98年版-策略行銷工具箱.ppt

策略行銷工具箱StrategicMarketingToolBox 1 JeanLinSeptember1998 MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy Mather CopyrightisretainedbyColinBenjaminandOgilvy MatherAsiaPacific BASICTOOLKIT WHY WHAT WHO I 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 notmuchelse 頭重腳輕 見光死Afaststartthatfizzlesanddies 購買者Buyers 供應(yīng)商Suppliers 新進(jìn)入市場(chǎng)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(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IntensifyofRivalry O M Ref TN SM STRMKTOL rc Buyers Suppliers Treatofnewentrants Bargainingpowerofbuyers Bargainingpowerofsuppliers Threatofsubstitutes Industrycompetitors Substitutes Newentrants IntensifyofRivalry EntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages proprietarylearningcurve accesstonecessaryinputs proprietarylow costproductiondesignGovernmentpolicyExpectedretaliation RivalryDeterminantsIndustrygrowthFixed orstorage costs valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers EntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustry BargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull through PricesensitivityPrice totalpurchasesProductdifferencesBrandidentityImpactonquality performanceBuyerprofitsDecisionmakers incentives DeterminantsofBuyerPower 競(jìng)爭(zhēng)對(duì)手無法趕上的競(jìng)爭(zhēng)優(yōu)勢(shì) 這個(gè)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(jìng)爭(zhēng)優(yōu)勢(shì)CompetitiveEdge 比較性的優(yōu)點(diǎn)ComparativeAdvantage 比較好 Somethingbetter 具競(jìng)爭(zhēng)性的長(zhǎng)處CompetitiveAdvantage不同的特性讓我們的對(duì)手今日無法趕上我們Somethingdifferentwhichcompetitorscan tmatchtoday 競(jìng)爭(zhēng)性的優(yōu)勢(shì)CompetitiveEdge競(jìng)爭(zhēng)者無法追上我們 因?yàn)橄M(fèi)者的認(rèn)知已被我們改變Competitorscan tcatchupbecausecustomers perceptionshavebeenchanged 策略的意圖 想象一個(gè)遠(yuǎn)景Envisagesadesiredleadership計(jì)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(guó)泰航空不同階段的意圖 本世紀(jì)最棒的航空公司Bestofthedecade 策略的意圖 CathayPacific BESTAIRLINEOFDECADE 1993 94 1994 95 96 1997 98 1999 九宮格 Urgency ImpactMatrix ThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals Beforeratingeachitem makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings Thegroupareinvitedtocalltheirratingsforbothimpactandurgency Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond Thefacilitatorshouldstartwiththemarkeron5 5position Rememberthatwearelookingforanaverageofallthecalls Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent Listenforthecallsofthemostseniorpersonpresent Listenforthecallsofthequietermembersofthegroup Whentherearenomorebids markthepointandmoveon Whenthegroupispolarisedonanissue marktheminorityviewaswellasthemajorityview Andgivetheminorityachancetobringitupagaina