奥美策略工具课件

策略行销工具箱

StrategicMarketingToolBox(1)JeanLinSeptember1998MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy&Mather.CopyrightisretainedbyColinBenjaminandOgilvy&MatherAsiaPacific策略行销工具箱

StrategicMarketingToBASICTOOLKITWHYWHATWHOI乱流改变五大要素九宫格AEIOU竞争优势策略意图BASICTOOLKITWHYWHATWHOI乱流改变五大乱流(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(Turbulence)定义：当你经验某种完全无法预知乱流的来源(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=+++==乱流的来源(SourceofTurbulence)模棱乱流(Turbulence)乱流(Turbulence)如果你习惯较低的乱流度，你会Ifwearepersonallymorecomfortableatlowerlevelsofturbulence如果你习惯较低的乱流度，你会如果你习惯较高的乱流度，你会Ifwearepersonallymorecomfortableathigherlevelsofturbulence如果你习惯较高的乱流度，你会

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+ 改变"改变"可以帮助我们清楚的思考和分析改变的清缺一不可

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¬muchelse头重脚轻,见光死Afaststartthatfizzlesanddies++++=++++=++++=++++=++++=缺一不可

Youcan’tdowithouteach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IntensifyofRivalryO&MRef:TN/SM/STRMKTOL/rc购买者供应商新进入市场的威胁购买者的议价能力供应商的替代品的BuyersSuppliersTreatofnewentrantsBargainingpowerofbuyersBargainingpowerofsuppliersThreatofsubstitutesIndustrycompetitorsSubstitutesNewentrantsIntensifyofRivalryEntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliationRivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersEntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustryBargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakers’incentivesDeterminantsofBuyerPowerBuyersSuppliersTreatofnewen

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. 竞争对手无法赶上的竞争优势这个工具帮助我们思竞争优势

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竞争优势

CompetitiveEdge比较性的优点具竞争

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 策略的意图想象一个远景例子Example国泰航空不同阶段的意图营运OperationsCulture具竞争力CompetitiveCulture顾客导向CustomerCulture本世纪最棒的航空公司Bestofthedecade例子Example国泰航空不同阶段的意图营运具竞争力顾客导策略的意图:CathayPacific“Wedoabetterjob”OPERATION“BESTSQUABA”COMPETITIVE“IalwayspreferCathayPacific”CUSTOMERBESTAIRLINEOFDECADE1993/941994/95/961997/981999策略的意图:CathayPacific“Wedo“BE

九宫格:Urgency/ImpactMatrixThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals.Beforeratingeachitem,makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings.Thegroupareinvitedtocalltheirratingsforbothimpactandurgency.Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond.Thefacilitatorshouldstartwiththemarkeron5.5position.Rememberthatwearelookingforanaverageofallthecalls.Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent.Listenforthecallsofthemostseniorpersonpresent.Listenforthecallsofthequietermembersofthegroup.Whentherearenomorebids,markthepointandmoveon.Whenthegroupispolarisedonanissue,marktheminorityviewaswellasthemajorityview.Andgivetheminorityachancetobringitupagainasabackwallissue.当一群人有很多个想法，需