OgilvyInteractiveworldwide1奥美网络行销集团内部作业说明Oct 2002OgilvyInteractive2内容提要l服务项目l组织结构l人员职责l工作详述l项目流程OgilvyInteractive3服务项目顾问传播连接l 生意机会及市场空间分析l 品牌检视及发展l 用户行为分析，网络调查l 企划并设计如何利用互联网及互联网媒体l 电子商务工程建设l 系统及数据库建设l 整合行销l 网上关系行销l 创意l 内容l 信息系统建设l 制作l 技术开发l 互联网媒体l 网站及互联网媒体l 高效的网络出版和个性化的系统l 与原有系统整合l 客户服务从应答中心向以网络为基础的自助方式转换l 适时的平面印刷品传播方案企划开发执行OgilvyInteractive4组织结构业务企划部Account Section创意制作部Creavtive Section技术工程部Technology Section业务企划总监Account Directior业务企划经理Account Manager业务企划助理Account Executive创作总监Creative Directior美术指导Art Director文案Copy Writer设计Designer技术总监Executive Engineer工程师Engineer技术助理Technical Executive制作Production业务企划部Account Section创意制作部Creavtive Section技术工程部Technology Section客户Client12453OgilvyInteractive5人员职责-业务企划部l角色扮演：l客户的策略顾问、网络行销/直效行销方案顾问l客户管理，财务管理l项目管理l技能要求：l业务企划总监：发展提案、策略分析、资源规划、预算控制l业务企划经理：网站结构规划、竞争分析、项目目标及时间管理、内部工作协调l业务企划助理：搜集资料、发展调研、项目步骤跟踪管理OgilvyInteractive6人员职责-创意制作部l角色扮演：l创意策略及内容开发方向顾问l所有文字及视觉内容的发展和执行l技能要求：l创意总监：发展创意概念l美术指导、文案：视觉效果指导、文字内容撰写、翻译l设计：l高级：模版设计、三维及动画设计、特殊效果设计l中级：页面设计、FLASH制作、音效编辑l初级(制作)：页面制作、数字音效制作、测试OgilvyInteractive7人员职责-技术工程部l角色扮演：l技术开发方向顾问l所有系统和程序的编写、建立和测试l技能要求：l技术总监：信息技术规划和建议l工程师：软件开发、系统整合（集成？）l技术助理：技术成形及建立、测试OgilvyInteractive8工作详述-阶段1：策略发展（2周）工作内容客户业务创作技术l合同 l工作进度预估 l调研问卷 l用户模式 l目标及要求l策略简报 l创意简报 l功能简报 l技术简报 l内容计划初稿 l网站结构图 l技术规格 l工作进度确认 l预算确认 OgilvyInteractive9工作详述-阶段2：创意发展（2周）工作内容客户业务创作技术l网站内容确定 l内容组织进度 l内容发展 l内容整理与编写 l设计概念初稿 l视觉/浏览/界面设计 l模拟网站 l工作模型（执行版）OgilvyInteractive10工作详述-阶段3：技术开发（3周）工作内容客户业务创作开发l内容制作 l系统/程序完成 l测试 l内部调试 l测试 l内部调试 l内部网站完成 OgilvyInteractive11工作详述-阶段4：网站交付（1周）工作内容客户业务创作技术l网站内容固定 l外部展示 l外部测试 l网站测试 l文件/模版 l交付前检查 l网站交付 l策略评估 l网站维护 OgilvyInteractive12项目流程客户工作简报业务人员开工作卡发展网络行销策略提报预算(顾问&执行)客户确认预算项目小组内部简报网络行销策略形成CFE调研功能设计简报创意工作简报媒体计划网站测试明细表创意策略发展确定执行方案客户确认创意概念用户描述网站结构图技术规格内容计划工作进度详细估价网站建设供应商落实文案与设计前端技术制作后端技术制作模拟网站业务人员开发票客户付款使用测试ALPHA 站测试客户确认BETA 站测试客户确认交付前检查最终内部网站网站发布策略评估网站维护OgilvyInteractive13Project FlowClient BriefOpen Job No.by AEDevelop i-StrategyEstimate(Consult&Implement)Client ConfirmTeam Brief-Assignmenti-StrategyCFE ResearchFunctional DesignCreative BriefDevelop i-MediaQA ChecklistCreative Develop.Implimentation PlanClient ConfirmCreative ConceptUser ModelSite MapTechnical Specs.Content PlanWorking ScheduleProduction EstimateImplementationSettle PartnersCopy&DesignFrontend ProductionBackend ProductionPrototype SiteInvoice by AEClient PaymentUsability TestAlpha SiteTestingClient ConfirmBeta SiteTestingClient ConfirmPreflight CheckFinal Internal SiteLaunchStrategy AssessmentWeb Site MaintenanceOgilvyInteractiveworldwide14&OgilvyInteractive15lIn the beginning was the idealIdea 是一切的起源OgilvyInteractive16Our Simple Selling Model一厢情愿的贩卖模式努力卖OgilvyInteractive17The Frequent Result 常有的结果OgilvyInteractive18lSimplisticl简易land l但lRiskyl高风险lModelOgilvyInteractive19OgilvyInteractive20OgilvyInteractive21If the idea isnt bought,we have all wasted our time如果idea没卖掉,我们都浪费了时间lIS WEL2-7/96OgilvyInteractive22lFive lStepl ModelOgilvyInteractive23FOUR BASIC QUESTIONSlWhat question are we addressing?lWhat is our main message in answer to the question?lWhat are we trying to do?lInform?lPersuade?lReassure?lInspire?lEntertain?lWhat do we want the target audience to do as a result?OgilvyInteractive24OgilvyInteractive25What are we trying to do?l*Give information*Gain agreementl*Obtain information*Spur actionl*Build understanding*Neutralise resistanceOgilvyInteractive26HAVE WE DEFINED OURTARGET AUDIENCE?OgilvyInteractive27l*Decision makerwill need less detaill*Opinion leaderl*Implementorswill need more detaill*Expertsl*Second guesserwill need a harder selll(of decision makers view)and the offer of support.What is their role?OgilvyInteractive28What frame of mind are they in?