策略行銷工具ppt課件

1、戰(zhàn)略行銷工具箱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 byColin Benjamin and Ogilvy & MatherAsia PacificBASIC TOOLKITWHYWHATWHOI亂流改動(dòng)五大要素九宮格AEIOU競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略意圖亂流

2、(Turbulence)定義：當(dāng)他閱歷某種完全無(wú)法預(yù)知的情況之時(shí)，他就會(huì)產(chǎn)生亂流。Definition: experiencing something totally unsettling that you cant predict.了解“亂流度能協(xié)助我們推知產(chǎn)業(yè)或消費(fèi)者，為何產(chǎn)生某種反響，以及如何協(xié)助他們處在比較溫馨的亂流 度中。亂流的來(lái)源 (Source of Turbulence)模棱兩可Ambiguity復(fù)雜Complexity似是而非Paradox不延續(xù)性Discontinuity不確定Uncertainty時(shí)機(jī)Opportunity驚奇Surprise亂流Turbulence=+=

3、亂流 (Turbulence)假設(shè)他習(xí)慣較低的亂流度，他會(huì)If we are personally more comfortable at lower levels of turbulence假設(shè)他習(xí)慣較高的亂流度，他會(huì)If we are personally more comfortable at higher levels of turbulence改動(dòng)改動(dòng)可以協(xié)助我們清楚的思索和分析企業(yè)、組織、或市場(chǎng)的變革判別和預(yù)測(cè)改動(dòng)的結(jié)果“Change can help us to understand and analyze changes that occur in organisation a

4、nd in the market.改動(dòng)的壓力清楚的遠(yuǎn)景改動(dòng)的才干可行的具體下一步改動(dòng)+繼續(xù)力+缺一不可You cant do without each one of them改動(dòng)的壓力Pressure forChange改動(dòng)的壓力Pressure forChange改動(dòng)的壓力Pressure forChange改動(dòng)的壓力Pressure forChange清楚的遠(yuǎn)景Clear SharedVision清楚的遠(yuǎn)景Clear SharedVision清楚的遠(yuǎn)景Clear SharedVision改動(dòng)的才干Capacity forChange改動(dòng)的才干Capacity forChange改動(dòng)的才干C

5、apacity forChange可行的具體下一步Actionablefirst Steps可行的具體下一步Actionablefirst Steps可行的具體下一步Actionablefirst Steps繼續(xù)力SustainedMomentum繼續(xù)力SustainedMomentum繼續(xù)力SustainedMomentum改動(dòng)的才干Capacity forChange可行的具體下一步Actionablefirst Steps繼續(xù)力SustainedMomentum清楚的遠(yuǎn)景Clear SharedVision不是優(yōu)先處置的事Bottom of the priority list隨意發(fā)生的事

6、Random & haphazard efforts焦慮和波折Anxiety & Frustration只需熱情別無(wú)他物Hot air & not much else頭重腳輕, 見(jiàn)光死A fast start that fizzles and dies+=+=+=+=+=購(gòu)買者Buyers供應(yīng)商Suppliers新進(jìn)入市場(chǎng)的要挾Treat of new entrants購(gòu)買者的議價(jià)才干Bargaining power of buyers供應(yīng)商的議價(jià)才干Bargaining power of suppliers替代品的要挾Threat of substitute products or serv

7、ices行業(yè)的競(jìng)爭(zhēng)者Industry competitors替代品Substitutes潛在的進(jìn)入者Potential entrants決議行業(yè)獲利的五大要素現(xiàn)存競(jìng)爭(zhēng)者密集度Intensify of RivalryW & LRef: TN/SM/STRMKTOL/rcBuyersSuppliersTreat of new entrantsBargaining power of buyersBargaining powerof suppliersThreat of substitutesIndustry competitorsSubstitutesNewentrantsIntensify of

8、RivalryEntry BarriersEconomics of scaleProprietary product differencesBrand identitySwitching costsCapital requirementsAccess to distributionAbsolute cost advantages - proprietary learning curve - access to necessary inputs - proprietary low-cost production designGovernment policyExpected retaliatio

