98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競爭優(yōu)勢策略意圖亂流(Turbulence)定義：當(dāng)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(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(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(yù)留未來勝利的空間和方向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.競爭優(yōu)勢

CompetitiveEdge比較性的優(yōu)點ComparativeAdvantage"比較好”Somethingbetter具競爭性的長處CompetitiveAdvantage不同的特性讓我們的對手今日無法趕上我們Somethingdifferentwhichcompetitorscan'tmatchtoday競爭性的優(yōu)勢CompetitiveEdge競爭者無法追上我們，因為消費者的認(rèn)知已被我們改變Competitorscan’tcatchupbecausecustomers’perceptionshavebeenchanged

策略的意圖想象一個遠(yuǎn)景 Envisagesadesiredleadership計劃達(dá)成遠(yuǎn)景的中間步驟 Plansfortheinterimstepstogetthere如此可將組織的注意力放在“求勝”的本質(zhì)上 Focusestheattentionoftheorganisationoftheessenceofwinning例子Example國泰航空不同階段的意圖營運(yùn)OperationsCulture具競爭力CompetitiveCulture顧客導(dǎo)向CustomerCulture本世紀(jì)最棒的航空公司Bestofthedecade策略的意圖: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)一群人有很多個想法，需要尋求優(yōu)先順序時使用的工具StrategicImpactMatrix

策略性沖擊方陣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三個月后做MONITORQUARTERLY每季監(jiān)看結(jié)果789456123URGENCY緊急度123456789IMPORTANCE

重要度 AEIOU團(tuán)隊合作的五大元素A Administration 行政管理才能E Entrepreneur 創(chuàng)業(yè)家的精神

I Integration 整合的能力O Output 產(chǎn)出的能力U Understanding 了解周圍環(huán)境的能力I

團(tuán)隊合作AEIOU好的團(tuán)隊必須具備上述的人才及專長才有可能順利前行當(dāng)你已經(jīng)擁有清楚的策略意圖時必須思考運(yùn)用那一種人力資源是最值得和最有效的I9、春去春又回，新桃換舊符。在那桃花盛開的地方，在這醉人芬芳的季節(jié)，愿你生活像春天一樣陽光，心情像桃花一樣美麗，日子像桃子一樣甜蜜。2月-252月-25Thursday,February27,202510、人的志向通常和他們的能力成正比例。17:01:3417:01:3417:012/27/20255:01:34PM11、夫