他们的心态是什麽?Z Z Z zl*Apatheticl冷漠OgilvyInteractive29Z Z Z zl*Apatheticl冷漠OgilvyInteractive30Z Z Z z*Hostile敌意敌意l*Apatheticl冷漠OgilvyInteractive31Z Z Z z*Hostile敌意敌意l*Apatheticl冷漠OgilvyInteractive32What frame of mind?Z Z Z z*Hostile敌意敌意l*Apatheticl冷漠OgilvyInteractive33Apathetics 冷漠型lWHY?为何?lPoisoned by previous presentationsl被以前的经验毒害了!lSaturated on the subjectl对这个话题已听得不想再听lPoor physical environmentl身体状况很差Z Z Z zOgilvyInteractive34What you have to do你得怎麽做l引起兴趣,保持他们的热情.l打动他们的心.l快点进入正题l把过程戏剧化,视觉化l让他们要采取的行动容易些Z Z Z zOgilvyInteractive35Sophisticates 老练型lWHY?为何?lSeen it before 以前看过lNon-expert to expert 非专家做专家提案lSubordinate to superior 下对上lPeer to peer 平辈间OgilvyInteractive36What you have to do你得怎麽做l让他们用全新的角度看待你,及你的idea.l让他们了解你的专业程度.l尽量做到最好l如您知道的l引用权威的话OgilvyInteractive37Hostiles 敌意型lWHY?为何?l觉得被威胁l对你评价不高或对你的出身有质疑l怀疑你的动机l文化的阻隔OgilvyInteractive38What you have to do你得怎麽办?l找出他们对你有敌意的原因l显示你了解他们的处境l建立共通的关注焦点l举例l保持冷静-你一动思他们就会杀了你l不要期望事情太快有变化OgilvyInteractive39Critically interestedslWHY?为何?l专业对专业l理性导向l期望你证明你的说法OgilvyInteractive40What you have to do你得怎麽办lShow benefits 呈现利益点lCover all options objectively 中立lPresent factually&non emotionally 事实而非情感OgilvyInteractive41Enthusiasts 热情派lWHY?为何?lAlready sold and motivated lIdea已被接受lAccept you and your messagel你说的都算OgilvyInteractive42What you have to do你得怎麽做lReinforce their beliefs 增强信心lGo light on pure information and proofs l淡淡的卖,呈现证据lGo heavy on colour and emotion 色彩和情感OgilvyInteractive43Exercise:PaperclipOgilvyInteractive44ONE CORE IDEAOUR MAIN MESSAGEOgilvyInteractive45OgilvyInteractive46REPORT/INFORM FORMATlSubjectlBackgroundlInformation index(what Im going to tell you)lInformationlRecap/Summarise(what Ive told you)lMeaning/action what I want you to do or understand as a resultOgilvyInteractive47Report/Inform ExampleOgilvyInteractive48Persuasion:Problem FormatOgilvyInteractive49Persuasion:Problem FormatOgilvyInteractive50Persuasion:Idea FormatOgilvyInteractiveworldwide51HOW PERSUASIVE ARE YOU?EXERCISEOgilvyInteractive52Persuasion:Idea FormatOgilvyInteractive53Five Kinds of EvidencelPersonal experience l lAnalogy l lJudgement of expert(Quotes)lExample l lStatistics/Facts OgilvyInteractive54Five Kinds of EvidencelPersonal experiencelTalk first person.Relive.Act out.Most interesting and unique evidence.Gives emotional dimension.lAnalogylCompares dissimilar things using like or as.Allows you to exaggerate a point without offending the intelligence of your audience.lJudgement of expert(Quotes)lWhich listeners will recognise as an authority.If they dont know,credentialise the expert before your quote.lExamplelSpecific.Where key factors are similar(eg,overseas market).lStatistics/FactslWhat we usually think of as evidence.Visualise statistics if you can.OgilvyInteractive55Slow Build to a Grand FinaleOgilvyInteractive56Slow Build to a Grand FinaleOgilvyInteractive57Slow Build to a Grand FinaleOgilvyInteractive58Slow Build to a Grand FinaleOgilvyInteractive59Slow Build to a Grand FinaleOgilvyInteractive60Slow Build to a Grand FinaleOgilvyInteractive61Here