98年版-策略行销工具箱

4
焦虑 A n x io u s
5
歇斯底里 H y ste ric a l
你 的 做 法 W hat 高 枕 无 忧
工作
W e T y p ic a lly D o S le e p a lo t W o rk
努力工作 想要取回控制
W o rk H ard
T ry T o G et C o n tro l
未来的可见性 Visibility of F u tu re
迈向未来的途径 Path to Future
清晰
C rystal C lear 康庄大道
An Open Road
清楚 C lear
缓坡 A G entle
C lim b
朦胧 Fuzzy
不平的阶梯 An Uneven S ta irc a se
创业 E ntrepreneurial
5
充满惊奇的 Full of Surprises
无法预测的 U npredictable
一团迷雾 P u z z lin g
星际大战的光 束 旅 行 “Beam M e U p Scotty”
创造 C reative
5
O&M
Ref: TN/SM/STRMKTOL/rc
=
事 Random
&
haphazard
efforts
持续力
+
Sustained Momentum
=
焦虑和挫折 Anxiety &
Frustration
改变的压力
清楚的远景
改变的能力
Pressure for + Clear Shared + Capacity for +
Change
Vision
Change
改变的压力
清楚的远景
改变的能力
Pressure for + Clear Shared + Capacity for +
Change
Vision
Change
可行的具 体下一步
Actionable
first Steps
+
持续力 Sustained Momentum
只有热情别
=
无他物 Hot air &
not
Concentration and balance
- proprietary learning curve
Informational complexity
- access to necessary inputs - proprietary low-cost production design Government policy
惊慌 P a n ic
6
O&M
如果你习惯较高的乱流度，你会 If we are personally more comfortable
at higher levels of turbulence
Ref: TN/SM/STRMKTOL/rc
乱流度 1
T u rb u len ce L ev el
你 的 感 受 H ow W e T y p ically F eel
乱流 Turbulence
4
O&M
乱流 (Turbulence)
Ref: TN/SM/STRMKTOL/rc
乱流度 Turbulence L evel
世界 W orld
1
重覆的 R epetitive
2
扩展的 E xpanding
3
改变的 C hanging
事件 Event
熟悉的 可预测的 不连续的 Fam iliar Predictable D iscontinuous
Substitutes
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
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 can’t 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。
Threat of forward integraion relative to threat
of backward integration by firms in the industry
Determinants of Buyer Power
Bargain leverage
Price sensitivity
to firm switching costs
performance
Buyer information
Buyer profits
Ability to backward integrate Decision makers’
Substitute products
incentives
Pull-through
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 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.
改变的压力
清楚的远景
Pressure for + Clear Shared +
Change
Vision
可行的具
+
体下一步 Actionable
first Steps
+
持续力 Sustained
不是优先处
=
理的事 Bottom
of
Momentum the priority
list
持续力
随意发生的
+
Sustained Momentum
Expected retaliation Bargaining power
New
Diversity of competitors
entrants
Corporate stakes
Exit barriers
Treat of new entrants
of suppliers
Industry competitors
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
T u rb u le n c e L e v e l
1
2
3
你 的 感 受 H ow
满足
舒适
有成就感
W e T y p ic a lly F e e l C o n te n t C o m fo rta b le A c h ie v in g
Asia Pacific
Jean Lin September 1998
1
O&M
WHY
BASIC TOOLKIT
Ref: TN/SM/STRMKTOL/rc
乱流
改变
WHAT WHO
五大 要素
九宫格
竞争 优势
I AEIOU
策略 意图
2
O&M
乱流 (Turbulence)
Ref: TN/SM/STRMKTOL/rc
Bargaining power of buyers
Suppliers
Intensify of Rivalry
Buyers
Entry Barriers
Threat of substitutes
Differentiation of inputs
Switching costs of suppliers and firms in the industry
“Change” can help us to understand and analyze changes that occur in organisation and in the market.
8
O&M
缺一不可
You can’t do without each one of
them
清楚的远景
挫折
C ross & F ru strated
2
3
无趣 B ored
有期待
A sense of A n ticip atio n
4
激动 E x cited
5
挑战 C h allen g ed
你 的 做 法 W hat W e T y p ically D o
计画革命
P lo t R ev o lu tio n
环境 E nvironm ent
稳定 S ta b le
反应 R eactive
可预期 A nticipatory
4
不连续的 D iscontinuous 只 能 做 "事 後 诸 葛 亮 " Predictable after the event
雾里看花 O bscure
攀岩 A R ock C lim b
Buyer concentration versus Price/total purchases
firm concentration
Product differences
Buyer volume
Brand identity
Buyer switching costs relative Impact on quality/
much else
头重脚轻, 见
光死
+
= A fast start
that fizzles
and dies
Ref: TN/SM/STRMKTOL/rc
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
替代品 Substitutes
O&M
Entry Barriers
Rivalry Determinants
Economics of scale
Industry growth
Proprietary product differences
Fixed (or storage) costs / value added
Brand identity
Intermittent overcຫໍສະໝຸດ Baidupacity
Switching costs
Product differences
Capital requirements
Brand identity
Access to distribution
Switching costs
Absolute cost advantages
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
改变的能力
+ Clear Shared + Capacity for +
Vision
Change
可行的具 体下一步
Actionable
first Steps
改变的压力
Pressure for +
Change
改变的能力
+ Capacity for +
Change
可行的具 体下一步
Actionable
first Steps
埋怨 C o m p lain
计画 P lan
突围 B reakout
突破 B reak free
7
O&M
改变
Ref: TN/SM/STRMKTOL/rc
改变的 压力
+
清楚的 远景
+
改变的 能力
+
可行的具 体下一步
+
持续力
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
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
购买者的议价能力
Bargaining power of
buyers
购买者
Buyers
Intensify of Rivalry
替代品的威胁 Threat of substitute products or services
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