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O&MRef:TN/SM/STRMKTOL/rc1策略行销工具箱StrategicMarketingToolBox(1)JeanLinSeptember1998MuchofthematerialinthisfilehasbeenjointlydevelopedbyColinBenjaminoftheHorizonsNetworkandIanStrachanofOgilvy&Mather.CopyrightisretainedbyColinBenjaminandOgilvy&MatherAsiaPacificO&MRef:TN/SM/STRMKTOL/rc2BASICTOOLKITWHYWHATWHOI乱流改变五大要素九宫格AEIOU竞争优势策略意图O&MRef:TN/SM/STRMKTOL/rc3乱流(Turbulence)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:experiencingsomethingtotallyunsettlingthatyoucan’tpredict.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。O&MRef:TN/SM/STRMKTOL/rc4乱流的来源(SourceofTurbulence)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=+++==O&MRef:TN/SM/STRMKTOL/rc5乱流(Turbulence)乱流度TurbulenceLevel12345世界World重覆的Repetitive扩展的Expanding改变的Changing不连续的Discontinuous充满惊奇的FullofSurprises事件Event熟悉的Familiar可预测的Predictable不连续的Discontinuous只能做事後诸葛亮Predictableaftertheevent无法预测的Unpredictable未来的可见性VisibilityofFuture清晰CrystalClear清楚Clear朦胧Fuzzy雾里看花Obscure一团迷雾Puzzling迈向未来的途径PathtoFuture康庄大道AnOpenRoad缓坡AGentleClimb不平的阶梯AnUnevenStaircase攀岩ARockClimb星际大战的光束旅行“BeamMeUpScotty”环境Environment稳定Stable反应Reactive可预期Anticipatory创业Entrepreneurial创造CreativeO&MRef:TN/SM/STRMKTOL/rc6如果你习惯较低的乱流度，你会Ifwearepersonallymorecomfortableatlowerlevelsofturbulence亂乱流度TurbulenceLevel12345你的感受HowWeTypicallyFeel满足Content舒适Comfortable有成就感Achieving焦虑Anxious歇斯底里Hysterical你的做法WhatWeTypicallyDo高枕无忧Sleepalot工作Work努力工作WorkHard想要取回控制TryToGetControl惊慌PanicO&MRef:TN/SM/STRMKTOL/rc7乱流度TurbulenceLevel12345你的感受HowWeTypicallyFeel挫折Cross&Frustrated无趣Bored有期待AsenseofAnticipation激动Excited挑战Challenged你的做法WhatWeTypicallyDo计画革命PlotRevolution埋怨Complain计画Plan突围Breakout突破Breakfree如果你习惯较高的乱流度，你会IfwearepersonallymorecomfortableathigherlevelsofturbulenceO&MRef:TN/SM/STRMKTOL/rc8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“Change”canhelpustounderstandandanalyzechangesthatoccurinorganisationandinthemarket.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Youcan’tdowithouteachoneofthem改变的压力PressureforChange改变的压力PressureforChange改变的压力PressureforChange改变的压力PressureforChange清楚的远景ClearSharedVision清楚的远景ClearSharedVision清楚的远景ClearSharedVision改变的能力CapacityforChange改变的能力CapacityforChange改变的能力CapacityforChange可行的具体下一步ActionablefirstSteps可行的具体下一步ActionablefirstSteps可行的具体下一步ActionablefirstSteps持续力SustainedMomentum持续力SustainedMomentum持续力SustainedMomentum改变的能力CapacityforChange可行的具体下一步ActionablefirstSteps持续力SustainedMomentum清楚的远景ClearSharedVision不是优先处理的事Bottomoftheprioritylist随意发生的事Random&haphazardefforts焦虑和挫折Anxiety&Frustration只有热情别无他物Hotair¬muchelse头重脚轻,见光死Afaststartthatfizzlesanddies++++=++++=++++=++++=++++=购买者Buyers供应商Suppliers新进入市场的威胁Treatofnewentrants购买者的议价能力Bargainingpowerofbuyers供应商的议价能力Bargainingpowerofsuppliers替代品的威胁Threatofsubstituteproductsorservices行业的竞争者Industrycompetitors替代品Substitutes潜在的进入者Potentialentrants决定行业获利的五大要素现存竞争者密集度IntensifyofRivalryO&MRef:TN/SM/STRMKTOL/rcBuyersSuppliersTreatofnewentrantsBargainingpowerofbuyersBargainingpowerofsuppliersThreatofsubstitutesIndustrycompetitorsSubstitutesNewentrantsIntensifyofRivalryEntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantages-proprietarylearningcurve-accesstonecessaryinputs-proprietarylow-costproductiondesignGovernmentpolicyExpectedretaliationRivalryDeterminantsIndustrygrowthFixed(orstorage)costs/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriersEntryBarriersDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportanceofvolumetosupplierCostrelativetototalpurchasesintheindustryImpactofinputsoncostordifferentiationThreatofforwardintegraionrelativetothreatofbackwardintegrationbyfirmsintheindustryBargainleverageBuyerconcentrationversusfirmconcentrationBuyervolumeBuyerswitchingcostsrelativetofirmswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivityPrice/totalpurchasesProductdifferencesBrandidentityImpactonquality/performanceBuyerprofitsDecisionmakers’incentivesDeterminantsofBuyerPowerO&MRef:TN/SM/STRMKTOL/rc12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Thistoolhelpsustoevaluatewherewearetoday,wherewillwebetomorrow,andwherewewillbeinthefuture.Itenablesustohaveabroaderviewofthewholepictureandtomarchoninameaningfulfuturedirection.O&MRef:TN/SM/STRMKTOL/rc13竞争优势CompetitiveEdge比较性的优点ComparativeAdvantage比较好”Somethingbetter具竞争性的长处CompetitiveAdvantage不同的特性让我们的对手今日无法赶上我们Somethingdifferentwhichcompetitorscan'tmatchtoday竞争性的优势CompetitiveEdge竞争者无法追上我们，因为消费者的认知已被我们改变Competitorscan’tcatchupbecausecustomers’perceptionshavebeenchangedO&MRef:TN/SM/STRMKTOL/rc14策略的意图想象一个远景Envisagesadesiredleadership计划达成远景的中间步骤Plansfortheinterimstepstogetthere如此可将组织的注意力放在“求胜”的本质上FocusestheattentionoftheorganisationoftheessenceofwinningO&MRef:TN/SM/STRMKTOL/rc15例子Example国泰航空不同阶段的意图营运OperationsCulture具竞争力Com