蓝蛋比红蛋大

看看《财富》杂志最新一期是怎么肤浅地解读蓝海战略的：

http://www.tgfcer.com/club/thread-5873466-1-2.html

The blue-ocean strategy

Talkabout lost in translation. Turns out there's a name for the line ofattack Iwata has been taking: the blue-ocean strategy. Two years agobusiness professors W. Chan Kim and Renée Mauborgne published a book bythat title. It theorizes that the most innovative companies have onething in common - they separate themselves from a throng of bloodycompetition (in the red ocean) and set out to create new markets (inthe blue ocean).

Starbucks is an example. There's always beencoffee; Howard Schultz gave us the coffee experience. Or Apple, whichgave us the iPod and iTunes - and created a new form of entertainment.

Iwataset his course before the book was published, but now that he's readit, he feels validated. "Even before someone invented the termblue-ocean strategy, we were exercising it," he says. "It is anunwritten company credo, something that runs deep in our DNA."

TheWii's success has done little to convince Microsoft executives they'reon the wrong course. The company is positioning itself for a worldwhere people play multiplayer games, download movies and control theirTVs through one box. "Nintendo has created a unique and innovativeexperience," says Peter Moore, who runs Microsoft's Xbox business. "Ilove the experience, the price point, and Nintendo content." ButMicrosoft, Moore adds, "provides experiences that Nintendo cannotprovide."

Of course Microsoft has little more to lose thanmoney, and there's plenty of that to go around. Sony is another matter.Gaming has been the company's profit center for years. Suddenly, wheneveryone thought the PS3 would solidify Sony's dominance, along camethe Wii. With an unheard-of price and few quality games to choose from,the PS3 has produced disappointing sales; the father of thePlayStation, Ken Kutaragi was recently forced to resign his post aschairman of Sony Computer Entertainment.

But while heacknowledges a slow start, Jack Tretton, the president and CEO of SonyComputer Entertainment America, thinks it's too early to start talkingwinners. "You have to give Nintendo credit for what they'veaccomplished," says Tretton, who's quick to point out that Sony hascome out with some innovative controllers too. "But if you look at theindustry, any industry, it doesn't typically go backwardstechnologically. The controller is innovative, but the Wii is basicallya repurposed GameCube. If you've built your console on an innovativecontroller, you have to ask yourself, Is that long term?"

Iwata knows the Wiimotealone won't sustain Nintendo forever. But Tretton's question nicelyencapsulates two distinct approaches toward innovation. Despite thefact that the PS2, with its seven-year-old innards, is still thetop-selling game console, Sony views the world through the eyes of anengineer, seeing an impressive proprietary technology (Betamax, MemoryStick, Blu-ray) and foisting it on the market.

From that pointof view, less technology is always a step backward. Nintendo takes itscues from the outside world - Miyamoto's garden, for example, which wasthe inspiration for the Nintendo game Pimkin. Or from the behavior ofeveryday people, like the way we leave our TV remotes on the couch. InMiyamoto's eyes technology is just a tool, and less of it is oftenmore. "What I want to do," he says, "is to make it so people canactually feel something unprecedented."
So what's next for thiscompany, so full of surprises? The Wii gives Nintendo a few options. Itcould stick with the current Wii for a few years until today's top-endtechnology falls to Kmart prices. At that point it could introduce aWii 2.0 with technology similar to today's PS3, but on the cheap. Itcould cut $50 off the sticker to compete with the price cuts that areundoubtedly coming from Sony and Microsoft.

But that's red-ocean thinking. Iwata wants to keep innovating, to do for gamingwhat Starbucks has done for coffee or Apple has done for music. "Therelationship with the Mac or PC to iTunes and the iPod," he says, "thatkind of combination may be possible between DS and Wii."

Until Nintendo gets more Wiis on retail shelves, all that is theoretical. Iwata says no single bottleneck has caused the shortage, and that has made the problem harder to solve. Because it was targeting a market that didn't exist, the company had no idea how popular the machine would be. And nobody could have known the Wii would still be selling sowell as summer approaches.

That kind of thing just doesn'thappen in the Christmas-centric world of gaming. "We cannot simply make1.5 times as much or two times as much," he says. "When you're makingone million a month already, getting to 1.5 million or two million isnot very easy."

No, not easy. But necessary. So hurry up, Nintendo. My grandma is waiting.

[ 本帖最后由 RestlessDream 于 2007-6-2 16:10 编辑 ]

引用:

Until Nintendo gets more Wiis on retail shelves, all that is theoretical. Iwata says no single bottleneck has caused the shortage, and that has made the problem harder to solve. Because it was targeting a market that didn't exist, the company had no idea how popular the machine would be. And nobody could have known the Wii would still be selling so well as summer approaches.

简单翻译一下：

在任天堂把更多的Wii堆到零售货架上之前，这一切只是理论罢了。岩田聪说实际上没有出现造成供货不足的瓶颈，这让问题更加难以解决。因为（Wii）瞄准的是一个不存在的市场，公司不知道主机会有多欢迎。随着夏天到来，也没有人知道Wii是否还能继续热卖下去。

p.s. 也有人把 theoretical 翻译成纸上谈兵

这贴我战完了。各位继续吧～

引用:

原帖由 broomzhang 于 2007-6-2 21:42 发表

这里有一个小问题，原文：
Iwata says no single bottleneck has caused the shortage,
翻译为：岩田说不是某一个瓶颈造成了供货短缺
感觉更通顺。
所以说才会让问题更难解决(否则的话，解决了这一个瓶颈 ...

没有误译。任天堂现在的生产的确没有瓶颈，有多少Wii卖多少Wii

所谓“瓶颈”，只有一个。所以不可能是“存在不止一个瓶颈”的意思

引用:

原帖由 NintendoWii 于 2007-6-4 17:39 发表

说真的，回想以前的种种任天堂复苏事件，不由得感慨一下
任天堂真的获得老天的保佑.
GB要败多亏了口袋妖怪的井喷.
NDS初期不利依靠触摸世纪系列的软件井喷
Wii现在是一发售就持续井喷.
唉唉

任的一切都是奇迹的几率高达八成！

引用:

原帖由 NintendoWii 于 2007-6-4 17:57 发表

但是运气也是有一定的成分.
任天堂的实力怎样，我清楚的.:D
期待今年E3，哈哈.

任的一切都是奇迹，运气的成份高达八成

任天堂的实力，NintendoWii 清楚的几率高达八成

今年E3可期待的指数高达八成