It Is and We Are ExcitedOgilvyInteractive62Here It Is and We Are ExcitedOgilvyInteractive63Here It Is and We Are ExcitedOgilvyInteractive64Here It Is and We Are ExcitedOgilvyInteractive65Here It Is and We Are ExcitedOgilvyInteractive66The Tell em FormatlTell em what youre going to tell themlTell emlTell em what youve told themlEnsures three exposures to the main messageOgilvyInteractive67Planning Cycle FormatWhere arewe now?What canwe reach?Are weGetting there?How do weget there?OgilvyInteractiveworldwide68Matching Your Communication Style to Your Clients Preferred Thinking ModeVersion 1.0 5/96OgilvyInteractive69VisualslWordslSeeEnvisionReflectShowlViewWatchBrightPerceivelPreviewPictureIllustrateSurveylClearHighlightPerspectiveLooklFocusOgilvyInteractive70lWordslSaySpeakAskTelllExpressInquireToneMentionlHearStaticAccentTalklRingResonateSoundRemarkAuditoriesOgilvyInteractive71lWordslFeelImpressGrabHitlTouchSufferHandleTacklelRubPressureGraspKnowlAffectIntuitKinestheticsOgilvyInteractive72lOne on OnelMatch your style to the style of your client.lGrouplMake sure that you cover all styles in the group.If you dont some will feel excluded.How to Develop TrustOgilvyInteractive73Exercise:Paperclips RevisitedOgilvyInteractive74lFive lStepl ModelOgilvyInteractive75lYou can never bore someone into buying your ideaOgilvyInteractive76lFive lStepl ModelOgilvyInteractive77OgilvyInteractive78People are More Likely to Listen to Someone who:lThey respect and trust.lIs enthusiastic.Believes in the idea.lGiven them an idea they value.lSpeaks in a language they understand.lMakes them feel comfortable.lDresses and behaves in a way that is generally in keeping with their expectations.lPresents in a lively way.lKnows when to stop.OgilvyInteractive79lIs clearly organisedlShows the idea clearlylExplains and interprets itlEmphasises key and difficult pointslBrings the points to lifelEncourages and responds to questionsListeners are more Likely to Listen to a Presentation that:OgilvyInteractiveworldwide80Active ListeningVersion 1.1 5/96OgilvyInteractive81lSend reinforcementslwere going to advanceConfusionOgilvyInteractive82DistortionOgilvyInteractive83lActive ListeningLevel of ListeningOgilvyInteractive84Hearing with half an earGiving into day dreams and fantasiesExploring tangentsZappingEssentially passiveDrifting in&outOgilvyInteractive85Appearing to pay attention and listen intentlyHearing words but not making the effort to understand the speakers intentReally only slightly concentratingMaking a bit of an effortThe yes dear syndromeTracking wordsOgilvyInteractive86Paying attentionListening non judgementallyTrying to read the intentionUnderstanding the feelingsProcessing what is being saidl-Notingl-Checking backl-Physical signalsl-Eye contactActive ListeningOgilvyInteractive87OgilvyInteractive88OgilvyInteractive89OgilvyInteractive90The Rehearsal CurveOgilvyInteractive91Paying attentionListening non judgementallyTrying to read the intentionUnderstanding the feelingsProcessing what is being saidl-Notingl-Checking backl-Physical signalsl-Eye contactActive ListeningOgilvyInteractive92Defeating the Rehearsal CurveOgilvyInteractive93lThe work youve just sold deserves the highest level of listening.lListen actively and non-judgementally to your clients response.lForce yourself to take notes of