奥美策略工具

策略行销工具箱

StrategicMarketingToolBox(1)JeanLinSeptember1998MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy&Mather.CopyrightisretainedbyColinBenjaminandOgilvy&MatherAsiaPacificBASICTOOLKITWHYWHATWHOI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¬muchelse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IntensifyofRivalryO&MRef:TN/SM/STRMKTOL/rcBuyersSuppliersTreatofnewentrantsBargainingpowerofbuyersBargainingpowerofsuppliersThreatofsubstitutesIndustrycompetitorsSubstitutesNewentrantsIntensifyofRivalryEntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliationRivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersEntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustryBargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakers’’incentivesDeterminantsofBuyerPower竞争对手手无法赶赶上的竞竞争优势势这个工具具帮助我我们思考考目前的的状况，，明天的的状况，，和未来来的状况况。提醒醒我们不不要只去去思考眼眼前的问问题，也也能预留留未来胜胜利的空空间和方方向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.竞争优势势CompetitiveEdge比较性的的优点ComparativeAdvantage"比较好”Somethingbetter具竞争性性的长处处CompetitiveAdvantage不同的特特性让我我们的对对手今日日无法赶赶上我们们Somethingdifferentwhichcompetitorscan'tmatchtoday竞争性的的优势CompetitiveEdge竞争者无无法追上上我们，，因为消消费者的的认知已已被我们们改变Competitorscan’’tcatchupbecausecustomers’perceptionshavebeenchanged策略的意意图想象一个个远景Envisagesadesiredleadership计划达成成远景的的中间步步骤Plansfortheinterimstepstogetthere如此可将将组织的的注意力力放在“求胜”的本质上上Focusestheattentionoftheorganisationoftheessenceofwinning例子Example国泰航空空不同阶阶段的意意图营运OperationsCulture具竞争力CompetitiveCulture顾客导向CustomerCulture本世纪最最棒的航空公司司Bestofthedecade策略的意意图:CathayPacific“Wedoabetterjob”OPERATION“BESTSQUABA”COMPETITIVE“IalwayspreferCathayPacific”CUSTOMERBESTAIRLINEOFDECADE1993/941994/95/961997/981999九宫格:Urgency/ImpactMatrixThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals.Beforeratingeachitem,makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings.Thegroupareinvitedtocalltheirratingsforbothimpactandurgency.Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond.Thefacilitatorshouldstartwiththemarkeron5.5position.Rememberthatwearelookingforanaverageofallthecalls.Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent.Listenforthecallsofthemostseniorpersonpresent.Listenforthecallsofthequietermembersofthegroup.Whentherearenomorebids,markthepointandmoveon.Whenthegroupispolarisedonanissue,marktheminorityviewaswellasthemajorityview.Andgivetheminorityachancetobringitupagainasabackwallissue.当一群人人有很多多个想法法，需要要寻求优优先顺序序时使用用的工具具StrategicImpactMatrix策略性冲冲击方阵阵MONITORQUARTERLY每季监看结果HALFYEARLYREVIEW半年后再看RECONSIDER以后再说吧PLANONEMONTHRESPONSE一个月后做ALLOCATERESPONSIBLE-ITIES分派责任归属ANNUALREVIEW半年后再看ACTNOW现在做PLANTHREEMONTHRESPONSE三个月后做MONITORQUARTERLY每季监看结果789456123URGENCY紧急度123456789IMPORTANCE

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