98年版-策略行销工具箱.ppt

策略行销工具箱StrategicMarketingToolBox 1 JeanLinSeptember1998 MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy Mather CopyrightisretainedbyColinBenjaminandOgilvy MatherAsiaPacific BASICTOOLKIT WHY WHAT WHO I 乱流 改变 五大要素 九宫格 AEIOU 竞争优势 策略意图 乱流 Turbulence 定义 当你经验某种完全无法预知的状况之时 你就会产生 乱流 Definition experiencingsomethingtotallyunsettlingthatyoucan tpredict 了解 乱流度 能帮助我们推知产业或消费者 为何产生某种反应 以及如何帮助他们处在比较 舒适 的乱流度中 乱流的来源 SourceofTurbulence 模棱两可Ambiguity 复杂Complexity 似是而非Paradox 不连续性Discontinuity 不确定Uncertainty 机会Opportunity 惊奇Surprise 乱流Turbulence 乱流 Turbulence 如果你习惯较低的乱流度 你会Ifwearepersonallymorecomfortableatlowerlevelsofturbulence 如果你习惯较高的乱流度 你会Ifwearepersonallymorecomfortableathigherlevelsofturbulence 改变 改变 可以帮助我们清楚的思考和分析企业 组织 或市场的变革判断和预测改变的结果 Change canhelpustounderstandandanalyzechangesthatoccurinorganisationandinthemarket 改变的压力 清楚的远景 改变的能力 可行的具体下一步 改变 持续力 缺一不可Youcan tdowithouteachoneofthem 改变的压力PressureforChange 改变的压力PressureforChange 改变的压力PressureforChange 改变的压力PressureforChange 清楚的远景ClearSharedVision 清楚的远景ClearSharedVision 清楚的远景ClearSharedVision 改变的能力CapacityforChange 改变的能力CapacityforChange 改变的能力CapacityforChange 可行的具体下一步ActionablefirstSteps 可行的具体下一步ActionablefirstSteps 可行的具体下一步ActionablefirstSteps 持续力SustainedMomentum 持续力SustainedMomentum 持续力SustainedMomentum 改变的能力CapacityforChange 可行的具体下一步ActionablefirstSteps 持续力SustainedMomentum 清楚的远景ClearSharedVision 不是优先处理的事Bottomoftheprioritylist 随意发生的事Random haphazardefforts 焦虑和挫折Anxiety Frustration 只有热情别无他物Hotair notmuchelse 头重脚轻 见光死Afaststartthatfizzlesanddies 购买者Buyers 供应商Suppliers 新进入市场的威胁Treatofnewentrants 购买者的议价能力Bargainingpowerofbuyers 供应商的议价能力Bargainingpowerofsuppliers 替代品的威胁Threatofsubstituteproductsorservices 行业的竞争者Industrycompetitors 替代品Substitutes 潜在的进入者Potentialentrants 决定行业获利的五大要素 现存竞争者密集度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 竞争对手无法赶上的竞争优势 这个工具帮助我们思考目前的状况 明天的状况 和未来的状况 提醒我们不要只去思考眼前的问题 也能预留未来胜利的空间和方向Thistoolhelpsustoevaluatewherewearetoday wherewillwebetomorrow andwherewewillbeinthefuture Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection 竞争优势CompetitiveEdge 比较性的优点ComparativeAdvantage 比较好 Somethingbetter 具竞争性的长处CompetitiveAdvantage不同的特性让我们的对手今日无法赶上我们Somethingdifferentwhichcompetitorscan tmatchtoday 竞争性的优势CompetitiveEdge竞争者无法追上我们 因为消费者的认知已被我们改变Competitorscan tcatchupbecausecustomers perceptionshavebeenchanged 策略的意图 想象一个远景Envisagesadesiredleadership计划达成远景的中间步骤Plansfortheinterimstepstogetthere如此可将组织的注意力放在 求胜 的本质上Focusestheattentionoftheorganisationoftheessenceofwinning 例子Example 国泰航空不同阶段的意图 本世纪最棒的航空公司Bestofthedecade 策略的意图 CathayPacific BESTAIRLINEOFDECADE 1993 94 1994 95 96 1997 98 1999 九宫格 Urgency ImpactMatrix ThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals Beforeratingeachitem makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings Thegroupareinvitedtocalltheirratingsforbothimpactandurgency Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond Thefacilitatorshouldstartwiththemarkeron5 5position Rememberthatwearelookingforanaverageofallthecalls Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent Listenforthecallsofthemostseniorpersonpresent Listenforthecallsofthequietermembersofthegroup Whentherearenomorebids markthepointandmoveon Whenthegroupispolarisedonanissue marktheminorityviewaswellasthemajorityview Andgivetheminorityachancetobringitupagaina