In fact, Jester himself knows better than anyone else.

How the game "Hearthstone" is successful, he once discussed this matter with many senior players and some game planners on a forum in his previous life.

After a long discussion, there is basically an accurate and clear judgment on this.

Basically, it can be said that the success of "Hearthstone" is a success of a standard blue ocean strategy, and blue ocean strategy is generally not replicable, and to understand what is called blue ocean strategy, we must first know what is called red ocean strategy.

Because between the two are, relative.

The so-called red ocean strategy refers to the competition in the existing market space, which is to compete in the price or in the promotion of 'price reduction', the purpose is to strive for efficiency, but increase the cost of sales or reduce profits, and the blue ocean strategy is the opposite, the blue ocean strategy is to create a market space that no one is competing for, beyond the scope of competition thinking, to create new market demand, to create a new market space, through value innovation to obtain new space.

To put it in more detail, it is easier to say that the so-called blue ocean strategy is like this.

Enterprises can open up industries that do not exist today, and open up an unknown market space. This untapped market space or industry is the "blue ocean", which represents the demand for innovation and the opportunity for high-profit growth. In the blue ocean strategy, the company has no competitors, and the company creates value for customers, so the company can get high returns.

Secondly, the pioneers of the blue ocean do not take competitors as benchmarks, but adopt a completely different set of strategic logic, which is value innovation. Value innovation is the cornerstone of the Blue Ocean strategy. Under the guidance of the blue ocean strategic logic, enterprises do not focus on defeating competitors, but on creating a value leap for buyers and enterprises themselves, and thus create a new market space without competition, and completely get rid of competition.

At last. The value innovation of the blue ocean strategy attaches equal importance to "value" and "innovation", which can be said to be a trap system that coordinates corporate activities according to value innovation.

Although after the success of "Hearthstone", it seems that this is a very successful blue ocean strategy, but at the beginning, I didn't think so, and many people may think why it is called a red ocean strategy.

In fact, in Jester's view, so many of the games he made before were actually using the blue ocean strategy to open up new markets. Discover new users and create new game types to buy to get the largest share of profits, so, in essence, he also belongs to the beneficiary group of the blue ocean strategy.

In fact, it is very simple, red represents blood, it is fighting, that is, making profits in an already mature market. It can only be obtained through extremely bloody battles.

And the blue ocean is different.

Just like a few decades later, the domestic navy said that it was going to the deep blue, what is the deep blue? It's the deep sea, and that's how blue comes from. The so-called blue ocean, that is, the deep sea, represents the mystery of the deep sea. In fact, this set of strategic systems named after colors comes from economics.

In addition to this, there is another term. It's called the Black Sea Strategy.

And what is the Black Sea strategy?

For example, the Red Sea represents bloody and tragic battles, while the Blue Sea represents the mystery and unknown of the infinite blue. The profits in the red ocean are obvious, and the treasures in the blue ocean are incomparably beautiful. But for the vast majority of companies, they simply live in the Black Sea.

And the Black Sea strategy is simply two words, survival.

In the Black Sea, in the Black Sea, there is no direction, no strategy, no sunlight, only meteors passing by, only glimpses of floating light, true and false, it is difficult to distinguish between friend and foe. The rules of the game on the Black Sea are that there are no rules. In such a world, we can only absorb strength in silence and hope for a turn in inaction.

Many people are in such a stage in the early stage of entrepreneurship, and it can be said that it is rare to survive from this stage.

Jester was lucky, and it could almost be said that in the first place, he didn't have to endure this test of survival.

And after surviving, they entered the battlefield of the brave: the Red Sea.

The Red Sea is bloody, and the rules of the game in the Red Sea are that the law of the jungle is the strong, and the emphasis is on sealing the throat with a sword. If in the Black Sea you don't even have a chance to shine your sword, in the Red Sea you not only have to show your sword, but you also have to create the sharpest sword. Having too many swords may not be a good thing, even if you are covered in throwing knives, if you don't have the sharpest one, you will still be eliminated by stronger opponents.

In the Red Sea, one of the most important strategies is specialization, that is, your throwing knife, or sword, must be extremely sharp and indestructible.

