策略行销工具

Click to edit Master title style,Click to edit Master text styles,Second level,W&L,Ref:TN/SM/STRMKTOL/rc,1,策略行销工,具,具箱,StrategicMarketingToolBox(1),Muchof the materialin this,filehas been jointly developed,by Colin Benjamin ofthe,Horizons Network and,Ian Strachan ofOgilvy&Mather.,Copyrightis retained by,ColinBenjaminand Ogilvy&Mather,AsiaPacific,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,经验某种完,全,全无法预知,的,的状况之时,，,，你就会产,生,生,乱流,。,Definition:experiencingsomethingtotally unsettling that you cant predict.,了解,“,乱流度,”,能帮助我们,推,推知产业或,消,消费者，为,何,何产生某种,反,反应，以及,如,如何帮助他,们,们处在比较,舒适,的乱流 度,中,中。,乱流的来源,(Source ofTurbulence),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,较低的乱流,度,度，你会,If wearepersonallymorecomfortable,at lower levelsof turbulence,如果你习惯,较,较高的乱流,度,度，你会,If wearepersonallymorecomfortable,at higherlevels ofturbulence,改变,改变可,以,以帮助我们,清,清楚的思考,和,和分析,企业、组织,、,、或市场的,变,变革,判断和预测,改,改变的结果,“Change”can help usto understandand analyze changesthatoccurin organisation andin 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 cantdo withouteachoneof 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,ClearShared,Vision,清楚的远景,ClearShared,Vision,清楚的远景,ClearShared,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,firstSteps,可行的具,体下一步,Actionable,firstSteps,可行的具,体下一步,Actionable,firstSteps,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,firstSteps,持续力,Sustained,Momentum,清楚的远景,ClearShared,Vision,不是优先处,理,理的事,Bottom ofthe priority list,随意发生的,事,事,Random&haphazard efforts,焦虑和挫折,Anxiety&Frustration,只有热情别,无,无他物,Hot air¬ much else,头重脚轻,见光死,A fast start that fizzlesanddies,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,购买者,Buyers,供应商,Suppliers,新进入市场,的,的威胁,Treatof new entrants,购买者的议,价,价能力,Bargainingpower ofbuyers,供应商的,议价能力,Bargainingpower ofsuppliers,替代品的威,胁,胁,Threat ofsubstituteproductsor services,行业的竞争,者,者,Industry competitors,替代品,Substitutes,潜在的进入,者,者,Potentialentrants,决定行业获,利,利的五大要,素,素,现存竞争者,密,密集度,Intensifyof Rivalry,W&L,Ref:TN/SM/STRMKTOL/rc,Buyers,Suppliers,Treatof new entrants,Bargainingpower,of buyers,Bargainingpower,of suppliers,Threat ofsubstitutes,Industry competitors,Substitutes,New,entrants,Intensifyof Rivalry,EntryBarriers,Economicsof scale,Proprietary productdifferences,Brandidentity,Switchingcosts,Capital requirements,Access todistribution,Absolute cost advantages,-proprietary learning curve,-access to necessary inputs,-proprietary low-cost production design,Governmentpolicy,Expected retaliation,Rivalry Determinants,Industry growth,Fixed(orstorage)costs/value added,Intermittent overcapacity,Product differences,Brandidentity,Switchingcosts,Concentration and balance,Informational complexity,Diversityof competitors,Corporatestakes,Exitbarriers,EntryBarriers,Differentiationof inputs,Switchingcostsof suppliers and firms in,the industry,Presence of substitute inputs,Supplier concentration,Importanceof volumeto supplier,Costrelative to total purchases intheindustry,Impact ofinputs oncostor differentiation,Threat offorward integraion relative tothreat,of backward integration by firms intheindustry,Bargain leverage,Buyerconcentrationversus,firmconcentration,Buyervolume,Buyerswitchingcosts relative,to firm switching costs,Buyerinformation,Ability tobackwardintegrate,Substituteproducts,Pull-through,Pricesensitivity,Price/total purchases,Product differences,Brandidentity,Impact onquality/,performance,Buyerprofits,Decision makers,incentives,DeterminantsofBuyer Power,竞争对手,无,无法赶上,的,的竞争优,势,势,这个工具,帮,帮助我们,思,思考目前,的,的状况，,明,明天的状,况,况，和未,来,来的状况,。,。提醒我,们,们不要只,去,去思考眼,前,前的问题,，,，也能预,留,留未来胜,利,利的空间,和,和方向,Thistool helpsus to evaluate wherewearetoday,wherewill webetomorrow,and wherewe willbe in the future.It enables ustohavea broader viewof the wholepictureandtomarch onina meaningfulfuturedirection.,竞争优势,CompetitiveEdge,比较性的,优,优点,ComparativeAdvantage,比较好,”,Something better,具竞争性,的,的长处,CompetitiveAdvantage,不同的特,性,性让我们,的,的对手今,日,日无法赶,上,上我们,Something different,which competitors,cant matchtoday,竞争性的,优,优势,CompetitiveEdge,竞争者无,法,法追上我,们,们，因为,消,消费者的,认,认知已被,我,我们改变,Competitorscant catchup because customers,perceptions have beenchanged,策略的意,图,图,想象一个,远,远景,Envisages adesiredleadership,计划达成,远,远景的中,间,间步骤,Plans for the interim stepsto get there,如此可将,组,组织的注,意,意力放在,“,求胜,”,的本质上,Focusestheattention oftheorganisation oftheessenceofwinning,例子,Example,国泰航空,不,不同阶段,的,的意图,营运,Operations,Culture,具竞争力,Competitive,Culture,顾客导向,Customer,Culture,本世纪最,棒,棒的,航空公司,Bestofthe,decade,策略的意,图,图,:CathayPacific,“We do,a better job”,OPERATION,“BEST SQUABA”,COMPETITIVE,“I always prefer,Cathay Pacific”,CUSTOMER,BESTAIRLINE,OF DECADE,1993/94,1994/95/96,1997/98,1999,九宫格,:Urgency/Impact Matrix,Th StrategicIssuesMatrix is asimple toolfora groupuseto agreeprioritiesbetw