First, about traffic and branding.
Traffic and brand are basically "the same bed and different dreams", from the essence of logic is two parallel lines, each with its own way and abacus. Nowadays, 2C enterprises are basically inseparable from the connection with the channel platform, because the traffic of the channel platform is placed there, and if you don't do it, it is a "loss". But the "field" between channel platforms is actually different.
For example, Jingdong Taobao Pinduoduo, essentially a hypermarket, do sales is the focus, do not expect to help brand building, so it depends on how to sell goods exploded. Different farms match different marketing strategies, including delivery strategies. The key here must be to design which are channel brands, which are the core brands, the former must be to seize the channel to sell goods well, the more goods are sold, the better, products and promotion strategies first, and the latter must be brand strategies first, can not be bought and sold with a hammer. How to sell goods well? Make the path of user decision making simple, simple, and simple again, and compress their decision space to the extreme.
The essential logic of Pinduoduo is cheap. The essential logic of live streaming is also cheap. Both channels have countless users, and if you don't occupy them, your friendly forces will occupy them. So it is not a question of whether to occupy or not, but how to occupy. This is a enclosure battle for a large number of users, directly testing the product strategy and market promotion strategy. The four words of Jingdong's earliest slogan are particularly good: how fast and good to save. This is also the logic of the enclosure war of massive users. When you do, there is a "crowding out effect". Further, whether it is Pinduoduo or live e-commerce, it is essentially a hypermarket, not a brand field. So, how to use them to sell goods well is the first priority: the traffic efficiency model is crucial. This model is not only considered in terms of input-output ratio, but also better than designed to be cost-benefit at the overall organizational level.
At the same time, it must be clearly considered that not all products are suitable for Pinduoduo and live broadcast channels, standardized products and user strong cognition (no need for additional user education cost investment) are the most suitable for traffic channels, ant soldiers, take the amount, do the momentum.
So, what is a brand? Brands do not talk about cost performance, only talk about compound interest, only talk about premium, only talk about rigidity. You must not use your own advantage products or rigid products to do premium actions on traffic channels. The best position for brand building is in the WeChat ecological environment, especially the position of the public self-media matrix and the video number matrix, as well as its own main station. These are all related to brand building, but also to the construction of private domain traffic: the pre-emptive activation premise is classification and adaptation actions.
Different channels, different logics, different playing styles, and naturally different goals, tasks and assessments. The traffic dividend is also not the same as the brand dividend. The best way is to go hand in hand with each other and have synergy, but it is more important to do it separately, do it deeply, and dig deep vertically, not horizontally.
For 2C enterprises, the activation and conversion of inventory traffic is an indispensable battle. WeChat, Douyin and Pinduoduo are the other three important battles, which I personally believe are no less than the three major battles during the Liberation War. However, due to the difference in each other's playing style and goals and focus points, it is necessary to divide and seek. The "1+3" campaign is also for "increments", not just stocks. In the battle, it will naturally involve turning non-users into users, turning users into accurate users, turning non-rigid users into just-needed users, and turning just-needed users into accurate just-learning users, which is closely related to user operation, is a "technical activity", but also a "strategic work", and tests patience.
Second, about the advanced and backward.
In the matter of traffic and brand, it is necessary to motivate advanced, stabilize the middle, and replace backward. Effectively allocating limited resources to advanced channels, advanced projects, and advanced teams, and turning "good" into "better" is to do addition. At the same time, it is necessary to drastically replace backward projects and backward teams and reduce resource allocation.
These all involve financial models, as well as the unit cost of the unit income obtained, as well as the design of revenue as the anchor and profit as the assessment index.
In fact, advanced and backward are also "the same bed and different dreams".
Third, about resources and resource allocation.
Of course, whether it is traffic or brand, it involves resource allocation, and the leverage of resources and effective allocation of resources must be in the hands of the company, and it must be allocated to the advantage areas first under the premise of aggregation, and it cannot be expected to "go hand in hand". At the same time, if the product can have a hierarchical strategy and the corresponding market precision strategy, it will be able to release more power. "Same bed, different dreams" is the inevitable norm, don't try to change it, but use it well. In addition, the "three-three system" adopted by Lin Biao in the first war is also applicable to the three sides of product, market and delivery when enterprises fight - this is a design problem of organizational support mechanism, which will not be discussed in this article.
In short, the content written above is the enterprise's "same bed and different dream" thing, how to turn the "same bed and different dream" thing into a good thing, one is the need for design thinking, one is the need for effective organization and configuration of resources, these two are the core considerations of enterprises in market operations, indispensable. If you do it, you may not have a good result. But if you don't do it, it will definitely be worse. Or to paraphrase the golden circle thinking that Munger exalted: why, how, what – why? How? What about it? It all starts with why.
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