People who come from the Black Sea are prone to make a mistake: the pursuit of bigness and perfection. Because in the Black Sea, every danger is possible, and a defense is not superfluous, just like a small company, it may dare to do any business, because the company wants to live; It's like a job seeker, who wants to get any certificate because he doesn't know which certificate is the most useful.

In the Red Sea, such a line of thinking can drive you into a difficult situation. The right way to do this is to seek a breakthrough in the professional field. The company should establish the advantages of the main business, and the individual should give full play to his skills. The organization is a programmed machine, stability first, innovation second, in each position, all require the strongest people to competent. For individuals, it is better to concentrate on building the most powerful knife when it is full of knives.

Because in the Red Sea, survival is no longer the only goal, but the more important goal: to defeat the opponent.

It doesn't matter if your body bones don't grow, but you must not let your opponent grow up, just like a small fish, not big, but your teeth must be sharp. In the Red Sea, every day is full of battles, and every day that survives is one step closer to success. In the Red Sea, even sleeping is unstable, because your enemies will attack you when you are at your weakest.

You can choose to be friendly, but your opponent won't. We know that there is a "broken window theory" - that in a well-ordered environment, if a few people break the order and gain benefits, others must not be able to sit still. The power of the example of this rebellious who benefits is endless.

Therefore, the society restricts the rules of the Red Sea, and it is necessary to legislate harshly and severely punish violators. If there were no such rules, this society would not be the Red Sea, but the Black Sea.

In fact, in the first 20 years of China's reform, basically the entire domestic market grew in this extremely disorderly situation, which can be called weeds everywhere and full of loopholes.

Therefore, the strongest people in the Red Sea are the people who know how to use the rules, and even make them. When a company grows bigger, if you want to find a way to become an industry leader, you have to set industry standards. When you reach a certain level, the whole society will take you as a model. "Wealth is as flat as water, and people are as straight as balance", and the power of social standards is infinite.

This is what Jester was doing before, he has experienced the fight in the Red Sea, and when he reached the highest throne, he naturally set the rules, so that those who want to continue to fight will do things according to his rules, and those who don't want to follow the rules, then I'm sorry, I can only deprive you of the right to live.

Therefore, although the Red Sea fights and kills, it is by no means killing people when they see them. From the absence of rules to the existence of rules, there is a huge progress from the Black Sea to the Red Sea.

The so-called blue ocean strategy is to break through the cruel competition of the red ocean, not to focus on defeating competitors, but mainly to create a value leap for the buyer and the enterprise itself, and thus create a new "no competition" market space, completely get rid of competition, and create a blue ocean of its own.

The competition-based Red Sea strategy, on the other hand, assumes that the structural conditions of industries are given and constant, and that firms are forced to compete with each other. This hypothesis is based on what academics call the structuralistview or environmentaldeterminism.

In contrast, value innovation is based on the view that market boundaries and industrial structures are not given and immutable, but can be reconstructed by the actions and beliefs of individual firms. We call this view thereConstructionistView.

The blue ocean means uncultivated market space, demand and opportunities for rapid profit growth. In the blue ocean, competition does not exist because the rules of the game have not yet been established.

Value innovation is the foundation of the blue ocean strategy, and value innovation strives to make a leap in the value of customers and enterprises, thereby opening up a new, non-competitive market space.

Blue ocean strategists believe that the boundaries of the market do not exist, so the way of thinking will not be limited by the existing market structure. They believe that there must be untapped needs in the market, and the question is how to discover them. Therefore, the focus should be shifted from supply to demand, from competition to the discovery of new demand for value creation.

Competitive and strategic thinking has led companies in the Red Sea to divide industries into attractive and unattractive categories, and then decide whether to enter the industry or not. In the view of blue ocean explorers, the market is essentially not attractive or unattractive, because these can be changed through the efforts and reengineering of the enterprise itself.

It's like a game like Hearthstone.

At the beginning, he was considered by many people that this game was unattractive, but in fact, in the eyes of those who implemented the blue ocean strategy, the market for this online battle card game was blank, and they would have no competitors if they entered this market. (To be continued......)