key points and then return quickly.lAvoid surfing the rehearsal curve.Listening:SummaryOgilvyInteractive94lThey judge that the presenter really cares about their businesslThe idea seems right because of the support offeredlMajor concerns have been satisfactorily addressedlTheir input has been incorporated in some way into the ideaPeople Are More Likely to Accept Ideas when:OgilvyInteractive95lFive lStepl ModelOgilvyInteractive96lThey are asked to act on itlThe action required is not too much troublelThey have previous positive experience with the originator of the idealIt meets their needs better than other optionslThe benefits to them outweigh the riskslThey will be part of the implementation processPeople Are More Likely to Act on an Ideas when:OgilvyInteractive97Preparing the wayOgilvyInteractive98Preparing the wayOgilvyInteractive99Preparing the wayOgilvyInteractive100Preparing the wayOgilvyInteractive101lKnow who they arelKnow what we want from themlHave decided our core idea and supportslHave worked out how to prepare the wayl THEN WE ARE PREPARED TO GO OUT AND FIGHT THE REAL ENEMYOnce we.OgilvyInteractive102lOurselvesOgilvyInteractive103lThe frame of BuyinglImpeccable logiclEnergy&enthusiasmlBe YourselfOgilvyInteractive104lKnow when to stopOgilvyInteractiveworldwide105&OgilvyInteractive106lIn the beginning was the idealIdea 是一切的起源OgilvyInteractive107Our Simple Selling Model一厢情愿的贩卖模式努力卖OgilvyInteractive108The Frequent Result 常有的结果OgilvyInteractive109lSimplisticl简易land l但lRiskyl高风险lModelOgilvyInteractive110OgilvyInteractive111OgilvyInteractive112If the idea isnt bought,we have all wasted our time如果idea没卖掉,我们都浪费了时间lIS WEL2-7/96OgilvyInteractive113lFive lStepl ModelOgilvyInteractive114FOUR BASIC QUESTIONSlWhat question are we addressing?lWhat is our main message in answer to the question?lWhat are we trying to do?lInform?lPersuade?lReassure?lInspire?lEntertain?lWhat do we want the target audience to do as a result?OgilvyInteractive115OgilvyInteractive116What are we trying to do?l*Give information*Gain agreementl*Obtain information*Spur actionl*Build understanding*Neutralise resistanceOgilvyInteractive117HAVE WE DEFINED OURTARGET AUDIENCE?OgilvyInteractive118l*Decision makerwill need less detaill*Opinion leaderl*Implementorswill need more detaill*Expertsl*Second guesserwill need a harder selll(of decision makers view)and the offer of support.What is their role?OgilvyInteractive119What frame of mind are they in?他们的心态是什麽?Z Z Z zl*Apatheticl冷漠OgilvyInteractive120Z Z Z zl*Apatheticl冷漠OgilvyInteractive121Z Z Z z*Hostile敌意敌意l*Apatheticl冷漠OgilvyInteractive122Z Z Z z*Hostile敌意敌意l*Apatheticl冷漠OgilvyInteractive123What frame of mind?Z Z Z z*Hostile敌意敌意l*Apatheticl冷漠OgilvyInteractive124Apathetics 冷漠型lWHY?为何?lPoisoned by previous presentationsl被以前的经验毒害了!lSaturated on the subjectl对这个话题已听得不想再听lPoor physical environmentl身体状况很差Z Z Z zOgilvyInteractive125What you have to do你得怎麽做l引起兴趣,保持他们的热情.l打动他们的心.l快点进入正题l把过程戏剧化,视觉化l让他们要采取的行动容易些Z Z Z zOgilvyInteractive126Sophisticates 老练型lWHY?为何?lSeen it before 以前看过lNon-expert to expert 非专家做专家提案lSubordinate to superior 下对上lPeer to peer 平辈间OgilvyInteractive127What you have to do你得怎麽做l让他们用全新的角度看待你,及你的idea.l让他们了解你的专业程度.l尽量做到最好l如您知道的l引用权威的话OgilvyInteractive128Hostiles 敌意型lWHY?