Key Concepts
1. Everyone is a marketer.
不只是 marketing guys 負責 marketing, 其他單位同仁, 例如 RD, 也都需要有 marketing 的觀念, 如此相關同仁才能夠做對的事而不只是把事情做對, 並實際從 marketing 層面對產品及客戶作出影響及貢獻.
2. Want it all.
舉例來說, I want 100% of 5%, not 5% of 100%.
清楚定義哪 5%. 如何贏得那 5%.
Focus. 想清楚要做什麼, 不做什麼.3. It's a combat operation.
快速反應, 因為客戶及競爭對手的反應難以預測.
1st strike: 局部小試一下. 通常無法第一次就剛好命中目標.
2nd strkie: 調整方向, 再試一次.
要有 3rd strike 的準備.4. Watch absent killers.
思考新事物、新技術出現時的 impact. 例如 wearable device 的出現對於 smart phone 的影響.
在不明確的情況下就要設法作出判斷.
從 (組織) 外往 (組織) 內思考.
一般策略: 改善現有產品.
Excellent 策略: back to the basics. 設法瞭解客戶的需求 (e.g. 設計實驗), 從本質作出革命性的改變.
貼近客戶, 瞭解客戶的 business, 和客戶講共同的語言.5. Most valuable assets.
最重要的資產是客戶對你的信任.
有形的資產: product. Produt is equation of spec. and price. Product 基本上是愈來愈便宜.
無形的資產: knowledge, experience, value, judgement.
客戶滿意度 survey: 問最滿意的前 20% 客戶: 滿意的原因, 複製作法讓其他 80% 客戶也感到滿意. 找出客戶滿意和業績的關聯性.
Lead customer: know a little more than customer. 指引未來的方向.
Create customer experience. 體驗是無可取代的.6. Rethink your business continuously.
你今天所熟悉的作法, 未來不見得仍然適用.
你今天所不重視的商機, 可能是明日之星.
思考邏輯
1. Structured thinking
2. Fact-based thinking
思考 business nature
1. the core nature of business
Define your mission statement.
導出要做什麼, 不做什麼.
舉例: 7-11: 賣貨架空間; Google: 賣廣告; Starbucks: 賣 life style.2. the key assets or capabilities that customers will pay for
3. the thing that company must do well
思考 market positioning
By product life cycle
(graph via Wiki)Market attractiveness (BCG matrix)
(graph by Ericmelse)Market share by revenues
Market share by product segment (e.g. high-end, mid-end, low-end)
Market share by customer type (e.g. tier one, tier two, tier three)
Market share by profit
Growth comparison (compare market growth with company B growth, company B growth...)
Customer wallet share
思考:
1. Why am I here?
2. Do I want to be here?
3. Should I be in elsewhere?
4. Find the gap
Know your customer
1. Who are they?
2. What do they want? (met demands, unmet demands, potential demands)
3. How do they choose vendors? (critical success factors)
Business Combat Plan
1. Check your weapons (what can and can't I do?)
SWOT analysis2. Form strategies (what's the best use of my weapons?)
Strategy: 可達標, 可執行的計劃.
舉例: Airbus: 所有機型駕駛艙皆相同 (降低飛行員訓練成本及時數).
Customers
1. Economic buyer 採購決策者
2. Technical buyer 技術把關者
3. User 使用者
4. Coach 內部指導者
Benefit statement
客戶要買的不是產品或功能 (feature), 而是買產品帶來的好處 (benefit).
Financial Justification
量化使用效益.
詳細, 具體.
以金額表達.
舉例: man power saving: $monthly salary * # of month * # of people involvedfaster time to market: $unit price * # of sales units per month * # of monthHigher sales volume: $unit price * # of extra sales units per month
和成本相比較.
客觀, 合理.
Objection Handling
Identify real reason of objection.
Keep your competitors in mind.
Listen before answering.
Do not make any assumption.
Show your empathy.
Closing
Find a conclusion that mutually agree.
Any agreement to move on is a good closing.
You will be able to close if you clear all legitimate concerns.
Win-win is a must.
延伸閱讀
[閱讀筆記] 策略概論 (The Concept of Strategy)
