誉。为了激发企业想象力，高层管理人员需要重新定义失败，并为管理绩效制定新的经过时间和风险调整的衡量标准。必须鼓励管理者将公司的机会视野大幅拓展到当前业务范围之外。