为何?l觉得被威胁l对你评价不高或对你的出身有质疑l怀疑你的动机l文化的阻隔OgilvyInteractive129What you have to do你得怎麽办?l找出他们对你有敌意的原因l显示你了解他们的处境l建立共通的关注焦点l举例l保持冷静-你一动思他们就会杀了你l不要期望事情太快有变化OgilvyInteractive130Critically interestedslWHY?为何?l专业对专业l理性导向l期望你证明你的说法OgilvyInteractive131What you have to do你得怎麽办lShow benefits 呈现利益点lCover all options objectively 中立lPresent factually&non emotionally 事实而非情感OgilvyInteractive132Enthusiasts 热情派lWHY?为何?lAlready sold and motivated lIdea已被接受lAccept you and your messagel你说的都算OgilvyInteractive133What you have to do你得怎麽做lReinforce their beliefs 增强信心lGo light on pure information and proofs l淡淡的卖,呈现证据lGo heavy on colour and emotion 色彩和情感OgilvyInteractive134Exercise:PaperclipOgilvyInteractive135ONE CORE IDEAOUR MAIN MESSAGEOgilvyInteractive136OgilvyInteractive137REPORT/INFORM FORMATlSubjectlBackgroundlInformation index(what Im going to tell you)lInformationlRecap/Summarise(what Ive told you)lMeaning/action what I want you to do or understand as a resultOgilvyInteractive138Report/Inform ExampleOgilvyInteractive139Persuasion:Problem FormatOgilvyInteractive140Persuasion:Problem FormatOgilvyInteractive141Persuasion:Idea FormatOgilvyInteractiveworldwide142HOW PERSUASIVE ARE YOU?EXERCISEOgilvyInteractive143Persuasion:Idea FormatOgilvyInteractive144Five Kinds of EvidencelPersonal experience l lAnalogy l lJudgement of expert(Quotes)lExample l lStatistics/Facts OgilvyInteractive145Five Kinds of EvidencelPersonal experiencelTalk first person.Relive.Act out.Most interesting and unique evidence.Gives emotional dimension.lAnalogylCompares dissimilar things using like or as.Allows you to exaggerate a point without offending the intelligence of your audience.lJudgement of expert(Quotes)lWhich listeners will recognise as an authority.If they dont know,credentialise the expert before your quote.lExamplelSpecific.Where key factors are similar(eg,overseas market).lStatistics/FactslWhat we usually think of as evidence.Visualise statistics if you can.OgilvyInteractive146Slow Build to a Grand FinaleOgilvyInteractive147Slow Build to a Grand FinaleOgilvyInteractive148Slow Build to a Grand FinaleOgilvyInteractive149Slow Build to a Grand FinaleOgilvyInteractive150Slow Build to a Grand FinaleOgilvyInteractive151Slow Build to a Grand FinaleOgilvyInteractive152Here It Is and We Are ExcitedOgilvyInteractive153Here It Is and We Are ExcitedOgilvyInteractive154Here It Is and We Are ExcitedOgilvyInteractive155Here It Is and We Are ExcitedOgilvyInteractive156Here It Is and We Are ExcitedOgilvyInteractive157The Tell em FormatlTell em what youre going to tell themlTell emlTell em what youve told themlEnsures three exposures to the main messageOgilvyInteractive158Planning Cycle FormatWhere arewe now?What canwe reach?Are weGetting there?How do weget there?OgilvyInteractiveworldwide159Matching Your Communication Style to Your Clients Preferred Thinking ModeVersion 1.0 5/96OgilvyInteractive160VisualslWordslSeeEnvisionReflectShowlViewWatchBrightPerceivelPreviewPictureIllustrateSurveylClearHighlightPerspectiveLooklFocusOgilvyInteractive161lWordslSaySpeakAskTelllExpressInquireToneMentionlHearStaticAccentTalklRingResonateSoundRemarkAuditoriesOgilvyInteractive162lWordslFeelImpressGrabHitlTouchSufferHandleTacklelRubPressureGraspKnowlAffectIntuitKinestheticsOgilvyInteractive163lOne on OnelMatch your style to the style of your client.lGrouplMake sure that you cover all styles in the group.If you dont some will feel