Strategic Marketing

战略营销

本节中我要来重点讲述一个框架在本节中 我想要重点介绍一个框架 我想你们会发现这个框架有助于理解这个框架可以帮助你们了解 如何成为一个有竞争力的市场领导者如何有竞争力地思考 使自己成为业内的引领者 我要讲的内容是基于Tracy和Wiersema写的一本书 叫做《市场领导力》 我沿用了他们的框架 但是还是修改了其中一部分

So, in this section, what I want to focus on is an introduction of a, a framework that I think you'll find very useful for figuring out how to think competitively to become a leader in your market. And what I'm going to go over is based on a, a book that was written by Tracy and Wiersema it's called Market Leadership. And its based off of their framework, although I've adapted it some.

我视这套框架为图表或者战略工具 它是基于一套原则的 这些原则必须是正确的 而你必须相信这些原则 必须相信这些原则的真实性 这是一些十分强有力的原则和假设 我认为它们是没有争议的 而且它们表达得十分明确 总之 它们无可争议 为了使这一套框架有用 我们必须遵循这些原则 我常常提到 我常常提到 现在多数行业 现在多数行业进行的是以客户为中心的营销 绝大多数行业都采用了这种营销方式 因为行业竞争很激烈 而且是全球化的 面对大量的竞争者 赢得市场的唯一方式 就是以客户为中心 所以 原则一是框架里面很重要的一条 它的意思是 使用这套框架时 你必须假设自己明白客户需要什么 并且了解你的对手可能作出什么决策 你需要做的 是我刚刚说的“差异化原则” 你应该尽其所能 去提供比竞争对手更加优秀的客户价值 而实现这一点的前提 是充分了解市场 面对市场 你不能单凭猜 你需要做市场调查 然后 你才能了解消费者需求和竞争对手的动态 这就是原则一. 原则二 它是一个被明确定义的 是一个很绝对的假设 它假设 正如我在这里写的 客户有最终决定权 也就是说 客户将选择他们想要的 之所以说这个假设是严格的 我们假设客户的决策过程是这样的 首先 他们会查看市场上所有商品的 数据 价格和性质 由于信息量是在是太多了 他们无法面面俱到 所以在实际操作中 他们简单粗暴地把信息分成三大类 它们分别是 一 是运营因素 其中包括价格和成本 还有运输、服务质量和可靠性 上述这些也被理解为运营的因素 第二类 是产品特征和设计 包括产品特征 风格 创新 技术 第三类 它是否符合我的需求 它是否为我量身定做? 这就是所谓的客户有最终决定权 顾客考虑这三个方面 他们把商品带入这三类 然后给每一项打分 最后 他们会选定一个 他们最看重的维度 最终挑选一个在这个维度分数最高而在其他两个维度也表现很好的商品

And, the framework or the, well I'm going to think of it as kind of the graph or the strategic tool, is based on a set of principles. These principles have to be true and you have to believe in them in order for this framework to work. And they're very strong principles. They're very strong assumptions. I don't think they're that controversial, but they're not vague, they really are very strong, and in order for this technique to work, you really need to abide by them. And the first one is; that you have to know your markets. Now before I mentioned a lot of, most businesses are now in customer fosed market, customer focused marketing. That is the type of marketing most businesses are doing. because most businesses are very competitive, they're global. There's a lot of competition out there and the only way they're going to win in their market place is to focus on the customer. So, that's a very important principal in this framework, it says, in order to use this framework, we are going to assume that you know what your customers want. And furthermore, you know how your competitors are likely to react. And so what you are trying to do is what I mentioned that principle of differentiation. You're trying to find a way to provide customer value, better than the competition. And the only way you can really deliver this. Is to know your market. So you. And you can't just guess. You have to do market research and you have to really understand what your customers want and how your competition's likely to react. So that's the first principle. The second principle and this is where it's pretty, it's a pretty defined and pretty It's a definite assumption that's being made. And the assumption says and what I've written here is customers have the final say. And what that means is the customers are going to choose what they want. But the assumption is a strong assumption because we assume the customers go through this decision process. They look at all the data and all the values and all the attributes and all the products in the market. And, there's so much information out there. That they can't consider everything. And, so what they do is they kind of chunk a bunch of different things together into kind of three bundles. And the three bundles are. One is all sorts of operations factors. Which includes price and cost. But delivery, service, reliability, those, all of those kinds of things are considered operational things. The other bundle is product features or designs, so product attributes style, innovation, technology and they put that in another bundle. And the third bundle is. Whether or not it meets my needs, so is it customized to meet my needs? And what the customers have the final say says, is that customers look at these three, they kind of classify the products into these three bundles and they kind of give them a score in each one of these three dimensions. And then they decide which one of those dimensions is the most important to them and they pick the product that's the best on one of those dimensions and good enough on the other two.

