任天堂美国分社社长雷吉，日前在CNet网站的“观点”栏目中撰文指出，如果一家企业想要开辟新的市场和新的利润来源，就应该尽量避免用陈旧的方式去思考问题。而应该着眼于开发更小巧、更便宜、更容易使用的产品。简单来说，就是要“更好地平衡产品的内在技术与用户需求之间的关系。”


原文
http://news.com.com/Nintendo+on+the+latest+technical+divide/2010-1041_3-6180215.html


Nintendo on the latest 'technical divide'

对于任天堂最近的技术隔离

At the same time, on the most granular level, I wonder if a similar technical divide exists inside your own home. One person is probably expected to provide solutions when it's time to install the wireless network, redirect the satellite dish, or retrieve a lost document. The have-nots sit and wait.

其实，我怀疑你自己家里的技术隔离才是最细微的。一个人可能在准备安装无线网络，给锅盖转向或者找回丢失的文档的时候会期待谁提供一个什么解决方案。而没米的人就只有坐着干等。

Several years ago, we noticed this same kind of dichotomy beginning to separate active core consumers from potential consumers in my own industry, video game entertainment. While ardent players reliably responded to ever-advancing technology and complexity, those same attributes consistently chipped off potential new players from the total market, narrowing the consumers into a smaller niche.

几年前，我们注意到使用同样的二分法开始把我们这个视频游戏娱乐行业的潜在消费群中的核心玩家隔离出来。而从这个核心玩家那里得到的反馈是采用超前的火星技术和复杂性（大概指系统，难度，世界等等），我们把同样的需求强加到那些潜在的新玩家身上，结果让我们的消费群变得更小。

For the frustrated, it simply wasn't worth the investment of time or money in the midst of a life ever-busier with work, family and other obligations. The players happily jousting inside the castle walls didn't see the moat outside widening.

因为这个失败的YY，游戏业已经变得不值得我们去为它花时间花金钱去投资。玩家在城墙上幸福地战斗的时候，没有注意到护城河已经开始扩张了。

For us, this raised two fundamental challenges that I believe now, or someday soon, will confront almost every consumer-facing technology business. First, how do you satisfy the core while still expanding appeal? And second, how do you leverage your strengths against entirely untapped audiences--to the so-called "blue oceans" in popular marketing speak?

对于我们来说，至少我相信在现在或者说不久的某一天，在和每一个消费层面进行技术交易时，将有两个突出的基本问题。第一，如何满足核心玩家日益增强的游戏诉求？第二，你如何平衡你的力量去迎合新的游戏消费者（在营销行业中把这个叫做蓝海）

The snap answer is obvious--"innovate!" It's a popular prescription, but not a simple one to follow. Harvard professor Clayton Christensen outlines one distinct course of action for innovation: Provide a new product that actually underperforms on an established industry metric for "progress," and substitute an alternative that typically is smaller, less expensive and easier to use.

回答是显而易见的——改革！这是一个流行的办法，但是并不能简单的盲从。哈佛教授Clayton Christensen描述了一个独特的改革办法：在已经确定发展方向的行业中提供一个表现糟糕的产品，但是作为补偿，它能为消费者提供一个更小，更便宜，使用更简单新产品的选择。

Initially, the "core" of any industry will scoff. But if the product is right, enough new users will be attracted to form an alternative definition for progress. Toyota is performing this juggling act right now, touting world-class hybrid technology with the Prius, while simultaneously offering traditional horsepower and towing capacity to new pickup truck buyers.

最初，任何一个行业的核心拥趸都会嘲笑这种自讨苦吃的做法。但是一旦这个产品是正确的，足够多的消费者被吸引进来，那么行业的发展方向的定义将会因为进行一个二选一的抉择。丰田汽车现在就在变这个戏法，鼓吹什么世界级的前置混合动力，其实只是提供传统动力和牵引架的新型敞篷载货小汽车给买主。

But technology companies may not have the luxury of expanding product lines to address both audiences. I would suggest that for them, "smaller/cheaper/easier" is a far more likely road to riches, while "more of the same" eventually proves to be a dead-end street. It doesn't mean innovation stops--just that innovation turns to ideas like simple user interface and interactive experience rather than faster system speeds and feeds. The next generation of R&D should balance what's under the hood with what users want to hold in their hands.

