奥美策略行销工具箱PPT20页通用课件

1、策略行销工具箱Strategic Marketing Tool Box(1)Jean LinSeptember 1998Much of the material in this file has been jointly developed by Colin Benjamin of the Horizons Network and Ian Strachan of Ogilvy & Mather. Copy right is retained byColin Benjamin and Ogilvy & MatherAsia PacificBASIC TOOLKITWHYWHATWHOI乱流改变五

2、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: experiencing something totally unsettling that you cant predict.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 (Source of Turbulence)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

3、Surprise乱流Turbulence=+=乱流 (Turbulence)如果你习惯较低的乱流度，你会If we are personally more comfortable at lower levels of turbulence如果你习惯较高的乱流度，你会If we are personally more comfortable at higher levels of turbulence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” can help us to understand and analyze changes that

4、 occur in organisation and in the market.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You cant do without each one of them改变的压力Pressure forChange改变的压力Pressure forChange改变的压力Pressure forChange改变的压力Pressure forChange清楚的远景Clear SharedVision清楚的远景Clear SharedVision清楚的远景Clear SharedVision改变的能力Capacity forChange改变的能力

5、Capacity forChange改变的能力Capacity forChange可行的具体下一步Actionablefirst Steps可行的具体下一步Actionablefirst Steps可行的具体下一步Actionablefirst Steps持续力SustainedMomentum持续力SustainedMomentum持续力SustainedMomentum改变的能力Capacity forChange可行的具体下一步Actionablefirst Steps持续力SustainedMomentum清楚的远景Clear SharedVision不是优先处理的事Bottom of

6、 the priority list随意发生的事Random & haphazard efforts焦虑和挫折Anxiety & Frustration只有热情别无他物Hot air & not much else头重脚轻, 见光死A fast start that fizzles and dies+=+=+=+=+=购买者Buyers供应商Suppliers新进入市场的威胁Treat of new entrants购买者的议价能力Bargaining power of buyers供应商的议价能力Bargaining power of suppliers替代品的威胁Threat of sub

7、stitute products or services行业的竞争者Industry competitors替代品Substitutes潜在的进入者Potential entrants决定行业获利的五大要素现存竞争者密集度Intensify of RivalryO & MRef: TN/SM/STRMKTOL/rcBuyersSuppliersTreat of new entrantsBargaining power of buyersBargaining powerof suppliersThreat of substitutesIndustry competitorsSubstitutes

8、NewentrantsIntensify of RivalryEntry BarriersEconomics of scaleProprietary product differencesBrand identitySwitching costsCapital requirementsAccess to distributionAbsolute cost advantages - proprietary learning curve - access to necessary inputs - proprietary low-cost production designGovernment p

9、olicyExpected retaliationRivalry DeterminantsIndustry growthFixed (or storage) costs / value addedIntermittent overcapacityProduct differencesBrand identitySwitching costsConcentration and balanceInformational complexityDiversity of competitorsCorporate stakesExit barriersEntry BarriersDifferentiati

10、on of inputsSwitching costs of suppliers and firms in the industryPresence of substitute inputsSupplier concentrationImportance of volume to supplierCost relative to total purchases in the industryImpact of inputs on cost or differentiationThreat of forward integraion relative to threat of backward

11、integration by firms in the industryBargain leverageBuyer concentration versus firm concentrationBuyer volumeBuyer switching costs relative to firm switching costsBuyer informationAbility to backward integrateSubstitute productsPull-throughPrice sensitivityPrice/total purchasesProduct differencesBra

12、nd identityImpact on quality/ performanceBuyer profitsDecision makers incentivesDeterminants of Buyer Power 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This tool helps us to evaluate where we are today, where will we be tomorrow, and where we will be in the future. It ena

13、bles us to have a broader view of the whole picture and to march on in a meaningful future direction.竞争优势Competitive Edge比较性的优点Comparative Advantage比较好”Something better具竞争性的长处Competitive Advantage不同的特性让我们的对手今日无法赶上我们Something different which competitors cant match today竞争性的优势Competitive Edge竞争者无法追上我们

14、，因为消费者的认知已被我们改变Competitors cant catch up because customers perceptions have been changed策略的意图想象一个远景Envisages a desired leadership计划达成远景的中间步骤Plans for the interim steps to get there如此可将组织的注意力放在 “求胜” 的本质上Focuses the attention of the organisation of the essence of winning例子 Example国泰航空不同阶段的意图营运Operatio

15、nsCulture具竞争力CompetitiveCulture顾客导向CustomerCulture本世纪最棒的航空公司Best of thedecade策略的意图: Cathay Pacific“We doa better job”OPERATION“BEST SQUABA”COMPETITIVE“I always preferCathay Pacific” CUSTOMERBEST AIRLINEOF DECADE1993/941994/95/961997/981999 九宫格: Urgency / Impact MatrixTh Strategic Issues Matrix is a

16、simple tool for a group use to agree priorities between a number of issues or action proposals.Before rating each item, make sure the owner of the item clarifies it to the group so there are no misunderstandings.The group are invited to call their ratings for both impact and urgency.The score for im

17、pact should always be called first then the score for urgency second.The facilitator should start with the marker on 5.5 position. Remember that we are looking for an average of all the calls. Resist the temptation to be overly influenced by the last call or by the call of the most senior person pre

18、sent. Listen for the calls of the most senior person present. Listen for the calls of the quieter members of the group. When there are no more bids, mark the point and move on.When the group is polarised on an issue, mark the minority view as well as the majority view. And give the minority a chance to bring it up again as a back wall issue.当一群人有很多个想法，需要寻求优先顺序时使用的工具Strategic Impact Matrix 策略性冲击方阵MONITORQUARTERLY每季监看结果HALFYEARLYREVIEW半年后再看RECONSIDER以后再说吧PLAN