意思是说你不能只在三个方面都做得不错 因为客户不会选择你这类“中庸”的产品 如果客户关心的是价格 他们不会选择价格合理的 而是会选择价格最低的 如果客户更在意设计 他们不会仅仅满足于尚可的设计 而是会倾向于选择自己认为最好的设计 或者 如果他们关注它契合自身需求的程度 他们就会选择最大程度满足本身需求的东西 只要这个产品 在另外两个属性还不算太差 这是一个很有力的假设 但是如果你仔细想想 它近似模拟了客户做出决定的方式

So, it's says, you can't be pretty good in all three of them. Because then the customer won't pick you but the customers going to pick something not that's kind, if they care about price they're not going to pick something that's kind of a good price they going to go for the lowest price or if they care about design it's not going to be something that's kind of good design, they're going to go for the very best design that they like the most. Or if they care about how much it meets their own needs, they're going to go for something that meets their needs the best, as long as the product delivers satisfactorily or good enough on the other two dimensions. So, that's a very strong assumption. But if you think about it, it kind of approximates the way customers make decisions.

如果你相信这个假设 即客户拥有最终决定权 并且他们选择在他们最关注的属性上做得最好的产品 并且他们选择在他们最关注的属性上做得最好的产品 这就意味着 如果你想成为所在市场的龙头 你最好在某一点上做到极致 同时另外两点上做到足够好 这应该是你的市场策略 一旦你决定致力于哪一方面 成为领军人物 那么就需要对你的企业架构进行调整以适应这个策略 包括对资源优先次序的排列 对资源分配方式的管理 以及公司雇员的类型 它会影响到你企业组织架构的方方面面 这样你才能提呈现给顾客全部的价值和质量 同时保证客户会对他们所重视的维度满意

If you believe that assumption, that the customers have the final say and they choose the product that delivers the best on the bundle of attributes they care the most about, that suggests that if you want to be the first in the markets that you serve. You better be the best at something and good enough at the other two things. And that should be your market strategy and once you decide on which type of thing you going to be the best at, the market leader at, then that have indications for the way you structure your business, the way you prioritize resources, the way you allocate resources, the type of people you hire into your company. It has all sorts of implications for your business organization so that you can deliver total value and total quality and guarantee the customer satisfaction on this dimension.

以上内容都是假设 我要介绍另一个概念 个概念我称之为公允价值 屏幕上的是一个价值图 纵轴上的是对消费者而言的相对成本 横轴代表的是相对收益 这张图说的是如果你提供更多的价值 客户会乐意支付更高的价格 如果你收取较低的价格 只要你所提供的是公平的 客户将会降低收益预期

So, those are the assumptions. Now, before I show you the framework I have to introduce one other concept and this concept is what I'm going to call, fair value. And what I have on the screen here is a value map. And you have on the vertical axis, relative costs to the customer. And on the horizontal axis, relative benefits. And what the map says is that if you offer more benefits, customers are willing to pay a higher price. If you charge a lower price, customers will expect fewer benefits, as long as what you offer appears to be fair.

