奧美-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(wú)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(lái)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(wú)他物Hotair¬muchelse頭重腳輕,見(jiàn)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)手無(wú)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(lái)的狀況。提醒我們不要只去思考眼前的問(wèn)題，也能預(yù)留未來(lái)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(wú)法趕上我們Somethingdifferentwhichcompetitorscan'tmatchtoday競(jìng)爭(zhēng)性的優(yōu)勢(shì)CompetitiveEdge競(jìng)爭(zhēng)者無(wú)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營(yíng)運(yùn)OperationsCulture具競(jìng)爭(zhēng)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(gè)想法，需要尋求優(yōu)先順序時(shí)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(shuō)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(duì)合作AEIOU好的團(tuán)隊(duì)必須具備上述的人才及專長(zhǎng)才有可能順利前行當(dāng)你已經(jīng)擁有清楚的策略意圖時(shí)必須思考運(yùn)用那一種人力資源是最值得和最有效的I市場(chǎng)營(yíng)銷基礎(chǔ)材料單擊此處添加副標(biāo)題內(nèi)容講座筆記2020/01/01藝術(shù)藝術(shù)80%20%50%營(yíng)銷的科學(xué)觀與藝術(shù)觀科學(xué)科學(xué)發(fā)達(dá)國(guó)家現(xiàn)狀0180%中國(guó)現(xiàn)狀02科學(xué)中國(guó)未來(lái)0320%單擊此處輸入你的正文，文字是您思想的提煉04藝術(shù)單擊此處輸入你的正文，文字是您思想的提煉0550%單擊此處輸入你的正文，文字是您思想的提煉06從共性需求到個(gè)性需求的演變消費(fèi)者需求的滿足過(guò)程添加標(biāo)題單擊此處輸入你的正文，文字是您思想的提煉，請(qǐng)盡量言簡(jiǎn)意賅的闡述觀點(diǎn)；01添加標(biāo)題單擊此處輸入你的正文，文字是您思想的提煉，請(qǐng)盡量言簡(jiǎn)意賅的闡述觀點(diǎn)；02目標(biāo)市場(chǎng)的細(xì)分工業(yè)品行業(yè)/領(lǐng)域、用途/目的、使用者/操作者、地區(qū)/領(lǐng)域消費(fèi)品年齡/性別、收入/價(jià)格、職業(yè)/學(xué)歷、地域/城市市場(chǎng)形勢(shì)與競(jìng)爭(zhēng)狀況橫向透明度（消費(fèi)者的判別能力）縱向透明度（生產(chǎn)者的判別能力）無(wú)序過(guò)度競(jìng)爭(zhēng)適度和平競(jìng)爭(zhēng)適度壟斷競(jìng)爭(zhēng)小公司大公司競(jìng)爭(zhēng)狀況的演變廠家數(shù)目廠家實(shí)力強(qiáng)弱少多初級(jí)競(jìng)爭(zhēng)壟斷競(jìng)爭(zhēng)完全競(jìng)爭(zhēng)無(wú)序競(jìng)爭(zhēng)1234BAC商場(chǎng)上的生物鏈供應(yīng)商生產(chǎn)商分銷商最終用戶供應(yīng)商的供應(yīng)商供應(yīng)商的上游產(chǎn)品上游企業(yè)上游產(chǎn)品基礎(chǔ)設(shè)施配套產(chǎn)品下游產(chǎn)品通訊廣播電視交通消耗品飲料服務(wù)下游企業(yè)代理商專賣店競(jìng)爭(zhēng)優(yōu)勢(shì)的維持和演變可變因素不可變因素優(yōu)勢(shì)劣勢(shì)競(jìng)爭(zhēng)的戰(zhàn)術(shù)進(jìn)攻戰(zhàn)老二、老三找出對(duì)手長(zhǎng)處和弱點(diǎn)集中優(yōu)勢(shì)兵力各個(gè)擊破防守戰(zhàn)自己打自己（新舊更替）睜著眼睛睡覺(jué)迂回進(jìn)攻動(dòng)作要快游擊戰(zhàn)找到看不上的市場(chǎng)空間夾著尾巴做人市場(chǎng)營(yíng)銷的經(jīng)典理論創(chuàng)造價(jià)值（產(chǎn)品Product）交付價(jià)值（渠道Place）體現(xiàn)價(jià)值（定價(jià)Price）宣傳價(jià)值（宣傳Promotion）用戶分析-消費(fèi)者的現(xiàn)狀與細(xì)分自我實(shí)現(xiàn)最終需要社會(huì)需要安全需要生理需要“整個(gè)產(chǎn)品”的啟示就餐環(huán)境兒童玩具生日會(huì)洗手間飲料（4-6度）中國(guó)特色兒童樂(lè)園周末兒童歌舞用戶感受的產(chǎn)品整個(gè)產(chǎn)品整體體驗(yàn)整體價(jià)值市場(chǎng)陷阱與主流產(chǎn)品市場(chǎng)陷阱發(fā)燒型先鋒型實(shí)用型懷疑型保守型市場(chǎng)陷阱實(shí)用型消費(fèi)者不