策略行銷工具箱模板.ppt

策略行銷工具箱 Strategic Marketing Tool Box(1),Jean Lin September 1998,Much 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 Pacific,BASIC TOOLKIT,WHY,WHAT,WHO,I,亂流,改變,五大要素,九宮格,AEIOU,競爭優(yōu)勢,策略意圖,亂流 (Turbulence),定義：當你經(jīng)驗某種完全無法預知的狀況之時，你就會產(chǎn)生“亂流“。 Definition: experiencing something totally unsettling that you cant predict. 了解“亂流度”能幫助我們推知產(chǎn)業(yè)或消費者，為何產(chǎn)生某種反應，以及如何幫助他們處在比較“舒適“的亂流 度中。,亂流的來源 (Source of Turbulence),模棱兩可 Ambiguity,復雜 Complexity,似是而非 Paradox,不連續(xù)性 Discontinuity,不確定 Uncertainty,機會 Opportunity,驚奇 Surprise,亂流 Turbulence,=,+,+,+,=,=,亂流 (Turbulence),如果你習慣較低的亂流度，你會 If we are personally more comfortable at lower levels of turbulence,如果你習慣較高的亂流度，你會 If we are personally more comfortable at higher levels of turbulence,改變,“改變“可以幫助我們清楚的思考和分析 企業(yè)、組織、或市場的變革 判斷和預測改變的結果 “Change” can help us to understand and analyze changes that occur in organisation and in the market.,改變的 壓力,清楚的 遠景,改變的 能力,可行的具 體下一步,改變,+,+,+,持續(xù)力,+,缺一不可 You cant do without each one of them,改變的壓力 Pressure for Change,改變的壓力 Pressure for Change,改變的壓力 Pressure for Change,改變的壓力 Pressure for Change,清楚的遠景 Clear Shared Vision,清楚的遠景 Clear Shared Vision,清楚的遠景 Clear Shared Vision,改變的能力 Capacity for Change,改變的能力 Capacity for Change,改變的能力 Capacity for Change,可行的具 體下一步 Actionable first Steps,可行的具 體下一步 Actionable first Steps,可行的具 體下一步 Actionable first Steps,持續(xù)力 Sustained Momentum,持續(xù)力 Sustained Momentum,持續(xù)力 Sustained Momentum,改變的能力 Capacity for Change,可行的具 體下一步 Actionable first Steps,持續(xù)力 Sustained Momentum,清楚的遠景 Clear Shared Vision,不是優(yōu)先處理的事 Bottom of the priority list,隨意發(fā)生的事 Random & haphazard efforts,焦慮和挫折 Anxiety & Frustration,只有熱情別無他物 Hot air & not much else,頭重腳輕, 見光死 A fast start that fizzles and dies,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,購買者 Buyers,供應商 Suppliers,新進入市場的威脅 Treat of new entrants,購買者的議價能力 Bargaining power of buyers,供應商的 議價能力 Bargaining power of suppliers,替代品的威脅 Threat of substitute products or services,行業(yè)的競爭者 Industry competitors,替代品 Substitutes,潛在的進入者 Potential entrants,決定行業(yè)獲利的五大要素,現(xiàn)存競爭者密集度Intensify of Rivalry,O & M,Ref: TN/SM/STRMKTOL/rc,Buyers,Suppliers,Treat of new entrants,Bargaining power of buyers,Bargaining power of suppliers,Threat of substitutes,Industry competitors,Substitutes,New entrants,Intensify of Rivalry,Entry 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 retaliation,Rivalry 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 barriers,Entry 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 industry,Bargain 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-through,Price sensitivity Price/total purchases Product differences Brand identity Impact on quality/ performance Buyer profits Decision makers incentives,Determinants of Buyer Power,競爭對手無法趕上的競爭優(yōu)勢,這個工具幫助我們思考目前的狀況，明天的狀況，和未來的狀況。提醒我們不要只去思考眼前的問題，也能預留未來勝利的空間和方向 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.,競爭優(yōu)勢 Competitive Edge,比較性的優(yōu)點 Comparative Advantage “比較好” Something better,具競爭性的長處 Competitive Advantage 不同的特性讓我們的對手今日無法趕上我們 Something different which competitors cant match today,競爭性的優(yōu)勢 Competitive Edge 競爭者無法追上我們，因為消費者的認知已被我們改變 Competitors cant catch up because customers perceptions have been changed,策略的意圖,想象一個遠景 Envisages a desired leadership 計劃達成遠景的中間步驟 Plans for the interim steps to get there 如此可將組織的注意力放在 “求勝” 的本質上 Focuses the attention of the organisation of the essence of winning,例子 Example,國泰航空不同階段的意圖,本世紀最棒的 航空公司 Best of the decade,策略的意圖: Cathay Pacific,BEST AIRLINE OF DECADE,1993/94,1994/95/96,1997/98,1999,九宮格: Urgency / Impact Matrix,Th 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 i