如果你提供劣质的东西 低于公允价值 那么客户就不会发生购买行为 这种情况下 这个产品就不可能在市场上成功 由于你没有提供公允价值 这个产品就有可能被市场淘汰 这个框架就是说你需要在两方面提供公允价值 在你希望成为市场引领者的那一方面 提供高于公允价值的产品 请想象在这样一个市场里面 每个人都试图提供公允价值 同时也有人提供更高的价值 想想在该市场中会发生什么 在一个竞争激烈的市场里 某些企业会脱颖而出 我们说Apple的成功源于更好的设计 比如IPad 在其它维度上 它的价格是公允的 他们的平板电脑优于其它所有的产品 市场会怎么反应呢?

If you offer something inferior and it's not fair value, then customers won't buy that. So it, you won't make it in the market. You'll be, it'll be cancelled out of the market because you're not offering a fair value. And what the framework says is that you need to offer fair value on two of those bundles, but offer something better than fair value on one of the bundles, on the bundle you are going to be the leader on. So if you can imagine a marketplace where everybody is trying to deliver fair value and somebody is delivering something of superior value. Think about what's going to happen in that marketplace, in a very competitive market. Somebody comes out, let's say Apple comes out with a better design and so the iPad comes out and it's a much better design. It, it fair price on these other axis, but there are, their tablet is better than everything else. What happens in the marketplace?

每个企业都尽力去复制并弱化Apple在这一领域的优势 所以公允价值是一个感官的量 它不是静止的 它不断地向上移动 随着市场竞争日趋激烈 逐步移动到右下角 那么公允价值是随着时间不断变化的 虽然我说 你需要在某方面做到极致 同时在另外两方面提供公允价值的产品 问题是公允价值不是常数 作为竞争性反应的结果 它不断发生着改变

以上内容作为背景知识 这是框架 包含三点 一是卓越运营 二是性能优势 偏重于产品设计和风格 第三点是客户契合度 即给客户他们想要的东西 你要贴近客户需求 并且试着提供产品来回应他们的需求 因此这三条交叉线 就是公允价值线 现在我已经把他们对称地绘制在这个轴系上 但其实它不一定是对称的 如果你想使用这个框架 你需要 在你的市场环境内 找出与卓越运营有关的产品属性 并且划定其维度 以理解在你的市场内什么是卓越运营 你必须做类似的事 了解什么产品属性对客户来说是重要的 是设计 技术 不管是什么 那些属性到底是什么 划定该维度 你必须弄清楚 你的市场客制化程度有多高 并划定该维度 这是你要做的第一件事 关于这个框架你要做的第二件事是 预测公允价值在什么位置 这是该框架的最棘手的部分 每个维度客户的期望值是什么 把这些置于一个轴系内思考 例如x、 y和z轴 找到参照点或者公允价值线 在轴上的位置

And what happens is everybody tries to copy and mitigate the advantage. And so what happens is what's perceived to be fair value, that fair value line is not a static line. It's constantly moving up, moving to the lower right as the market gets more and more competitive. So what's fair value is constantly changing over time. So although I say what you need to do in this framework is to deliver the best of something and state fair value on the other two bundles, the problem is fair value's not a static constant concept. It's constantly changing as a function of competitive reaction. So, with that said as background, here's the framework. And here are the three bundles; one of them is operational excellence, the other's performance superiority, that's the bundle that delivers on product design and style. And the third is customer intimacy, which says give the customers what they want. And, you're intimate with customer needs and you try to deliver something that's responsive to their needs. And so the three crosshatches here are fair value lines. Now I had them drawn symmetrically on this axis, but it doesn't have to be symmetric. What you need to do is, if you want to use this framework. Is in your marketplace, figure out, what are the product attributes that relate to operational excellence in your market. And define that dimension. So that you understand what operational excellence is in your market. You have to do the same thing, or what are the product attributes that matter to the customer? Are they design, technology, whatever it is, what are those attributes and define that dimension. And then you have to figure out how much customization is there in your market and define that dimension. That's the first thing you do. The second thing you do with this framework, is anticipate where fair value is. This is the trickiest part of this framework. What are customers expectations on each. Think of these as axis. Like an x, y, and z axis. And where is the reference point or the fair value line on each of these axis points.

