策略行销工具箱模板

策略行销工具箱StrategicMarketingToolBox(1),JeanLinSeptember1998,MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy&Mather.CopyrightisretainedbyColinBenjaminandOgilvy&MatherAsiaPacific,BASICTOOLKIT,WHY,WHAT,WHO,I,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:experiencingsomethingtotallyunsettlingthatyoucantpredict.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Youcantdowithouteachoneofthem,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IntensifyofRivalry,O&M,Ref:TN/SM/STRMKTOL/rc,Buyers,Suppliers,Treatofnewentrants,Bargainingpowerofbuyers,Bargainingpowerofsuppliers,Threatofsubstitutes,Industrycompetitors,Substitutes,Newentrants,IntensifyofRivalry,EntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliation,RivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers,EntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustry,BargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-through,PricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakersincentives,DeterminantsofBuyerPower,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Somethingdifferentwhichcompetitorscantmatchtoday,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Competitorscantcatchupbecausecustomersperceptionshavebeenchanged,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,本世纪最棒的航空公司Bestofthedecade,策略的意图:CathayPacific,BESTAIRLINEOFDECADE,1993/94,1994/95/96,1997/98,1999,九宫格:Urgency/ImpactMatrix,ThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals.Beforeratingeachitem,makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings.Thegroupareinvitedtocalltheirratingsforbothimpactandurgency.Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond.Thefacilitatorshouldstartwiththemarkeron5.5position.Rememberthatwearelookingforanaverageofallthecalls.Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent.Listenforthecallsofthemostseniorpersonpresent.Listenforthecallsofthequietermembersofthegroup.Whentherearenomorebids,markthepointandmoveon.Whenthegroupispolarisedonanissue,marktheminorityviewaswellasthemajorityview.Andgivetheminorityachancetobringitupagain