奧美培訓(xùn)年版策略行銷工具箱

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(jìng)爭(zhēng)優(yōu)勢(shì)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(huì)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(huì)Opportunity驚奇Surprise亂流Turbulence=+++==亂流(Turbulence)如果你習(xí)慣較低的亂流度，你會(huì)Ifwearepersonallymorecomfortableatlowerlevelsofturbulence如果你習(xí)慣較高的亂流度，你會(huì)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(chǎng)的變革判斷和預(yù)測(cè)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(gòu)買者Buyers供應(yīng)商Suppliers新進(jìn)入市場(chǎng)的威脅Treatofnewentrants購(gòu)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(jìng)爭(zhēng)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(jìng)爭(zhēng)者密集度IntensifyofRivalryO&MRef:TN/SM/STRMKTOL/rcBuyersSuppliersTreatofnewentrantsBargainingpowerofbuyersBargainingpowerofsuppliersThreatofsubstitutesIndustrycompetitorsSubstitutesNewentrantsIntensifyofRivalryEntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliationRivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersEntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustryBargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakers’’incentivesDeterminantsofBuyerPower競(jìng)爭(zhēng)對(duì)手手無法趕趕上的競(jìng)競(jìng)爭(zhēng)優(yōu)勢(shì)勢(shì)這個(gè)工具具幫助我我們思考考目前的的狀況，，明天的的狀況，，和未來來的狀況況。提醒醒我們不不要只去去思考眼眼前的問問題，也也能預(yù)留留未來勝勝利的空空間和方方向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.競(jìng)爭(zhēng)優(yōu)勢(shì)勢(shì)CompetitiveEdge比較性的的優(yōu)點(diǎn)ComparativeAdvantage"比較好”Somethingbetter具競(jìng)爭(zhēng)性性的長(zhǎng)處處CompetitiveAdvantage不同的特特性讓我我們的對(duì)對(duì)手今日日無法趕趕上我們們Somethingdifferentwhichcompetitorscan'tmatchtoday競(jìng)爭(zhēng)性的的優(yōu)勢(shì)CompetitiveEdge競(jìng)爭(zhēng)者無無法追上上我們，，因?yàn)橄M(fèi)者的的認(rèn)知已已被我們們改變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(guó)泰航空不不同階段的的意圖營(yíng)運(yùn)OperationsCulture具競(jìng)爭(zhēng)力CompetitiveCulture顧客導(dǎo)向CustomerCulture本世紀(jì)最棒棒的航空公司Bestofthedecade策略的意圖圖: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)一群人有有很多個(gè)想想法，需要要尋求優(yōu)先先順序時(shí)使使用的工具具StrategicImpactMatrix策略性沖擊擊方陣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

重要度AEIOU團(tuán)隊(duì)合作的的五大元素素A Administration行政管理才才能E Entrepreneur創(chuàng)業(yè)家的精精神I Integration整合的能力力O Output產(chǎn)出的能力力U Understanding了解周圍環(huán)環(huán)境的能力力I團(tuán)隊(duì)合作AEIOU好的團(tuán)隊(duì)必必須具備上上述的人才才及專長(zhǎng)才有可能順順利前行當(dāng)你已經(jīng)擁?yè)碛星宄牡牟呗砸鈭D圖時(shí)必須思考運(yùn)運(yùn)用那一種種人力資源源是最值得得和最有效效的I9、靜靜夜夜四四無無鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Friday,December23,202210、雨雨中中黃黃葉葉樹樹，，燈燈下下白白頭頭人人。。。。21:13:3721:13:3721:1312/23/20229:13:37PM11、以我我獨(dú)沈沈久，，愧君君相見見頻。。。12月月-222112、故人江海別，幾度隔山川。。03:39:1903:39:1903:39Saturday,December31,202213、乍見翻疑夢(mèng)，相悲各問年。。12月-2212月-2203:39:1903:39:19December31,202214、他鄉(xiāng)生白發(fā)，舊國(guó)見青山。。31十二月20223:39:19上午03:39:1912月-2215、比不了得就不比，得不到的就不要。。。十二月223:39上午12月-2203:39December31,202216、行動(dòng)出成果，工作出財(cái)富。。2022/12/313:39:1903:39:1931December202217、做前，能夠環(huán)視四周；做時(shí)，你只能或者最好沿著以腳為起點(diǎn)的射線向前。。3:39:19上午3:39上午03:39:1912月-229、沒有失敗，只有暫時(shí)停止成功！。12月-2212月-22Saturday,December31,202210、很多事情努力了未必有結(jié)果，但是不努力卻什么改變也沒有。。03:39:1903:39:1903:3912/31/20223:39:19AM11、成功就是日復(fù)一日那一點(diǎn)點(diǎn)小小努力的積累。。12月-2203:39:1903:39Dec-2231-Dec-2212、世間成事，不求其絕對(duì)圓滿，留一份不足，可得無限完美。。03:39:1903:39:1903:39Saturday,December31,202213、不知香積寺，數(shù)里入云峰。。12月-2212月-2203:39:1903:39:19December31,202214、意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。31十二月20223:39:19上午03:39:1912月-2215、楚塞三湘接，荊門九派通。。。十二月223:39上午12月-2203:39December31,202216、少年十五二十時(shí)，步行奪得胡馬騎。。2022/12/313:39:1903:39:1931December202217、空山新雨后，