有时人们认为公允价值就是每家提供价值的平均值 但有时没人提供公允价值 比如说航空业 人们对公允价值的要求是准点到达 但我们都知道 少有航空公司能做到这一点 尽管这正是人们所期望的 而这个市场上绝大多数竞争者是低于公允价值的 有时候所有人提供的价值都高于公允价值 在许多成熟市场中 人们并不关心那些华而不实的方面 人们所提供的至少能满足需要 有些人做得更好 但人们甚至不在乎这些 因此 搞清楚公允价值在轴系上的位置很困难 你需要做市场调研

Sometimes people think about fair values, the average of what everybody offers. Sometimes fair value, nobody offers. Like for example, I would say in the airline business, people expect an operational excellence, constant on time arrival. And we know very few airlines deliver to that fair value. But that is. What I think people expect and I would say, most of the competitors in the market are below fair value. Sometimes, everybody's above fair value. In some mature markets, people don't care about some of the bells and whistles that come out. And everybody's delivering at least what they need. And some people more. But people didn't even care about that. So figuring out exactly where fair value is and each of these axis is a very tricky thing and you need market research to do that.

一旦找出公允价值的所在 接下来 就能找到在每条带有公允价值点的轴上 你的公司处于什么位置 在运营方面 你的公司是处于公允价值之上的吗? 在每条轴上 你是达到公允价值还是低于公允价值？ 然后 你要找出你的竞争者们在每一条轴上处于什么位置 接着你开始制定市场策略 你要考虑短期策略 长期战略 并且找到要打败竞争对手马上要做的事？ 在长期战略里 最终要实现的是在一个维度做到顶尖 在其他两个维度也做的不错 这是长期战略 而短期策略则不然 比如说 你的长期战略是成为顾客亲密型的 但你无法在运营中实现公允价值 因此 在短期内你可能会在运营中寻求公允价值的实现 但是在长期中 你要致力于成为顾客亲密型企业的领军人物 一旦你决定你的领导策略是什么 此后其将会对你在公司所做的一切产生影响 比如说 你是一个运营型公司 并且这是你的领导战略中希望达成的目标 这通常是一个非常层级化的战略 它意味着资源配置优先于信息技术等方面 如果你是一个性能优势型的公司 则往往更可能成为研究与开发型公司 你将会聘请那些有创造力的人 他们不喜欢层级分明 他们不喜欢自上而下的管理 你得给予他们足够的自由 而在客户亲密型的公司 你需要优先关注市场调研 客户知识 你可能需要一种咨询式的 肯定顾客需求的文化 你要让顾客优先 因此你一旦决定了你的领先战略 每一项都对公司的其它方面具有很大的影响

Once you figure out where your value is, on these, the next part is to plot, where your company is delivering, on each of these axes relative to fair value. Are you above fair value in operations? Are you meeting fair value or below fair value on each one of these axes? Then you figure out where you competition is on each one of these axes and then you start playing the market strategy game. You think about a short-term strategy, a long-term strategy and you figure out What should you be doing right now in order to beat the competition? And what you're ultimately looking for in a long term strategy is to be the best at one dimension and good enough on the other two. That's the long term strategy. In the short term it might be that let's say your long term strategy is to be customer intimate, but you're not at fair value in operations. So in the short term you might be looking to hit fair value in operations, but in the long term you're looking to be the leader in customer intimacy. And once you decide what your leadership strategy is then that has implications for everything you do in your firm. So for example if you are an operational company and that's what you want to be your leadership strategy, that tends to be a very hierarchical strategy that, with allocation of resources prioritized to information technology et cetera. If you are a performance superiority company, that tends to be more of an R and D company. You tend to hire kinds of people that are. Very innovative, they don't like structure, they don't like top-down organization, you really need to give them a lot of free reign. And in a customer intimacy, you really have to focus on prioritizing market research, customer knowledge and you kind of have a consulting, a yes culture. You have to let the customer come first. So each, once you decide on your leadership strategy has a lot of implications for the rest of the firm. [MUSIC].