98年版-策略行销工具箱

8
O&M
缺一不可 You can’t do without each one of them
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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
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清楚的远景 Clear Shared Vision 清楚的远景 Clear Shared Vision 清楚的远景 Clear Shared Vision
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改变的能力 Capacity for Change 改变的能力 Capacity for Change
= 焦虑和挫折 Anxiety &
New entrants Treat of new entrants Bargaining power of suppliers Industry competitors Bargaining power of buyers Buyers Intensify of Rivalry
Suppliers Entry Barriers Threat of substitutes
焦虑 AnxiousFra bibliotek歇斯底里 Hysterical
你的做法 What 高枕无忧 We Typically Do Sleep a lot
工作 Work
努力工作 Work Hard
想要取回控制 Try To Get Control
惊慌 Panic
6
O&M
Ref: TN/SM/STRMKTOL/rc
如果你习惯较高的乱流度，你会 If we are personally more comfortable at higher levels of turbulence
Frustration 只有热情别 = 无他物 & not Hot air much else 头重脚轻, 头重脚轻, 见 光死 = A fast start that fizzles and dies
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可行的具 体下一步 Actionable first Steps
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Ref: TN/SM/STRMKTOL/rc
乱流度 Turbulence Level 你的感受 How We Typically Feel
1 挫折 Cross & Frustrated 计画革命 Plot Revolution
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3 有期待 A sense of Anticipation
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无趣 Bored
激动 Excited
挑战 Challenged
Ref: TN/SM/STRMKTOL/rc
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 这个工具帮助我们思考目前的状况，明天的状况， 未来的状况。提醒我们不要只去思考眼前的问题， 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.
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持续力 Sustained Momentum 持续力 Sustained Momentum 持续力 Sustained Momentum 持续力 Sustained Momentum
不是优先处 理的事 = Bottom of the priority list 随意发生的 =事 Random & haphazard efforts
Ref: TN/SM/STRMKTOL/rc
策略行销工具箱
Strategic Marketing Tool Box(1)
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
决定行业获利的五大要素
潜在的进入者 Potential entrants 供应商的 议价能力 Bargaining power of suppliers 供应商 Suppliers 新进入市场的威胁 Treat of new entrants
行业的竞争者 Industry competitors 现存竞争者密集度 Intensify of Rivalry
Jean Lin September 1998
1
O&M
Ref: TN/SM/STRMKTOL/rc
BASIC TOOLKIT
WHY
乱流 改变
WHAT WHO
五大 要素
竞争 优势
策略 意图
AEIOU 九宫格
2
O&M
Ref: TN/SM/STRMKTOL/rc
乱流 (Turbulence)
定义：当你经验某种完全无法预知的状况之时， 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" 会产生"乱流"。 Definition: experiencing something totally unsettling that you can’t predict. 了解“乱流度”能帮助我们推知产业或消费者， 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" 产生某种反应，以及如何帮助他们处在比较"舒适"的 度中。 乱流 度中。
如果你习惯较低的乱流度，你会 If we are personally more comfortable at lower levels of turbulence
亂乱流度 Turbulence Level 你的感受 How We Typically Feel
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满足 Content
舒适 有成就感 Comfortable Achieving
Determinants of Buyer Power
Bargain leverage Buyer concentration versus firm concentration Buyer volume Buyer switching costs relative to firm switching costs Buyer information Ability to backward integrate Substitute products PullPull-through Price sensitivity Price/total purchases Product differences Brand identity Impact on quality/ performance Buyer profits Decision makers’ incentives
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改变的能力 Capacity for Change 改变的能力 Capacity for Change
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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
你的做法 What We Typically Do
埋怨 Complain
计画 Plan
突围 Breakout
突破 Breakfree
7
O&M
Ref: TN/SM/STRMKTOL/rc
改变
改变的 压力 清楚的 远景 改变的 能力
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可行的具 体下一步
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持续力
改 变
"改变"可以帮助我们清楚的思考和分析 改变" 企业、组织、 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.
3
O&M
Ref: TN/SM/STRMKTOL/rc
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
Differentiation of inputs Switching costs of suppliers and firms in Substitutes the industry Presence of substitute inputs Supplier concentration Importance of volume to supplier Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat of forward integraion relative to threat of backward integration by firms in the industry