奧美策略行銷工具箱

1、Ref: TN/SM/STRMKTOL/rc策略行銷工具箱策略行銷工具箱Strategic Marketing Tool Box(1)Much of the material in thisfile has been jointly developedby Colin Benjamin of theHorizons Network and Ian Strachan of Ogilvy & Mather.Copy right is retained byColin Benjamin and Ogilvy & MatherAsia PacificJean LinSeptember

2、1998O & M1Ref: TN/SM/STRMKTOL/rcBASIC TOOLKITWHY亂流改變WHATWHO五大要素競爭優(yōu)勢策略意圖I九宮格AEIOUO & M2Ref: TN/SM/STRMKTOL/rc亂流亂流 (Turbulence)定義：當你經(jīng)驗某種完全無法預知的狀況之時，定義：當你經(jīng)驗某種完全無法預知的狀況之時，你就會產(chǎn)生你就會產(chǎn)生 亂流亂流 。Definition: experiencing something totally unsettling that you cant predict.了解了解“亂流度亂流度”能幫助我們推知產(chǎn)業(yè)或消費者，能幫助我們推

3、知產(chǎn)業(yè)或消費者，為何產(chǎn)生某種反應，以及如何幫助他們處在比較為何產(chǎn)生某種反應，以及如何幫助他們處在比較舒適舒適 的亂流的亂流 度中。度中。O & M3Ref: TN/SM/STRMKTOL/rc亂流的來源亂流的來源 (Source of Turbulence)模棱兩可Ambiguity+復雜Complexity+似是而非Paradox+不連續(xù)性Discontinuity=不確定Uncertainty機會Opportunity驚奇Surprise亂流TurbulenceO & M4Ref: TN/SM/STRMKTOL/rc亂流亂流(Turbulence)亂流度12Turbulen

4、ce Level世界重覆的擴展的WorldRepetitiveExpanding事件Event未來的可見性Visibility ofFuture熟悉的Familiar清晰CrystalClear3改變的Changing45不連續(xù)的充滿驚奇的DiscontinuousFull of Surprises只能做後諸葛事無法預測的亮 P redictableUnpredictableafter the event霧里看花Obscure攀巖A Rock Climb創(chuàng)業(yè)Entrepreneurial一團迷霧Puzzling星際大戰(zhàn)的光束旅行 “B eamMe Up Scotty”創(chuàng)造Creative可預測

5、的不連續(xù)的PredictableDiscontinuous清楚Clear緩坡A GentleClimb反應Reactive朦朧Fuzzy不平的階梯An UnevenStaircase可預期Anticipatory康莊大道邁向未來的途徑An OpenPath to FutureRoad環(huán)境Environment穩(wěn)定StableO & M5Ref: TN/SM/STRMKTOL/rc如果你習慣較低的亂流度，你會If we are personally more comfortable at lower levels of turbulence亂亂流度Turbulence Level你的感受

6、HowWe Typically Feel12345滿足Content舒適有成就感ComfortableAchieving焦慮Anxious歇斯底里Hysterical你的做法枕無憂What高We Typically DoSleep a lot工作Work想要取回控制努力工作Try To GetWork HardControl驚慌PanicO & M6Ref: TN/SM/STRMKTOL/rc如果你習慣較高的亂流度，你會If we are personally more comfortable at higher levels of turbulence亂流度Turbulence Le

7、vel123有期待A sense ofAnticipation45挫折你的感受HowCross &We Typically FeelFrustrated計畫革命你的做法WhatPlotWe Typically DoRevolution無趣Bored激動Excited挑戰(zhàn)Challenged埋怨Complain計畫Plan突圍Breakout突破BreakfreeO & M7Ref: TN/SM/STRMKTOL/rc改變改變改變的壓力+清楚的遠景+改變的能力+可行的具體下一步+持續(xù)力改變改變改變 可以幫助我們清楚的思考和分析可以幫助我們清楚的思考和分析企業(yè)、組織、或市場的變革企

8、業(yè)、組織、或市場的變革判斷和預測改變的結果判斷和預測改變的結果“Change” can help us to understand and analyze changes that occur in organisation and in the O & Mmarket.8缺一不可缺一不可You cant do without each one of them持續(xù)力+清楚的遠景Clear SharedVision+改變的能力Capacity forChange改變的能力Capacity forChange+可行的具體下一步Actionablefirst Steps可行的具體下一步Act

9、ionablefirst Steps可行的具體下一步Actionablefirst Steps+SustainedMomentum持續(xù)力SustainedMomentum持續(xù)力SustainedMomentum持續(xù)力SustainedMomentum=不是優(yōu)先處理的事Bottom of the priority list改變的壓力Pressure forChange改變的壓力Pressure forChange改變的壓力Pressure forChange改變的壓力Pressure forChange+清楚的遠景Clear SharedVision清楚的遠景Clear SharedVision

10、清楚的遠景Clear SharedVision+=隨意發(fā)生的事Random & haphazard efforts=焦慮和挫折Anxiety & Frustration改變的能力Capacity forChange改變的能力Capacity forChange+可行的具體下一步Actionablefirst Steps=只有熱情別無他物Hot air & not much else頭重腳輕, 見光死A fast start that fizzles and dies+Ref: TN/SM/STRMKTOL/rc決定行業(yè)獲利的五大要素決定行業(yè)獲利的五大要素潛在的進入者Po

