98年版策略行销工具箱

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营运OperationsCulture具竞争力CompetitiveCulture顾客导向CustomerCulture本世纪最棒的航空公司Bestofthedecade策略的意图: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.当一群人有很多个想法，需要寻求优先顺序时使用的工具StrategicImpactMatrix

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

重要度 AEIOU团队合作的五大元素A Administration 行政管理才能E Entrepreneur 创业家的精神

I Integration 整合的能力O Output 产出的能力U Understanding 了解周围环境的能力I

团队合作AEIOU好的团队必须具备上述的人才及专长才有可能顺利前行当你已经拥有清楚的策略意图时必须思考运用那一种人力资源是最值得和最有效的I9、春去春又回，新桃换旧符。在那桃花盛开的地方，在这醉人芬芳的季节，愿你生活像春天一样阳光，心情像桃花一样美丽，日子像桃子一样甜蜜。2月-252月-25Thursday,February27,202510、人的志向通常和他们的能力成正比例。17:01:3417:01:3417:012/27/20255:01:34PM11、夫