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競爭優(yōu)勢策略意圖亂流(Turbulence)定義：當你經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¬muchelse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營運OperationsCulture具競爭力CompetitiveCulture顧客導向CustomerCulture本世紀最棒的航空公司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)看結果HALFYEARLYREVIEW半年后再看RECONSIDER以后再說吧PLANONEMONTHRESPONSE一個月后做ALLOCATERESPONSIBLE-ITIES分派責任歸屬ANNUALREVIEW半年后再看ACTNOW現在做PLANTHREEMONTHRESPONSE三個月后做MONITORQUARTERLY每季監(jiān)看結果789456123URGENCY緊急度123456789IMPORTANCE

重要度 AEIOU團隊合作的五大元素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 產出的能力U Understanding 了解周圍環(huán)境的能力I

團隊合作AEIOU好的團隊必須具備上述的人才及專長才有可能順利前行當你已經擁有清楚的策略意圖時必須思考運用那一種人力資源是最值得和最有效的I市場營銷基礎材料單擊此處添加副標題內容講座筆記2020/01/01藝術藝術80%20%50%營銷的科學觀與藝術觀科學科學發(fā)達國家現狀0180%中國現狀02科學中國未來0320%單擊此處輸入你的正文，文字是您思想的提煉04藝術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從共性需求到個性需求的演變消費者需求的滿足過程添加標題單擊此處輸入你的正文，文字是您思想的提煉，請盡量言簡意賅的闡述觀點；01添加標題單擊此處輸入你的正文，文字是您思想的提煉，請盡量言簡意賅的闡述觀點；02目標市場的細分工業(yè)品行業(yè)/領域、用途/目的、使用者/操作者、地區(qū)/領域消費品年齡/性別、收入/價格、職業(yè)/學歷、地域/城市市場形勢與競爭狀況橫向透明度（消費者的判別能力）縱向透明度（生產者的判別能力）無序過度競爭適度和平競爭適度壟斷競爭小公司大公司競爭狀況的演變廠家數目廠家實力強弱少多初級競爭壟斷競爭完全競爭無序競爭1234BAC商場上的生物鏈供應商生產商分銷商最終用戶供應商的供應商供應商的上游產品上游企業(yè)上游產品基礎設施配套產品下游產品通訊廣播電視交通消耗品飲料服務下游企業(yè)代理商專賣店競爭優(yōu)勢的維持和演變可變因素不可變因素優(yōu)勢劣勢競爭的戰(zhàn)術進攻戰(zhàn)老二、老三找出對手長處和弱點集中優(yōu)勢兵力各個擊破防守戰(zhàn)自己打自己（新舊更替）睜著眼睛睡覺迂回進攻動作要快游擊戰(zhàn)找到看不上的市場空間夾著尾巴做人市場營銷的經典理論創(chuàng)造價值（產品Product）交付價值（渠道Place）體現價值（定價Price）宣傳價值（宣傳Promotion）用戶分析-消費者的現狀與細分自我實現最終需要社會需要安全需要生理需要“整個產品”的啟示就餐環(huán)境兒童玩具生日會洗手間飲料（4-6度）中國特色兒童樂園周末兒童歌舞用戶感受的產品整個產品整體體驗整體價值市場陷阱與主流產品市場陷阱發(fā)燒型先鋒型實用型懷疑型保守型市場陷阱實用型消費者不