11、tential entrants供應商的議價能力Bargaining power of suppliers供應商Suppliers新進入市場的威脅Treat of new entrants行業(yè)的競爭者Industry competitors現(xiàn)存競爭者密集度Intensify of Rivalry購買者的議價能力Bargaining power of buyers購買者Buyers替代品的威脅Threat of substitute products or services替代品SubstitutesO & MEntry BarriersEconomics of scaleProprie

12、tary product differencesBrand identitySwitching costsCapital requirementsAccess to distributionAbsolute cost advantages- proprietary learning curve- access to necessary inputs- proprietary low-cost production designGovernment policyExpected retaliationRivalry DeterminantsIndustry growthFixed (or sto

13、rage) costs / value addedIntermittent overcapacityProduct differencesBrand identitySwitching costsConcentration and balanceInformational complexityDiversity of competitorsCorporate stakesExit barriersBargaining powerof suppliersIndustry competitorsIntensify of RivalryNewentrantsTreat of new entrants

14、Bargaining powerof buyersBuyersDeterminants of Buyer PowerSuppliersEntry BarriersThreat of substitutesDifferentiation of inputsSwitching costs of suppliers and firms in Substitutesthe industryPresence of substitute inputsSupplier concentrationImportance of volume to supplierCost relative to total pu

15、rchases in the industryImpact of inputs on cost or differentiationThreat of forward integraion relative to threatof backward integration by firms in the industryBargain leverageBuyer concentration versusfirm concentrationBuyer volumeBuyer switching costs relativeto firm switching costsBuyer informat

16、ionAbility to backward integrateSubstitute productsPull-throughPrice sensitivityPrice/total purchasesProduct differencesBrand identityImpact on quality/performanceBuyer profitsDecision makersincentivesRef: TN/SM/STRMKTOL/rc競爭對手無法趕上的競爭競爭對手無法趕上的競爭優(yōu)勢優(yōu)勢這個工具幫助我們思考目前的狀況，明天的狀況這個工具幫助我們思考目前的狀況，明天的狀況，和未來的狀況。提

17、醒我們不要只去思考眼前的，和未來的狀況。提醒我們不要只去思考眼前的問題，也能預留未來勝利的空間和方向問題，也能預留未來勝利的空間和方向This tool helps us to evaluate where we are today, where will we be tomorrow, and where we will be in the future. It enables us to have a broader view of the whole picture and to march on in a meaningful future direction.O & M12R

18、ef: TN/SM/STRMKTOL/rc競爭優(yōu)勢競爭優(yōu)勢Competitive Edge具競爭性的長處具競爭性的長處Competitive Advantage不同的特性讓我們的對手今日無法趕上我們Something different which competitors cant match today競爭性的優(yōu)勢競爭性的優(yōu)勢Competitive Edge競爭者無法追上我們，因為消費者的認知已被我們改變Competitors cant catch up because customers perceptions have been changed比較性的優(yōu)點比較性的優(yōu)點Comparativ

19、e Advantage比較好”Something betterO & M13Ref: TN/SM/STRMKTOL/rc策略的意圖策略的意圖想象一個遠景想象一個遠景Envisages a desired leadership計劃達成遠景的中間步驟計劃達成遠景的中間步驟Plans for the interim steps to get there如此可將組織的注意力放在如此可將組織的注意力放在 “求勝求勝” 的本質的本質上上Focuses the attention of the organisation of the O & M14Ref: TN/SM/STRMKTOL/rc

20、例子例子 Example國泰航空不同階段的意圖國泰航空不同階段的意圖本世紀最棒的本世紀最棒的航空公司航空公司Best of thedecade營運營運OperationsCulture具競爭力具競爭力CompetitiveCulture顧客導向顧客導向CustomerCultureO & M15Ref: TN/SM/STRMKTOL/rc策略的意圖策略的意圖: Cathay PacificBEST AIRLINEOF DECADE1999“I always preferCathay Pacific”CUSTOMER“BEST SQUABA”1997/98COMPETITIVE“We d

21、oa better job”O(jiān)PERATION1993/941994/95/96O & M16Ref: TN/SM/STRMKTOL/rc九宮格九宮格: Urgency / Impact Matrix當一群人有很多個想法，需要尋求優(yōu)先順序時使用的工具當一群人有很多個想法，需要尋求優(yōu)先順序時使用的工具Th Strategic Issues Matrix is a simple tool for a group use to agree priorities between a number of issues or action proposals.Before rating each

22、item, make sure the owner of the item clarifies it to the group so there are no misunderstandings.The group are invited to call their ratings for both impact and urgency.The score for impact should always be called first then the score for urgency second.The facilitator should start with the marker

23、on 5.5 position. Remember that we are looking for an average of all the calls. Resist the temptation to be overly influenced by the last call or by the call of the most senior person present. Listen for the calls of the most senior person present. Listen for the calls of the quieter members of the group. When there are no more bids, mark the point and move on.When the group is polarised on an issue, mark the minority view a