奥美-策略行销工具箱

null策略行销工具箱 Strategic Marketing Tool Box(1)策略行销工具箱 Strategic Marketing Tool Box(1)Jean Lin September 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 by Colin Benjamin and Ogilvy & Mather Asia PacificBASIC TOOLKITBASIC TOOLKITWHYWHATWHOI乱流改变五大要素九宫格AEIOU竞争优势策略意图乱流 (Turbulence)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 can’t 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)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 Surprise乱流 Turbulence=+++==乱流 (Turbulence)乱流 (Turbulence)null如果你习惯较低的乱流度，你会 If we are personally more comfortable at lower levels of turbulencenull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"改变"可以帮助我们清楚的思考和 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 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 can’t do without each one of them缺一不可 You can’t do without each one of them改变的压力 Pressure for Change改变的压力 Pressure for Change改变的压力 Pressure for Change改变的压力 Pressure for Change清楚的远景 Clear Shared Vision清楚的远景 Clear Shared Vision清楚的远景 Clear Shared Vision改变的能力 Capacity for Change改变的能力 Capacity for Change改变的能力 Capacity for Change可行的具 体下一步 Actionable first Steps可行的具 体下一步 Actionable first Steps可行的具 体下一步 Actionable first Steps持续力 Sustained Momentum持续力 Sustained Momentum持续力 Sustained Momentum改变的能力 Capacity for Change可行的具 体下一步 Actionable first Steps持续力 Sustained Momentum清楚的远景 Clear Shared Vision不是优先处理的事 Bottom of 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++++=++++=++++=++++=++++=null 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 substitute 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/rcnull BuyersSuppliersTreat of new entrantsBargaining power of buyersBargaining power of suppliersThreat of substitutesIndustry competitorsSubstitutesNew entrantsIntensify of RivalryEntry Barriers Economics of scale Proprietary product differences Brand identity Switching costs Capital requirements Access to distribution Absolute cost advantages - proprietary learning curve - access to necessary inputs - proprietary low-cost production design Government policy Expected retaliationRivalry Determinants Industry growth Fixed (or storage) costs / value added Intermittent overcapacity Product differences Brand identity Switching costs Concentration and balance Informational complexity Diversity of competitors Corporate stakes Exit barriersEntry Barriers Differentiation of inputs Switching costs of suppliers and firms in the industry Presence of substitute inputs Supplier concentration Importance of volume to supplier Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat of forward integraion relative to threat of backward integration by firms in the industryBargain leverage Buyer concentration versus firm concentration Buyer volume Buyer switching costs relative to firm switching costs Buyer information Ability to backward integrate Substitute products Pull-throughPrice sensitivity Price/total purchases Product differences Brand identity Impact on quality/ performance Buyer profits Decision makers’ incentivesDeterminants of Buyer Power 竞争对手无法赶上的竞争优势 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，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 enables 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 can't match today竞争性的优势 Competitive Edge 竞争者无法追上我们，因为消费者的认知已被我们改变 Competitors can’t catch up because customers’ perceptions have been changed 策略的意图 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例子 Example国泰航空不同阶段的意图本世纪最棒的 航空公司 Best of the decade策略的意图: Cathay Pacific策略的意图: Cathay PacificBEST AIRLINE OF DECADE1993/941994/95/961997/981999 九宫格: Urgency / Impact Matrix 九宫格: Urgency / Impact MatrixTh Strategic Issues Matrix is a 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 impact 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 present. 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Strategic Impact Matrix 策略性冲击方阵 AEIOU 团队合作的五大元素 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 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I