「釋義」
紅海陷阱指管理者在開拓市場時存在陷入植根于自己心智模式的六大突出主觀臆斷，從而阻礙公司開辟新市場。
W.錢·金和合作者將領(lǐng)導(dǎo)者的心智模式分為6種，分別是：以顧客為中心、利基戰(zhàn)略、技術(shù)創(chuàng)新、創(chuàng)造性破壞、差異化戰(zhàn)略和低成本戰(zhàn)略，并將其統(tǒng)稱為“紅海陷阱”。領(lǐng)導(dǎo)者只有跳出這些紅海陷阱，才能擁抱前所未知、無人爭奪、潛力廣闊的新市場。

「應(yīng)用場景」
我們在研究和討論中遇到了植根于管理者心智模式中的6大突出主觀臆斷，將之定義為紅海陷阱?！凹t?！敝腹鞠萑霘埧崾袌鰻帄Z戰(zhàn)的狹小空間，紅海中的陷阱讓管理者止錨不前，無法駛?cè)胨{(lán)海，無法擁抱前所未知、無人爭奪、潛力廣闊的新市場空間。

In our research and discussions, we’ve encountered six especially salient assumptions built into managers’ mental models. We have come to think of them as red ocean Traps, because they effectively anchor managers in red oceans—crowded market spaces where companies engage in bloody competition for market share—and prevent them from entering blue oceans, previously unknown and uncontested market spaces with ample potential.

紅海陷阱呈現(xiàn)的方式，并非壞戰(zhàn)略或錯戰(zhàn)略，它們都發(fā)揮了重要作用。顧客導(dǎo)向能改善產(chǎn)品和服務(wù)，而技術(shù)創(chuàng)新是市場發(fā)展和經(jīng)濟(jì)增長的關(guān)鍵推動力；類似地，差異化或低成本是有效的競爭戰(zhàn)略。但這些方法卻都不是開辟市場的正確之道。如果用它們來推動投資巨大的市場開辟項(xiàng)目，可能會投資血本無歸，以失敗告終。

The approaches or strategies presented as the red ocean Traps are not wrong or bad. They all serve important purposes. A customer focus, for example, can improve products and services, and technology innovation is a key input for market development and economic growth. Likewise, differentiation or low cost is an effective competitive strategy. What these approaches are not, however, is the path to successful market-creating strategies. And when they drive market-creating efforts that involve big investments, they may result in new businesses that don’t earn back those investments and that ultimately fail.?

《紅海陷阱》
W.錢·金和勒妮·莫博涅
2015年3月刊
“Red Ocean Traps”
by W. Chan Kim and Renee Mauborgne