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 競爭優(yōu)勢 策略意圖 亂流 Turbulence 定義 當你經(jīng)驗某種完全無法預知的狀況之時 你就會產生 亂流 Definition experiencingsomethingtotallyunsettlingthatyoucan tpredict 了解 亂流度 能幫助我們推知產業(yè)或消費者 為何產生某種反應 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測改變的結果 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 notmuchelse 頭重腳輕 見光死Afaststartthatfizzlesanddies 購買者Buyers 供應商Suppliers 新進入市場的威脅Treatofnewentrants 購買者的議價能力Bargainingpowerofbuyers 供應商的議價能力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 因為消費者的認知已被我們改變Competitorscan tcatchupbecausecustomers perceptionshavebeenchanged 策略的意圖 想象一個遠景Envisagesadesiredleadership計劃達成遠景的中間步驟Plansfortheinterimstepstogetthere如此可將組織的注意力放在 求勝 的本質上Focusestheattentionoftheorganisationoftheessenceofwinning 例子Example 國泰航空不同階段的意圖 本世紀最棒的航空公司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