策略行銷工具箱

StrategicMarketingToolBox(1)JeanLinSeptember1998MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy&Mather.CopyrightisretainedbyColinBenjaminandOgilvy&MatherAsiaPacificBASICTOOLKITWHYWHATWHOI亂流改變五大要素九宮格AEIOU競爭優勢策略意圖亂流(Turbulence)定義：當你經驗某種完全無法預知的狀況之時，你就會產生"亂流"。Definition:experiencingsomethingtotallyunsettlingthatyoucan’tpredict.了解“亂流度”能幫助我們推知產業或消費者，為何產生某種反應，以及如何幫助他們處在比較"舒適"的亂流度中。亂流的來源(SourceofTurbulence)模棱兩可Ambiguity復雜Complexity似是而非Paradox不連續性Discontinuity不確定Uncertainty機會Opportunity驚奇Surprise亂流Turbulence=+++==亂流(Turbulence)如果你習慣較低的亂流度，你會Ifwearepersonallymorecomfortableatlowerlevelsofturbulence如果你習慣較高的亂流度，你會Ifwearepersonallymorecomfortableathigherlevelsofturbulence

改變"改變"可以幫助我們清楚的思考和分析企業、組織、或市場的變革判斷和預測改變的結果“Change”canhelpustounderstandandanalyzechangesthatoccurinorganisationandinthemarket.改變的壓力清楚的遠景改變的能力可行的具體下一步改變+++持續力+缺一不可

Youcan’tdowithouteachoneofthem改變的壓力PressureforChange改變的壓力PressureforChange改變的壓力PressureforChange改變的壓力PressureforChange清楚的遠景ClearSharedVision清楚的遠景ClearSharedVision清楚的遠景ClearSharedVision改變的能力CapacityforChange改變的能力CapacityforChange改變的能力CapacityforChange可行的具體下一步ActionablefirstSteps可行的具體下一步ActionablefirstSteps可行的具體下一步ActionablefirstSteps持續力SustainedMomentum持續力SustainedMomentum持續力SustainedMomentum改變的能力CapacityforChange可行的具體下一步ActionablefirstSteps持續力SustainedMomentum清楚的遠景ClearSharedVision不是優先處理的事Bottomoftheprioritylist隨意發生的事Random&haphazardefforts焦慮和挫折Anxiety&Frustration只有熱情別無他物Hotair¬muchelse頭重腳輕,見光死Afaststartthatfizzlesanddies++++=++++=++++=++++=++++=購買者Buyers供應商Suppliers新進入市場的威脅Treatofnewentrants購買者的議價能力Bargainingpowerofbuyers供應商的議價能力Bargainingpowerofsuppliers替代品的威脅Threatofsubstituteproductsorservices行業的競爭者Industrycompetitors替代品Substitutes潛在的進入者Potentialentrants

決定行業獲利的五大要素

現存競爭者密集度IntensifyofRivalryO&MRef:TN/SM/STRMKTOL/rcBuyersSuppliersTreatofnewentrantsBargainingpowerofbuyersBargainingpowerofsuppliersThreatofsubstitutesIndustrycompetitorsSubstitutesNewentrantsIntensifyofRivalryEntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliationRivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersEntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustryBargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakers’incentivesDeterminantsofBuyerPower

競爭對手無法趕上的競爭優勢這個工具幫助我們思考目前的狀況，明天的狀況，和未來的狀況。提醒我們不要只去思考眼前的問題，也能預留未來勝利的空間和方向Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.競爭優勢

CompetitiveEdge比較性的優點ComparativeAdvantage"比較好”Somethingbetter具競爭性的長處CompetitiveAdvantage不同的特性讓我們的對手今日無法趕上我們Somethingdifferentwhichcompetitorscan'tmatchtoday競爭性的優勢CompetitiveEdge競爭者無法追上我們，因為消費者的認知已被我們改變Competitorscan’tcatchupbecausecustomers’perceptionshavebeenchanged

策略的意圖想象一個遠景 Envisagesadesiredleadership計劃達成遠景的中間步驟 Plansfortheinterimstepstogetthere如此可將組織的注意力放在“求勝”的本質上 Focusestheattentionoftheorganisationoftheessenceofwinning例子Example國泰航空不同階段的意圖營運OperationsCulture具競爭力CompetitiveCulture顧客導向CustomerCulture本世紀最棒的航空公司Bestofthedecade策略的意圖:CathayPacific“Wedoabetterjob”OPERATION“BESTSQUABA”COMPETITIVE“IalwayspreferCathayPacific”CUSTOMERBESTAIRLINEOFDECADE1993/941994/95/961997/981999

九宮格:Urgency/ImpactMatrixThStrategicIssuesMatrixisasimpletoolforagroupusetoagreeprioritiesbetweenanumberofissuesoractionproposals.Beforeratingeachitem,makesuretheowneroftheitemclarifiesittothegroupsotherearenomisunderstandings.Thegroupareinvitedtocalltheirratingsforbothimpactandurgency.Thescoreforimpactshouldalwaysbecalledfirstthenthescoreforurgencysecond.Thefacilitatorshouldstartwiththemarkeron5.5position.Rememberthatwearelookingforanaverageofallthecalls.Resistthetemptationtobeoverlyinfluencedbythelastcallorbythecallofthemostseniorpersonpresent.Listenforthecallsofthemostseniorpersonpresent.Listenforthecallsofthequietermembersofthegroup.Whentherearenomorebids,markthepointandmoveon.Whenthegroupispolarisedonanissue,marktheminorityviewaswellasthemajorityview.Andgivetheminorityachancetobringitupagainasabackwallissue.當一群人有很多個想法，需要尋求優先順序時使用的工具StrategicImpactMatrix

策略性沖擊方陣MONITORQUARTERLY每季監看結果HALFYEARLYREVIEW半年后再看RECONSIDER以后再說吧PLANONEMONTHRESPONSE一個月后做ALLOCATERESPONSIBLE-ITIES分派責任歸屬ANNUALREVIEW半年后再看ACTNOW現在做PLANTHREEMONTHRESPONSE三個月后做MONITORQUARTERLY每季監看結果789456123URGENCY緊急度123456789IMPORTANCE

重要度 AEIOU團隊合作的五大元素A Administration 行政管理才能E Entrepreneur 創業家的精神

I Integration 整合的能力O Output 產出的能力U Understanding 了解周圍環境的能力I

團隊合作AEIOU好的團隊必須具備上述的人才及專長才有可能順利前行當你已經擁有清楚的策略意圖時必須思考運用那一種人力資源是最值得和最有效的I9、春去春又回，新桃換舊符。在那桃花盛開的地方，在這醉人芬芳的季節，愿你生活像春天一樣陽光，心情像桃花一樣美麗，日子像桃子一樣甜蜜。2月-252月-25Thursday,February27,202510、人的志向通常和他們的能力成正比例。17:01:3417:01:3417:012/27/20255:01:34PM11、夫