策略行销工具箱PPT模板.ppt
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1、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
2、,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,
3、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 unders
4、tand 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
5、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
6、,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¬ 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
7、 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 e
8、ntrants,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
9、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
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