策略行销工具箱PPT模板.ppt

策略行销工具箱Strategic Marketing Tool Box(1),Jean LinSeptember 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 byColin Benjamin and Ogilvy&MatherAsia Pacific,BASIC TOOLKIT,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:experiencing something totally unsettling that you cant 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),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If we are personally more comfortable at lower levels of turbulence,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”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 cant do without each one of them,改变的压力Pressure forChange,改变的压力Pressure forChange,改变的压力Pressure forChange,改变的压力Pressure forChange,清楚的远景Clear SharedVision,清楚的远景Clear SharedVision,清楚的远景Clear SharedVision,改变的能力Capacity forChange,改变的能力Capacity forChange,改变的能力Capacity forChange,可行的具体下一步Actionablefirst Steps,可行的具体下一步Actionablefirst Steps,可行的具体下一步Actionablefirst Steps,持续力SustainedMomentum,持续力SustainedMomentum,持续力SustainedMomentum,改变的能力Capacity forChange,可行的具体下一步Actionablefirst Steps,持续力SustainedMomentum,清楚的远景Clear SharedVision,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,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,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 Rivalry,O&M,Ref:TN/SM/STRMKTOL/rc,Buyers,Suppliers,Treat of new entrants,Bargaining power of buyers,Bargaining powerof suppliers,Threat of substitutes,Industry competitors,Substitutes,Newentrants,Intensify of Rivalry,Entry BarriersEconomics of scaleProprietary product differencesBrand identitySwitching costsCapital requirementsAccess to distributionAbsolute cost advantages-proprietary learning curve-access to necessary inputs-proprietary low-cost production designGovernment policyExpected retaliation,Rivalry DeterminantsIndustry growthFixed(or storage)costs/value addedIntermittent overcapacityProduct differencesBrand identitySwitching costsConcentration and balanceInformational complexityDiversity of competitorsCorporate stakesExit barriers,Entry BarriersDifferentiation of inputsSwitching costs of suppliers and firms in the industryPresence of substitute inputsSupplier concentrationImportance of volume to supplierCost relative to total purchases in the industryImpact of inputs on cost or differentiationThreat of forward integraion relative to threat of backward integration by firms in the industry,Bargain leverageBuyer concentration versus firm concentrationBuyer volumeBuyer switching costs relative to firm switching costsBuyer informationAbility to backward integrateSubstitute productsPull-through,Price sensitivityPrice/total purchasesProduct differencesBrand identityImpact on quality/performanceBuyer profitsDecision makers incentives,Determinants of Buyer Power,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,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 cant 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 cant catch up because customers perceptions have been changed,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,国泰航空不同阶段的意图,本世纪最棒的航空公司Best of thedecade,策略的意图:Cathay Pacific,BEST AIRLINEOF DECADE,1993/94,1994/95/96,1997/98,1999,九宫格: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 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,AEIOU 团队合作的五大元素,AAdministration 行政管理才能EEntrepreneur 创业家的精神 IIntegration 整合的能力OOutput 产出的能力UUnderstanding 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,I,