Found a very interesting phenomenon, the Yangtze River Delta region heavy brand, the Pearl River Delta region heavy product research and development.
Customers in the Pearl River Delta region spend a lot of money on research and development, mold opening, patent protection, and finally when investing in brand building, they are often reluctant to spend money.
Customers in the Yangtze River Delta region are just the opposite, they will choose a factory with core technology in the Pearl River Delta, OEM, OEM, and invest more money in brand building, consumer research and operation optimization.
In the end, it will be found that most of the new consumer brands are concentrated in the Yangtze River Delta region, but it is difficult for the bosses in the Pearl River Delta to do the brand, so that the pricing power, brand premium and profit are controlled by the brand bosses in the Yangtze River Delta, and the Pearl River Delta has become the bottom layer of the smile curve of the industrial ecological chain.
As marketing professor Theodore Levitt puts it, "People don't want a 1/4-inch drill, they want a 1/4-inch hole." ”
Users do not want to buy a product or service, but to bring the product and service into life and complete a certain task.
In fact, the PRD bosses ignore this and simply focus on producing "better products" and fall into the "stack fallacy"
This means that technicians pay too much attention to their own technology, and the root cause of contempt for this technology is the tendency to solve user problems and obtain ideal downstream applications. They don't empathize with what users at the top of the product really want. There is a disconnect between them and the actual context in which the product is used by the user.
Therefore, for many enterprises, thinking with "task thinking" will have a more fundamental impact than "product thinking" - to explore what tasks users have completed and what improvements have been achieved after bringing your products into life.