奥美策略工具

Click to edit Master title style,Click to edit Master text styles,Second level,O&M,Ref:TN/SM/STRMKTOL/rc,1,策略行销工具箱,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,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 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¬ 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,Treatofnewentrants,Bargainingpower,ofbuyers,Bargainingpower,ofsuppliers,Threatofsubstitutes,Industrycompetitors,Substitutes,New,entrants,IntensifyofRivalry,EntryBarriers,Economicsofscale,Proprietaryproductdifferences,Brandidentity,Switchingcosts,Capital requirements,Accesstodistribution,Absolutecost advantages,-proprietary learning curve,-accesstonecessaryinputs,-proprietary low-cost productiondesign,Government policy,Expectedretaliation,Rivalry Determinants,Industrygrowth,Fixed(orstorage)costs/valueadded,Intermittentovercapacity,Product differences,Brandidentity,Switchingcosts,Concentration andbalance,Informational complexity,Diversityofcompetitors,Corporatestakes,Exit barriers,EntryBarriers,Differentiationofinputs,Switchingcostsofsuppliers andfirmsin,theindustry,Presenceofsubstitute inputs,Supplierconcentration,Importance of volumetosupplier,Cost relative to total purchasesintheindustry,Impactofinputs on costordifferentiation,Threatofforwardintegraion relative to threat,ofbackwardintegrationbyfirmsintheindustry,Bargain leverage,Buyerconcentration versus,firm concentration,Buyervolume,Buyerswitchingcostsrelative,tofirm switchingcosts,Buyerinformation,Ability to backward integrate,Substitute products,Pull-through,Pricesensitivity,Price/totalpurchases,Product differences,Brandidentity,Impactonquality/,performance,Buyerprofits,Decisionmakers,incentives,DeterminantsofBuyerPower,竞争对,手,手无法,赶,赶上的,竞,竞争优,势,势,这个工,具,具帮助,我,我们思,考,考目前,的,的状况,，,，明天,的,的状况,，,，和未,来,来的状,况,况。提,醒,醒我们,不,不要只,去,去思考,眼,眼前的,问,问题，,也,也能预,留,留未来,胜,胜利的,空,空间和,方,方向,This toolhelpsustoevaluatewhereweare today,wherewill we be tomorrow,andwherewewillbeinthefuture.Itenablesustohave abroaderview of thewholepicture andtomarchonina meaningfulfuture direction.,竞争优,势,势,CompetitiveEdge,比较性,的,的优点,ComparativeAdvantage,比较好,”,Somethingbetter,具竞争,性,性的长,处,处,CompetitiveAdvantage,不同的,特,特性让,我,我们的,对,对手今,日,日无法,赶,赶上我,们,们,Somethingdifferent,whichcompetitors,cantmatchtoday,竞争性,的,的优势,CompetitiveEdge,竞争者,无,无法追,上,上我们,，,，因为,消,消费者,的,的认知,已,已被我,们,们改变,Competitorscan,tcatchupbecause customersperceptionshavebeen changed,策略的,意,意图,想象一,个,个远景,Envisagesadesired leadership,计划达,成,成远景,的,的中间,步,步骤,Plansforthe interimstepstoget there,如此可,将,将组织,的,的注意,力,力放在,“,求胜,”,的本质,上,上,Focuses theattentionofthe organisationoftheessenceofwinning,例子,Example,国泰航,空,空不同,阶,阶段的,意,意图,营运,Operations,Culture,具竞争力,Competitive,Culture,顾客导向,Customer,Culture,本世纪,最,最棒的,航空公,司,司,Best of the,decade,策略的,意,意图,:CathayPacific,“We do,a better job”,OPERATION,“BEST SQUABA”,COMPETITIVE,“I always prefer,Cathay Pacific”,CUSTOMER,BEST AIRLINE,OFDECADE,1993/94,1994/95/96,1997/98,1999,九宫格,:Urgency/ImpactMatrix,ThStrategicIssues Matrixisa simpletool fora group usetoagreepriorities betweenanumberofissues or