策略行销工具箱Strategic Marketing Tool Box(1) Jean Lin September 1998 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 Asia Pacific 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 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。 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 can’t 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