但是技术公司也许不用奢侈地扩大生产线去忙于应付两边的拥护者。我给它们的建议是：“更小/更便宜/更简单”更可能是长远的致富之路，而“更多同质化”已经证明是死胡同。这并不意味着改革的停止——只是改革将转向诸如简单的用户界面和交互式的用户体验等概念，相对更快的系统运算速度和信息输入。研究和开发中的次世代应该去权衡用户想拿在手里的东西意味着什么。

A recent McKinsey study looks at this a different way. It claims there may be a middle ground--one reaching new customers and building new revenue streams without abandoning key products or core competencies. It describes "white spaces," or markets that exist (perhaps unrecognized) between typical product categories. They "fuse consumer benefits" by combining "brands, technological breakthroughs or insights" in new ways. A decidedly non-technical example is the repurposing of traditional breakfast cereal into the "breakfast bar." The result? A new, highly profitable category--"on-the-go nutrition."

近期的McKinsey研究看到它的另一个不同的方向。它宣称可能有一个中间领域——它将衍生出新的消费群，并建立新的收入流，在还没有放弃关键产品或者说核心能力时。它被描述为“白色空间”或者在典型产品之间的已经存在（可能没有得到广泛认可）的市场。他们在一个新的方向通过结合“品牌，技术突破或者见识”，“融合了消费者的利益”。一个明显的非技术性的例子是传统早餐进入“早餐吧”的重新搭配。结果是什么？诞生一个新的，非常有利可图的行业——“准备营养学”。

A couple of years ago, we at Nintendo began to telegraph the nature of our new game console, the Wii, in terms identified by professor Christensen: "smaller, less expensive, easier to use." It is purposely so simple and intuitive that anyone in a household can use it. It also incorporates functions like a photo browser, an Internet browser, and custom news and weather channels, which lead some people to wonder what these elements have to do with video games. In fact, this is a conscious move into "white space"--in this case, that sizable gap between technophiles and technophobes where consumers just want an understandable way to catch up with the times.

两年前，我们在任天堂开始为我们的新游戏主机Wii的推出做准备，探讨中Christensen教授给它定了位：“更小，更便宜，使用起来更简单。”所以把它故意造得如此简单和凭直觉就可以玩，每个家庭成员都能玩它。它也集成了像照片浏览，网络浏览，定制新闻，天气频道等功能，人们将对这些元素加入视频游戏感到惊讶。事实上，这些只是一个有意识的从可以理解的方向的向“白色空间”转移——在这种情况下，技术爱好者和技术恐惧者之间的会有相当大的缺口，而这个缺口将由以一个希望的可以理解的方法去赶上时代的步伐消费者填满。

These days, any forward-thinking company will consider tools like MySpace. But it may be equally vital to search for potential consumers lurking in the "white spaces."

这些天，有先见的公司将考虑使用像MySpace这样的工具。除此之外，它也许会强过对隐藏在“白色空间”的潜在消费者的研究的重要性。

糖醋里脊味道不错

营销天才，敬礼

开始喷其他厂商了................

写的很好,wii也许就是这样成功地:D :D

赚了那么多,早点降价 把:D :D

太长了 懒的看了
反正最近我又重新开始玩wii了..........

引用:

原帖由 三派聚义 于 2007-5-10 19:36 发表
开始喷其他厂商了................

雷吉是一个营销天才，而不是一个喷子。

大金刚满塞

电子游戏就是电子游戏，喜欢简单的话大家都回归原始玩过家家，那时候什么成本也不用了．更加异质了．:D

引用:

原帖由 火彩 于 2007-5-10 19:50 发表


雷吉是一个营销天才，而不是一个喷子。

以前绝对是个喷子。最近喷的少了。估计是盐田老大要求的:D

回答是显而易见的——改革！这是一个流行的办法，但是并不能简单的盲从。哈佛教授Clayton Christensen描述了一个独特的改革办法：在已经确定发展方向的行业中提供一个表现糟糕的产品，但是作为补偿，它能为消费者提供一个更小，更便宜，使用更简单新产品的选择。

好吧，我没怎么看明白，但是结合后面丰田汽车，猜出的结论是……
老任他妈太阴了……
PS3在被当作前置混合动力用……

雷吉最闪亮的优点可不是喷哟～

翻译的不错

终于有人把这文章给翻译了...