奧美策略行銷工具箱2

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：當你經(jīng)驗?zāi)撤N完全無法預(yù)知的狀況之時，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機會Opportunity驚奇Surprise亂流Turbulence=+++==亂流(Turbulence)如果你習慣較低的亂流度，你會Ifwearepersonallymorecomfortableatlowerlevelsofturbulence如果你習慣較高的亂流度，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清楚的遠景ClearSharedVision清楚的遠景ClearSharedVision清楚的遠景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新進入市場的威脅Treatofnewentrants購買者的議價能力Bargainingpowerofbuyers供應(yīng)商的議價能力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競爭對對手無無法趕趕上的的競爭爭優(yōu)勢勢這個工工具幫幫助我我們思思考目目前的的狀況況，明明天的的狀況況，和和未來來的狀狀況。。提醒醒我們們不要要只去去思考考眼前前的問問題，，也能能預(yù)留留未來來勝利利的空空間和和方向向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.競爭優(yōu)優(yōu)勢CompetitiveEdge比較性性的優(yōu)優(yōu)點ComparativeAdvantage"比較好好”Somethingbetter具競爭爭性的的長處處CompetitiveAdvantage不同的的特性性讓我我們的的對手手今日日無法法趕上上我們們Somethingdifferentwhichcompetitorscan'tmatchtoday競爭性性的優(yōu)優(yōu)勢CompetitiveEdge競爭者者無法法追上上我們們，因因為消消費者者的認認知已已被我我們改改變Competitorscan’tcatchupbecausecustomers’’perceptionshavebeenchanged策略的的意圖圖想象一一個遠遠景Envisagesadesiredleadership計劃達達成遠遠景的的中間間步驟驟Plansfortheinterimstepstogetthere如此可可將組組織的的注意意力放放在“求勝”的本質(zhì)質(zhì)上Focusestheattentionoftheorganisationoftheessenceofwinning例子Example國泰航航空不不同階階段的的意圖圖營運OperationsCulture具競爭力CompetitiveCulture顧客導(dǎo)向CustomerCulture本世紀紀最棒棒的航空公公司Bestofthedecade策略的的意圖圖:CathayPacific“Wedoabetterjob”O(jiān)PERATION“BESTSQUABA”COMPETITIVE“IalwayspreferCathayPacific”CUSTOMERBESTAIRLINEOFDECADE1993/941994/95/961997/981999九宮格格:Urgency/ImpactMatrixThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals.Beforeratingeachitem,makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings.Thegroupareinvitedtocalltheirratingsforbothimpactandurgency.Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond.Thefacilitatorshouldstartwiththemarkeron5.5position.Rememberthatwearelookingforanaverageofallthecalls.Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent.Listenforthecallsofthemostseniorpersonpresent.Listenforthecallsofthequietermembersofthegroup.Whentherearenomorebids,markthepointandmoveon.Whenthegroupispolarisedonanissue,marktheminorityviewaswellasthemajorityview.Andgivetheminorityachancetobringitupagainasabackwallissue.當一群群人有有很多多個想想法，，需要要尋求求優(yōu)先先順序序時使使用的的工具具StrategicImpactMatrix策略性性沖擊擊方陣陣MONITORQUARTERLY每季監(jiān)看結(jié)果HALFYEARLYREVIEW半年后再看RECONSIDER以后再說吧PLANONEMONTHRESPONSE一個月后做ALLOCATERESPONSIBLE-ITIES分派責任歸屬ANNUALREVIEW半年后再看ACTNOW現(xiàn)在做PLANTHREEMONTHRESPONSE三個月后做MONITORQUARTERLY每季監(jiān)看結(jié)果789456123URGENCY緊急度123456789IMPORTANCE

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