經(jīng)典營銷廣告案例-文庫吧資料
2025-01-16 11:16本頁面
【正文】 ed 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 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. 當一群人有很多個想法，需要尋求優(yōu)先順序時使用的工具 O M Ref: TN/SM/STRMKTOL/rc 18 Strategic Impact Matrix 策略性沖擊方陣 MONITOR QUARTERLY 每季監(jiān)看結果 HALF YEARLY REVIEW 半年后再看 RECONSIDER 以后再說吧 PLAN ONE MONTH RESPONSE 一個月后做 ALLOCATE RESPONSIBLE ITIES 分派責任歸屬 ANNUAL REVIEW 半年后再看 ACT NOW 現(xiàn)在做 PLAN THREE MONTH RESPONSE 三個月后做 MONITOR QUARTERLY 每季監(jiān)看結果 7 8 9 4 5 6 1 2 3 U R G E N C Y 緊 急 度 1 2 3 4 5 6 7 8 9 IMPORTANCE 重要度 O M Ref: TN/SM/STRMKTOL/rc 19 AEIOU 團隊合作的五大元素 A Administration 行政管理才能 E Entrepreneur 創(chuàng)業(yè)家的精神 I Integration 整合的能力 O Output 產(chǎn)出的能力 U Understanding 了解周圍環(huán)境的能力 I O M Ref: TN/SM/STRMKTOL/rc 20 團隊合作 AEIOU 好的團隊必須具備上述的人才及專長 才有可能順利前行 當你已經(jīng)擁有清楚的策略意圖時 必須思考運用那一種人力資源是最值得和最有效的 I O M Ref: TN/SM/STRMKTOL/rc 21 ? 靜夜四無鄰，荒居舊業(yè)貧。 O M Ref: TN/SM/STRMKTOL/rc 4 亂流的來源 (Source of Turbulence) 模棱兩可 Ambiguity 復雜 Complexity 似是而非 Paradox 不連續(xù)性 Discontinuity 不確定 Uncertainty 機會 Opportunity 驚奇 Surprise 亂流 Turbulence = + + + = = O M Ref: TN/SM/STRMKTOL/rc 5 亂流 (Turbulence) 亂流度T u r b u l e n c e L e v e l1 2 3 4 5世界W o r l d重覆的R e p e t i t i v e擴展的E x p a n d i n g改變的C h a n g i n g不連續(xù)的D i s c o n t i n u o u s充滿驚奇的F u l l o f S u r p r i s e s事件E v e n t熟悉的F a m i l i a r可預測的P r e d i c t a b l e不連續(xù)的D i s c o n t i n u o u s只能做事後諸葛亮 P r e d i c t a b
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