奧美策略行銷(xiāo)工具箱

策略行銷(xiāo)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(mǎi)者Buyers供應(yīng)商Suppliers新進(jìn)入市場(chǎng)的威脅Treatofnewentrants購(gòu)買(mǎi)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)法法趕上的競(jìng)爭(zhēng)爭(zhēng)優(yōu)勢(shì)這個(gè)工具幫助助我們思考目目前的狀況，，明天的狀況況，和未來(lái)的的狀況。提醒醒我們不要只只去思考眼前前的問(wèn)題，也也能預(yù)留未來(lái)來(lái)勝利的空間間和方向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.競(jìng)爭(zhēng)優(yōu)勢(shì)CompetitiveEdge比較性的優(yōu)點(diǎn)點(diǎn)ComparativeAdvantage"比較好”Somethingbetter具競(jìng)爭(zhēng)性的長(zhǎng)長(zhǎng)處CompetitiveAdvantage不同的特性讓讓我們的對(duì)手手今日無(wú)法趕趕上我們Somethingdifferentwhichcompetitorscan'tmatchtoday競(jìng)爭(zhēng)性的優(yōu)勢(shì)勢(shì)CompetitiveEdge競(jìng)爭(zhēng)者無(wú)法追追上我們，因因?yàn)橄M(fèi)者的的認(rèn)知已被我我們改變Competitorscan’’tcatchupbecausecustomers’perceptionshavebeenchanged策略的意圖想象一個(gè)遠(yuǎn)景景Envisagesadesiredleadership計(jì)劃達(dá)成遠(yuǎn)景景的中間步驟驟Plansfortheinterimstepstogetthere如此可將組織織的注意力放放在“求勝”的本質(zhì)上Focusestheattentionoftheorganisationoftheessenceofwinning例子Example國(guó)泰航空不同同階段的意圖圖營(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)一群人有很很多個(gè)想法，，需要尋求優(yōu)優(yōu)先順序時(shí)使使用的工具StrategicImpactMatrix策略性沖擊方方陣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)合作的五五大元素A Administration行政管理才能能E Entrepreneur創(chuàng)業(yè)家的精神神I Integration整合的能力O Output產(chǎn)出的能力U Understanding了解周?chē)h(huán)境境的能力I團(tuán)隊(duì)合作AEIOU好的團(tuán)隊(duì)必須須具備上述的的人才及專(zhuān)長(zhǎng)長(zhǎng)才有可能順利利前行當(dāng)你已經(jīng)擁有有清楚的策略略意圖時(shí)必須思考運(yùn)用用那一種人力力資源是最值值得和最有效效的I謝謝12月月-2221:15:2421:1521:1512月月-2212月月-2221:1521:1521:15:2412月月-2212月月-2221:15:242022/12/2321:15:249、靜靜夜夜四四無(wú)無(wú)鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Friday,December23,202210、雨中黃黃葉樹(shù)，，燈下白白頭人。。。21:15:2421:15:2421:1512/23/20229:15:24PM11、以我獨(dú)沈久久，愧君相見(jiàn)見(jiàn)頻。。12月-2221:15:2421:15Dec-2223-Dec-2212、故人江海海別，幾度度隔山川。。。21:15:2421:15:2421:15Friday,December23,202213、乍乍見(jiàn)見(jiàn)翻翻疑疑夢(mèng)夢(mèng)，，相相悲悲各各問(wèn)問(wèn)年年。。。。12月月-2212月月-2221:15:2421:15:24December23,202214、他鄉(xiāng)生白發(fā)發(fā)，舊國(guó)見(jiàn)青青山。。23十二月月20229:15:24下午21:15:2412月-2215、比不不了得得就不不比，，得不不到的的就不不要。。。。。十二月月229:15下下午午12月月-2221:15December23,202216、行動(dòng)動(dòng)出成成果，，工作作出財(cái)財(cái)富。。。2022/12/2321:15:2421:15:2423December202217、做前，能能夠環(huán)視四四周；做時(shí)時(shí)，你只能能或者最好好沿著以腳腳為起點(diǎn)的的射線向前前。。9:15:24下下午9:15下下午21:15:2412月-229、沒(méi)有失失敗，只只有暫時(shí)時(shí)停止成成功！。。12月-2212月-22Friday,December23,202210、很多事情努努力了未必有有結(jié)果，但是是不努力卻什什么改變也沒(méi)沒(méi)有。。21:15:2421:15:2421:1512/23/20229:15:24PM11、成成功功就就是是日日復(fù)復(fù)一一日日那那一一點(diǎn)點(diǎn)點(diǎn)點(diǎn)小小小小努努力力的的積積累累。。。。12月月-2221:15:2421:15Dec-2223-Dec-2212、世世間間成成事事，，不不求求其其絕絕對(duì)對(duì)圓圓滿滿，，留留一一份份不不足足，，可可得得無(wú)無(wú)限限完完美美。。。。21:15:2421:15:2421:15Friday,December23,202213、不不知知香香積積寺寺，，數(shù)數(shù)里里入入云云峰峰。。。。12月月-2212月月-2221:15:2421:15:24December23,202214、意志志堅(jiān)強(qiáng)強(qiáng)的人人能把把世界界放在在手中中像泥泥塊一一樣任任意揉揉捏。。23十十二二月20229:15:24下下午21:15:2412月月-2215、楚塞塞三湘湘接，，荊門(mén)門(mén)九派派通。。。。。十二月月229:15下下午午12月月-2221:15December23,202216、少年年十五五二十十時(shí)，，步行行奪得得胡馬馬騎。。。2022/12/2321:15:2421:15:2423December202217、空山新新雨后，，天氣晚晚來(lái)秋。。。9:15:24下午午9:15下午午21:15:2412月-229、楊柳散散和風(fēng)，，青山澹澹吾慮。。。12月-2212月-22Friday,December23