98年版-策略行銷工具箱

1、策略行銷工具箱Strategic Marketing Tool Box(1)Jean LinSeptember 1998Much of the material in this been jointly developed by Colin Benjamin of the Horizons Network and Ian Strachan of Ogilvy & Mather. Copy right is retained byColin Benjamin and Ogilvy & MatherAsia PacificBASIC TOOLKITWHYWHATWHOI亂流改變五大要素九宮格AEI

2、OU競爭優(yōu)勢策略意圖亂流 (Turbulence)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)生亂流。Definition: experiencing something totally unsettling that you cant predict.了解“亂流度能幫助我們推知產(chǎn)業(yè)或消費者,為何產(chǎn)生某種反響,以及如何幫助他們處在比較舒適的亂流 度中。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時機Opportunity驚奇Surprise亂流

3、Turbulence=+=亂流 (Turbulence)如果你習慣較低的亂流度,你會If we are personally more comfortable at lower levels of turbulence如果你習慣較高的亂流度,你會If we are personally more comfortable at higher levels of turbulence改變改變可以幫助我們清楚的思考和分析企業(yè)、組織、或市場的變革判斷和預測改變的結果“Change can help us to understand and analyze changes that occur in o

4、rganisation and in the market.改變的壓力清楚的遠景改變的能力可行的具體下一步改變+持續(xù)力+缺一不可You cant do without each one of them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清楚的遠景Clear SharedVision改變的能力Capacity forChange改變的能力Capacity fo

5、rChange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Actionablefirst Steps可行的具體下一步Actionablefirst Steps持續(xù)力SustainedMomentum持續(xù)力SustainedMomentum持續(xù)力SustainedMomentum改變的能力Capacity forChange可行的具體下一步Actionablefirst Steps持續(xù)力SustainedMomentum清楚的遠景Clear SharedVision不是優(yōu)先處理的事Bottom of the priori

6、ty list隨意發(fā)生的事Random & haphazard efforts焦慮和挫折Anxiety & Frustration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+=+=+=+=+=購置者Buyers供給商Suppliers新進入市場的威脅Treat of new entrants購置者的議價能力Bargaining power of buyers供給商的議價能力Bargaining power of suppliers替代品的威脅Threat of substitute pro

7、ducts or services行業(yè)的競爭者Industry competitors替代品Substitutes潛在的進入者Potential entrants決定行業(yè)獲利的五大要素現(xiàn)存競爭者密集度Intensify of RivalryO & MRef: TN/SM/STRMKTOL/rcBuyersSuppliersTreat of new entrantsBargaining power of buyersBargaining powerof suppliersThreat of substitutesIndustry competitorsSubstitutesNewentrants

8、Intensify of RivalryEntry BarriersEconomics of scaleProprietary product differencesBrand identitySwitching costsCapital requirementsAccess to distributionAbsolute cost advantages - proprietary learning curve - access to necessary inputs - proprietary low-cost production designGovernment policyExpect

9、ed retaliationRivalry DeterminantsIndustry growthFixed (or storage) costs / value addedIntermittent overcapacityProduct differencesBrand identitySwitching costsConcentration and balanceInformational complexityDiversity of competitorsCorporate stakesExit barriersEntry BarriersDifferentiation of input

10、sSwitching costs of suppliers and firms in the industryPresence of substitute inputsSupplier concentrationImportance of volume to supplierCost relative to total purchases in the industryImpact of inputs on cost or differentiationThreat of forward integraion relative to threat of backward integration

11、 by firms in the industryBargain leverageBuyer concentration versus firm concentrationBuyer volumeBuyer switching costs relative to firm switching costsBuyer informationAbility to backward integrateSubstitute productsPull-throughPrice sensitivityPrice/total purchasesProduct differencesBrand identity

12、Impact on quality/ performanceBuyer profitsDecision makers incentivesDeterminants of Buyer Power 競爭對手無法趕上的競爭優(yōu)勢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

13、have a broader view of the whole picture and to march on in a meaningful future direction.競爭優(yōu)勢Competitive Edge比較性的優(yōu)點Comparative Advantage比較好Something better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Competitive Edge競爭者無法追上我們,因為消費者的認知已被我

14、們改變Competitors cant catch up because customers perceptions have been changed策略的意圖想象一個遠景Envisages a desired leadership方案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 “求勝 的本質上Focuses the attention of the organisation of the essence of winning例子 Example國泰航空不同階段的意圖營運OperationsCulture具競爭力

15、CompetitiveCulture顧客導向CustomerCulture本世紀最棒的航空公司Best of thedecade策略的意圖: Cathay Pacific“We doa better job”O(jiān)PERATION“BEST SQUABA”COMPETITIVE“I always preferCathay Pacific” CUSTOMERBEST AIRLINEOF DECADE1993/941994/95/961997/981999 九宮格: Urgency / Impact MatrixTh Strategic Issues Matrix is a simple tool f

16、or a group use to agree priorities between a number of issues or action proposals.Before rating each 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 a

17、lways be called first then the score for urgency second.The facilitator should start with the marker 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

18、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 as well as the majority view. And give the minority a chance to bring it up again as a back wall issue.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Strategic Impact Matrix 策略性沖擊方陣MONITORQUARTERLY每季監(jiān)看結果HALFYEARLYREVIEW半年后再看RECONSIDER以后再說吧PLAN ONEMONTHRESPONSE一個月后做ALLOCATERESPONSIBLE-ITIES分派責任歸屬ANNUALREVIEW半年后再