奥美策略工具.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,O&M,Ref:TN/SM/STRMKTOL/rc,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,BASIC TOOLKIT,WHY,WHAT,WHO,I,乱流,改变,五大要素,九宫格,AEIOU,竞争优势,策略意图,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:experiencing something totally unsettling that you cant 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。,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,乱流,Turbulence,=,+,+,+,=,=,乱流,(Turbulence),如果你习惯较低的乱流度，你会,If we are personally more comfortable,at lower levels of turbulence,如果你习惯较高的乱流度，你会,If we are personally more comfortable,at higher levels of turbulence,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”can help us to understand and analyze changes that occur in organisation and in the market.,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,You cant do without each one of them,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,清楚的远景,Clear Shared,Vision,清楚的远景,Clear Shared,Vision,改变的能力,Capacity for,Change,改变的能力,Capacity for,Change,改变的能力,Capacity for,Change,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,持续力,Sustained,Momentum,持续力,Sustained,Momentum,持续力,Sustained,Momentum,改变的能力,Capacity for,Change,可行的具,体下一步,Actionable,first Steps,持续力,Sustained,Momentum,清楚的远景,Clear Shared,Vision,不是优先处理的事,Bottom of the priority list,随意发生的事,Random&haphazard efforts,焦虑和挫折,Anxiety&Frustration,只有热情别无他物,Hot air&not much else,头重脚轻,见光死,A fast start that fizzles and dies,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,+,+,+,+,=,购买者,Buyers,供应商,Suppliers,新进入市场的威胁,Treat of new entrants,购买者的议价能力,Bargaining power of buyers,供应商的,议价能力,Bargaining power of suppliers,替代品的威胁,Threat of substitute products or services,行业的竞争者,Industry competitors,替代品,Substitutes,潜在的进入者,Potential entrants,决定行业获利的五大要素,现存竞争者密集度,Intensify of Rivalry,O&M,Ref:TN/SM/STRMKTOL/rc,Hot air&not much else,Listen for the calls of the quieter members of the group.,If we are personally more comfortable,AAdministration 行政管理才能,Competitive,EEntrepreneur 创业家的精神,Bargaining power of buyers,Listen for the calls of the most senior person present.,Switching costs,of suppliers,Clear Shared,Entry Barriers,Threat of forward integraion relative to threat,Buyers,Suppliers,Treat of new entrants,Bargaining power,of buyers,Bargaining power,of suppliers,Threat of substitutes,Industry competitors,Substitutes,New,entrants,Intensify of Rivalry,Entry Barriers,Economics of scale,Proprietary product differences,Brand identity,Switching costs,Capital requirements,Access to distribution,Absolute cost advantages,-proprietary learning curve,-access to necessary inputs,-proprietary low-cost production design,Government policy,Expected retaliation,Rivalry Determinants,Industry growth,Fixed(or storage)costs/value added,Intermittent overcapacity,Product differences,Brand identity,Switching costs,Concentration and balance,Informational complexity,Diversity of competitors,Corporate stakes,Exit barriers,Entry Barriers,Differentiation of inputs,Switching costs of suppliers and firms in,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,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,Pull-through,Price sensitivity,Price/total purchases,Product differences,Brand identity,Impact on quality/,performance,Buyer profits,Decision makers,incentives,Determinants of Buyer Power,first Steps,Expected retaliation,-proprietary low-cost production design,Treat of new entrants,现存竞争者密集度Intensify of Rivalry,firm concentration,Expected retaliation,竞争对手无法赶上的竞争优势,“BEST SQUABA”,Cost relative to total purchases in the industry,at higher levels of turbulence,to firm switching costs,如果你习惯较高的乱流度，你会,Decision makers,4 5 6,策略的意图:Cathay Pacific,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。,Resist the temptation to be overly influenced by the last call or by the call of the most senior person present.,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.,竞争优势,Competitive Edge,比较性的优点,Comparative Advantage,比较好,”,Something better,具竞争性的长处,Competitive Advantage,不同的特性让我们的对手今日无法赶上我们,Something different,which competitors,cant match today,竞争性的优势,Competitive Edge,竞争者无法追上我们，因为消费者的认知已被我们改变,Competitors cant catch up because customers perceptions have been changed,策略的意图,想象一个远景,Envisages a desired leadership,计划达成远景的中间步骤,Plans for the interim steps to get there,如此可将组织的注意力放在,“,求胜,”,的本质上,Focuses the attention of the organisation of the essence of winning,例子,Example,国泰航空不同阶段的意图,营运,Operations,Culture,具竞争力,Competitive,Culture,顾客导向,Customer,Culture,本世纪最棒的,航空公司,Best of the,decade,策略的意图,:Cathay Pacific,“We do,a better job”,OPERATION,“BEST SQUABA”,COMPETITIVE,“I always prefer,Cathay Pacific”,CUSTOMER,BEST AIRLINE,OF DECADE,1993/94,1994/95/96,1997/98,1999,九宫格,:Urgency/Impact Matrix,Th Strategic Issues Matrix is a simple tool for a group use to 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 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 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.,当一群人有很多个想法，需要寻求优先顺序时使用的工具,Strategic Impact Matrix,策略性冲击方阵,MONITOR,QUARTERLY,每季监看结果,HALF,YEARLY,REVIEW,半年后再看,RECONSIDER,以后再说吧,PLAN ONE,MONTH,RESPONSE,一个月后做,ALLOCATE,RESPONSIBLE-,ITIES,分派责任归属,ANNUAL,REVIEW,半年后再看,ACT NOW,现在做,PLAN THREE,MONTH,RESPONSE,三个月后做,MONITOR,QUARTERLY,每季监看结果,7,8,9,4,5,6,1,2,3,U,R,G,E,N,C,Y,紧,急,度,1 2 3,4 5 6,7 8 9,IMPORTANCE,重要度,AEIOU,团队合作的五大元素,AAdministration,行政管理才能,EEntrepreneur,创业家的精神,IIntegration,整合的能力,OOutput,产出的能力,UUnderstanding,了解周围环境的能力,I,团队合作,AEIOU,好的团队必须具备上述的人才及专长,才有可能顺利前行,当你已经拥有清楚的策略意图时,必须思考运用那一种人力资源是最值得和最有效的,I,