excluded.How to Develop TrustOgilvyInteractive164Exercise:Paperclips RevisitedOgilvyInteractive165lFive lStepl ModelOgilvyInteractive166lYou can never bore someone into buying your ideaOgilvyInteractive167lFive lStepl ModelOgilvyInteractive168OgilvyInteractive169People are More Likely to Listen to Someone who:lThey respect and trust.lIs enthusiastic.Believes in the idea.lGiven them an idea they value.lSpeaks in a language they understand.lMakes them feel comfortable.lDresses and behaves in a way that is generally in keeping with their expectations.lPresents in a lively way.lKnows when to stop.OgilvyInteractive170lIs clearly organisedlShows the idea clearlylExplains and interprets itlEmphasises key and difficult pointslBrings the points to lifelEncourages and responds to questionsListeners are more Likely to Listen to a Presentation that:OgilvyInteractiveworldwide171Active ListeningVersion 1.1 5/96OgilvyInteractive172lSend reinforcementslwere going to advanceConfusionOgilvyInteractive173DistortionOgilvyInteractive174lActive ListeningLevel of ListeningOgilvyInteractive175Hearing with half an earGiving into day dreams and fantasiesExploring tangentsZappingEssentially passiveDrifting in&outOgilvyInteractive176Appearing to pay attention and listen intentlyHearing words but not making the effort to understand the speakers intentReally only slightly concentratingMaking a bit of an effortThe yes dear syndromeTracking wordsOgilvyInteractive177Paying attentionListening non judgementallyTrying to read the intentionUnderstanding the feelingsProcessing what is being saidl-Notingl-Checking backl-Physical signalsl-Eye contactActive ListeningOgilvyInteractive178OgilvyInteractive179OgilvyInteractive180OgilvyInteractive181The Rehearsal CurveOgilvyInteractive182Paying attentionListening non judgementallyTrying to read the intentionUnderstanding the feelingsProcessing what is being saidl-Notingl-Checking backl-Physical signalsl-Eye contactActive ListeningOgilvyInteractive183Defeating the Rehearsal CurveOgilvyInteractive184lThe work youve just sold deserves the highest level of listening.lListen actively and non-judgementally to your clients response.lForce yourself to take notes of key points and then return quickly.lAvoid surfing the rehearsal curve.Listening:SummaryOgilvyInteractive185lThey judge that the presenter really cares about their businesslThe idea seems right because of the support offeredlMajor concerns have been satisfactorily addressedlTheir input has been incorporated in some way into the ideaPeople Are More Likely to Accept Ideas when:OgilvyInteractive186lFive lStepl ModelOgilvyInteractive187lThey are asked to act on itlThe action required is not too much troublelThey have previous positive experience with the originator of the idealIt meets their needs better than other optionslThe benefits to them outweigh the riskslThey will be part of the implementation processPeople Are More Likely to Act on an Ideas when:OgilvyInteractive188Preparing the wayOgilvyInteractive189Preparing the wayOgilvyInteractive190Preparing the wayOgilvyInteractive191Preparing the wayOgilvyInteractive192lKnow who they arelKnow what we want from themlHave decided our core idea and supportslHave worked out how to prepare the wayl THEN WE ARE PREPARED TO GO OUT AND FIGHT THE REAL ENEMYOnce we.OgilvyInterac。