In 1984, Guy Laliberté co-founded Cirque du Soleil.，现在小编就来说说关于哈佛商业报告?下面内容希望能帮助到你，我们来一起看看吧!
哈佛商业报告
In 1984, Guy Laliberté co-founded Cirque du Soleil.
1984年，盖伊·拉利伯特共同创立了太阳剧团。
Soon, Cirque was bringing in revenues that incumbents, like Ringling Brothers, had taken more than a century to attain, even though the circus business was in long term decline.
很快，Cirque 带来了收入，在职者，如林林兄弟，花了一个多世纪的时间，即使马戏团的业务是长期下降。
How did Cirque thrive in such a dismal environment?
在如此惨淡的环境中，Cirque是如何茁壮成长的？
The answer can be found in the theory that the business universe consists of two kinds of markets, red oceans and blue oceans, a concept pioneered by inset professors, W Chan Kim and Renée Mauborgne.
答案可以从商业世界由两种市场，红色海洋和蓝色海洋，的理论中找到，由内位教授W陈金和勒内·莫博格内开创的概念。
Red oceans represent existing industries and markets where industry boundaries and the rules of competition are well-defined.
红海洋代表行业界限和竞争规则明确界定的现有行业和市场。
Companies strive to outperform rivals and grab a bigger share of existing demand.
公司努力超越竞争对手，在现有需求中抢占更多份额。
As the space gets crowded, fierce competition turns the water bloody.
随着空间的拥挤，激烈的竞争使水变得血腥。
Competitive or market competing strategy it's about how to occupy red oceans.
竞争或市场竞争战略，它是如何占领红海。
By contrast, blue ocean, or market creating strategy, is about how to create and capture unknown markets where demand is created rather than fought over.
相比之下，蓝色海洋，或市场创造战略，是关于如何创造和捕捉未知的市场，在那里创造需求，而不是争夺。
In some cases, this spawns entirely new industries, but most blue oceans emerge when a company alters the boundaries of an existing industry, as when Cirque du Soleil blurred the line between circus and theater.
在某些情况下，这催生了全新的产业，但大多数蓝色海洋出现时，一家公司改变了现有行业的边界，如太阳剧团模糊了马戏团和剧院之间的界限。
Cirque made the acts more artistic and sophisticated,attracting a whole new group of customers, adults who are prepared to pay premium ticket prices that they would for the theater or the opera.
Cirque使表演更加艺术化，更精致，吸引一个全新的客户群体，准备支付高价票价的成年人，他们会为剧院或歌剧。
Cirque also eliminated several elements of the traditional circus, like costly animal acts and star performers.
Cirque 还消除了传统马戏团的几个元素，如昂贵的动物表演和明星表演。
Cirque invented a new and profitable market space without making the typical trade off between value and cost.
Cirque 发明了一个新的、有利可图的市场空间，无需在价值和成本之间做出典型的权衡。
Cirque pursued both differentiation and low cost in what Kim and Mauborgne called value innovation.
Cirque 在 Kim 和 Mauborgne 所称的价值创新中追求差异化和低成本。
The simultaneous pursuit of value and cost is the logic of Blue Ocean strategy.
价值与成本的同步追求是蓝海洋战略的逻辑。
Based on their study of more than 30 industries, companies that can create blue oceans usually reap the benefits for 10 to 15 years because they are hard for rivals to copy.
基于他们对30多个行业的研究，能够创造蓝色海洋的公司通常会在10到15年内获得收益，因为它们很难被竞争对手复制。
To realize blue ocean potential, like Cirque did, companies should chart a strategic course past traditional industry boundaries to create new market space.
要像Cirque那样实现蓝色海洋的潜力，企业应规划超越传统产业界限的战略路线，创造新的市场空间。
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