奧美策略行銷工具箱3

策略行銷工具箱

StrategicMarketingToolBox(1)JeanLinSeptember1998MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy&Mather.CopyrightisretainedbyColinBenjaminandOgilvy&MatherAsiaPacificBASICTOOLKITWHYWHATWHOI亂流改變五大要素九宮格AEIOU競爭優(yōu)勢策略意圖亂流(Turbulence)定義：當(dāng)你經(jīng)驗(yàn)?zāi)撤N完全無法預(yù)知的狀況之時(shí)，你就會產(chǎn)生"亂流"。Definition:experiencingsomethingtotallyunsettlingthatyoucan’tpredict.了解“亂流度”能幫助我們推知產(chǎn)業(yè)或消費(fèi)者，為何產(chǎn)生某種反應(yīng)，以及如何幫助他們處在比較"舒適"的亂流度中。亂流的來源(SourceofTurbulence)模棱兩可Ambiguity復(fù)雜Complexity似是而非Paradox不連續(xù)性Discontinuity不確定Uncertainty機(jī)會Opportunity驚奇Surprise亂流Turbulence=+++==亂流(Turbulence)如果你習(xí)慣較低的亂流度，你會Ifwearepersonallymorecomfortableatlowerlevelsofturbulence如果你習(xí)慣較高的亂流度，你會Ifwearepersonallymorecomfortableathigherlevelsofturbulence

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(yù)測改變的結(jié)果“Change”canhelpustounderstandandanalyzechangesthatoccurinorganisationandinthemarket.改變的壓力清楚的遠(yuǎn)景改變的能力可行的具體下一步改變+++持續(xù)力+缺一不可

Youcan’tdowithouteachoneofthem改變的壓力PressureforChange改變的壓力PressureforChange改變的壓力PressureforChange改變的壓力PressureforChange清楚的遠(yuǎn)景ClearSharedVision清楚的遠(yuǎn)景ClearSharedVision清楚的遠(yuǎn)景ClearSharedVision改變的能力CapacityforChange改變的能力CapacityforChange改變的能力CapacityforChange可行的具體下一步ActionablefirstSteps可行的具體下一步ActionablefirstSteps可行的具體下一步ActionablefirstSteps持續(xù)力SustainedMomentum持續(xù)力SustainedMomentum持續(xù)力SustainedMomentum改變的能力CapacityforChange可行的具體下一步ActionablefirstSteps持續(xù)力SustainedMomentum清楚的遠(yuǎn)景ClearSharedVision不是優(yōu)先處理的事Bottomoftheprioritylist隨意發(fā)生的事Random&haphazardefforts焦慮和挫折Anxiety&Frustration只有熱情別無他物Hotair¬muchelse頭重腳輕,見光死Afaststartthatfizzlesanddies++++=++++=++++=++++=++++=購買者Buyers供應(yīng)商Suppliers新進(jìn)入市場的威脅Treatofnewentrants購買者的議價(jià)能力Bargainingpowerofbuyers供應(yīng)商的議價(jià)能力Bargainingpowerofsuppliers替代品的威脅Threatofsubstituteproductsorservices行業(yè)的競爭者Industrycompetitors替代品Substitutes潛在的進(jìn)入者Potentialentrants

決定行業(yè)獲利的五大要素

現(xiàn)存競爭者密集度IntensifyofRivalryO&MRef:TN/SM/STRMKTOL/rcBuyersSuppliersTreatofnewentrantsBargainingpowerofbuyersBargainingpowerofsuppliersThreatofsubstitutesIndustrycompetitorsSubstitutesNewentrantsIntensifyofRivalryEntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliationRivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersEntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustryBargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakers’’incentivesDeterminantsofBuyerPower競爭爭對對手手無無法法趕趕上上的的競競爭爭優(yōu)優(yōu)勢勢這個(gè)個(gè)工工具具幫幫助助我我們們思思考考目目前前的的狀狀況況，，明明天天的的狀狀況況，，和和未未來來的的狀狀況況。。提提醒醒我我們們不不要要只只去去思思考考眼眼前前的的問問題題，，也也能能預(yù)預(yù)留留未未來來勝勝利利的的空空間間和和方方向向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.競爭爭優(yōu)優(yōu)勢勢CompetitiveEdge比較較性性的的優(yōu)優(yōu)點(diǎn)點(diǎn)ComparativeAdvantage"比較較好好”Somethingbetter具競競爭爭性性的的長長處處CompetitiveAdvantage不同同的的特特性性讓讓我我們們的的對對手手今今日日無無法法趕趕上上我我們們Somethingdifferentwhichcompetitorscan'tmatchtoday競爭爭性性的的優(yōu)優(yōu)勢勢CompetitiveEdge競爭爭者者無無法法追追上上我我們們，，因因?yàn)闉橄M(fèi)費(fèi)者者的的認(rèn)認(rèn)知知已已被被我我們們改改變變Competitorscan’’tcatchupbecausecustomers’perceptionshavebeenchanged策略的意意圖想象一個(gè)個(gè)遠(yuǎn)景Envisagesadesiredleadership計(jì)劃達(dá)成成遠(yuǎn)景的的中間步步驟Plansfortheinterimstepstogetthere如此可將將組織的的注意力力放在“求勝”的本質(zhì)上上Focusestheattentionoftheorganisationoftheessenceofwinning例子Example國泰航空空不同階階段的意意圖營運(yùn)OperationsCulture具競爭力CompetitiveCulture顧客導(dǎo)向CustomerCulture本世紀(jì)最最棒的航空公司司Bestofthedecade策略的意意圖:CathayPacific“Wedoabetterjob”O(jiān)PERATION“BESTSQUABA”COMPETITIVE“IalwayspreferCathayPacific”CUSTOMERBESTAIRLINEOFDECADE1993/941994/95/961997/981999九宮格:Urgency/ImpactMatrixThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals.Beforeratingeachitem,makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings.Thegroupareinvitedtocalltheirratingsforbothimpactandurgency.Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond.Thefacilitatorshouldstartwiththemarkeron5.5position.Rememberthatwearelookingforanaverageofallthecalls.Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent.Listenforthecallsofthemostseniorpersonpresent.Listenforthecallsofthequietermembersofthegroup.Whentherearenomorebids,markthepointandmoveon.Whenthegroupispolarisedonanissue,marktheminorityviewaswellasthemajorityview.Andgivetheminorityachancetobringitupagainasabackwallissue.當(dāng)一群人人有很多多個(gè)想法法，需要要尋求優(yōu)優(yōu)先順序序時(shí)使用用的工具具StrategicImpactMatrix策略性沖沖擊方陣陣MONITORQUARTERLY每季監(jiān)看結(jié)果HALFYEARLYREVIEW半年后再看RECONSIDER以后再說吧PLANONEMONTHRESPONSE一個(gè)月后做ALLOCATERESPONSIBLE-ITIES分派責(zé)任歸屬ANNUALREVIEW半年后再看ACTNOW現(xiàn)在做PLANTHREEMONTHRESPONSE三個(gè)月后做MONITORQUARTERLY每季監(jiān)看結(jié)果789456123URGENCY緊急度123456789IMPORTANCE

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