9、nRivalry DeterminantsIndustry growthFixed (or storage) costs / value addedIntermittent overcapacityProduct differencesBrand identitySwitching costsConcentration and balanceInformational complexityDiversity of competitorsCorporate stakesExit barriersEntry BarriersDifferentiation of inputsSwitching co

10、sts of suppliers and firms in the industryPresence of substitute inputsSupplier concentrationImportance of volume to supplierCost relative to total purchases in the industryImpact of inputs on cost or differentiationThreat of forward integraion relative to threat of backward integration by firms in

11、the industryBargain leverageBuyer concentration versus firm concentrationBuyer volumeBuyer switching costs relative to firm switching costsBuyer informationAbility to backward integrateSubstitute productsPull-throughPrice sensitivityPrice/total purchasesProduct differencesBrand identityImpact on qua

12、lity/ performanceBuyer profitsDecision makers incentivesDeterminants of Buyer Power 競(jìng)爭(zhēng)對(duì)手無(wú)法趕上的競(jìng)爭(zhēng)優(yōu)勢(shì)這個(gè)工具協(xié)助我們思索目前的情況，明天的情況，和未來(lái)的情況。提示我們不要只去思索眼前的問(wèn)題，也能預(yù)留未來(lái)勝利的空間和方向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 broade

13、r view of the whole picture and to march on in a meaningful future direction.競(jìng)爭(zhēng)優(yōu)勢(shì)Competitive Edge比較性的優(yōu)點(diǎn)Comparative Advantage比較好Something better具競(jìng)爭(zhēng)性的優(yōu)點(diǎn)Competitive Advantage不同的特性讓我們的對(duì)手今日無(wú)法趕上我們Something different which competitors cant match today競(jìng)爭(zhēng)性的優(yōu)勢(shì)Competitive Edge競(jìng)爭(zhēng)者無(wú)法追上我們，由于消費(fèi)者的認(rèn)知已被我們改動(dòng)Competitor

14、s cant catch up because customers perceptions have been changed戰(zhàn)略的意圖想象一個(gè)遠(yuǎn)景Envisages a desired leadership方案達(dá)成遠(yuǎn)景的中間步驟Plans for the interim steps to get there如此可將組織的留意力放在 “求勝 的本質(zhì)上Focuses the attention of the organisation of the essence of winning例子 Example國(guó)泰航空不同階段的意圖營(yíng)運(yùn)OperationsCulture具競(jìng)爭(zhēng)力CompetitiveCu

15、lture顧客導(dǎo)向CustomerCulture本世紀(jì)最棒的航空公司Best of thedecade戰(zhàn)略的意圖: Cathay Pacific“We doa better jobOPERATION“BEST SQUABACOMPETITIVE“I always preferCathay Pacific CUSTOMERBEST AIRLINEOF DECADE1993/941994/95/961997/981999 九宮格: Urgency / Impact MatrixTh Strategic Issues Matrix is a simple tool for a group use t

16、o agree priorities between a number of issues or action proposals.Before rating each item, make sure the owner of the item clarifies it to the group so there are no misunderstandings.The group are invited to call their ratings for both impact and urgency.The score for impact should always be called

17、first then the score for urgency second.The facilitator should start with the marker on 5.5 position. Remember that we are looking for an average of all the calls. Resist the temptation to be overly influenced by the last call or by the call of the most senior person present. Listen for the calls of

18、 the most senior person present. Listen for the calls of the quieter members of the group. When there are no more bids, mark the point and move on.When the group is polarised on an issue, mark the minority view as well as the majority view. And give the minority a chance to bring it up again as a back wall issue.當(dāng)一群人有很多個(gè)想法，需求尋求優(yōu)先順序時(shí)運(yùn)用的工具Strategic Impact Matrix 戰(zhàn)略性沖擊方陣MONITORQUARTERLY每季監(jiān)看結(jié)果HALFYEARLYREVIEW半年后再看RECONSIDER以后再說(shuō)吧PLAN ONEMONTHRESPONSE一個(gè)月后做ALLOCATERESPONSIBLE-ITIES分派責(zé)任歸屬ANNUALREVIEW半年后再看