Dictation: Ma Xuejun Chairman of Shenzhen Bei easy Technology Co., Ltd
Yu Lei, president of the Strategic Positioning Research Institute of Houde and the father of positioning, Trout, pioneered positioning education
Editor: Zhang Qiyu
On July 15, 2021, "Double Easy", which focuses on smart portable massager products, successfully landed on the Science and Technology Innovation Board of the Shanghai Stock Exchange. The opening price of the stock on the same day was 160.00 yuan, an increase of 584% over the issue price of 27.40 yuan, which directly made the "portable massager" market, a category in the big health industry, enter people's vision.
Many people marveled at the ease of soaring, but many more were surprised that they had also experienced 3 consecutive years of stagnation.
In 2016, Ma Xuejun, the founder of Be easy, found Yu Lei, president of the Houde Strategic Positioning Research Institute, and reached a cooperation.
Official data show that in the three years from 2018 to 2020, Douban easily broke through stagnation in one fell swoop and achieved a compound annual growth rate of 30.6%.
How to break the deadlock? How to break through the bottleneck? How to fight back under the impact of the epidemic? These have become a concern for more entrepreneurs.
Therefore, shortly after the listing of Bei easy, Daojun invited Yu Lei, the president of the Houde Strategic Positioning Research Institute, who has provided positioning consulting services for Bei easy for 6 years, to conduct an exclusive interview and deeply explore the business logic behind The stagnant performance of Bei Easy to the high progress, see the article "Opening 500%, Double Easy Break Through the Bottleneck, 3 Secrets of High Progress".
Recently, the "Strategic Positioning Landing Counseling Camp" created by Zhenghe Island and Teacher Lei ushered in the last study.
The "Strategic Positioning Landing Counseling Camp" lasted for three months, detailed explanation of the positioning consulting process and tools worth tens of millions of dollars, by Mr. Yu Lei and Su Lijun, senior positioning consultants who had worked with Mr. Trout, one by one, "positioning direction and strategic designation" two rounds of strategic research and counseling, reducing the cost of trial and error of enterprises.
As the final activity of the counseling camp, this study will lead the trainees to deeply enter a model enterprise of positioning management and learn experience and lessons in the real positioning practice.
Therefore, under the leadership of Mr. Yu Lei, we had the opportunity to come to the headquarters of Bei easy in Shenzhen, and directly talk to Mr. Ma Xuejun, founder and chairman of Bei Easy, discuss the innovation, positioning and mission of the enterprise, and experience the great changes brought by strategic positioning to Bei Easy.
Innovation also has "boundaries"
Zhenghe Island: First of all, we would like to ask Mr. Ma. Founded in 2000, Be easy has always been very invested in technological innovation and has many advantages, but looking back on these 21 years, we find that Double Easy has also faced the challenge of stagnant performance. What was the situation?
Ma Xuejun: During that time, we made some products, and we felt that they were doing very well and were very beautiful, but when they were selling, we found that they were not very good to sell.
It is found that on the one hand, we have invested too much in the research and development of new products, and on the other hand, we cannot put down existing products.
In the end, we made a change: only 10-15% of the R&D expenditure was used to develop future products, and most of the rest of the energy was put back on the iteration, upgrading and transformation of existing products.
It was also at this time that we met Mr. Yu Lei and began to cooperate, and together we sorted out the double ease from top to bottom. It's also amazing to think that when we want to make a change, the teacher who guides us appears.
ZhengheDao: Then we also asked Teacher Yu Lei to talk about it, when you first came into contact with Ma Zong, what kind of judgment did you make from a professional point of view about the situation at that time?
Yu Lei: Ma is always an entrepreneur who is particularly focused on doing things and especially likes innovation among the many positioning customers we have come into contact with.
I am particularly impressed that during that time in 2016, as soon as we met, Mr. Ma would always take out a new product from his bag and ask me: Teacher Yu, you see, how about my product?
Everyone should know that the endowment of the entrepreneur will bring the endowment of the enterprise. Mr. Ma especially likes innovation, so we see that the whole enterprise likes innovation.
But many companies will face a problem in innovation: innovation has no boundaries and does not have a core.
I was initially at the Double Easy booth and saw more than 160 products, and I was surprised by this number, when Mr. Cai said, "Teacher Yu, this is only a part. ”
Double easy has always been pulled by the habit of "innovation", but too many products may confuse the eyes.
Later, we decided to clarify one point together: What are the mainstream needs of customers?
Think clearly at the critical moment: strategic positioning, stop at one
Zhenghe Island: "Clear customer mainstream needs", we know that there are a lot of enterprises with this demand, but suffering from not knowing where to start, Ma Zong and Yu Lei teacher can you share with us how you operate specifically?
Yu Lei: From bookstores to shopping malls to MALL, the customer needs of Beiyi have been "explored", but there has been no focus on the core needs. If the customer's needs are not accurate enough, there is no focus on the entire business operation.
Therefore, we first combined the pain points of people at present, identified the shoulders, neck and waist, and the core group of eye fatigue, to alleviate the pain of this part of the people and solve the problem for them.
Digging deeper into this part of the customer's needs, we found that they don't look for a brand for their head, neck and shoulders.
Then we are thinking about what kind of concept can be used to meet the needs of customers. That is, the "one" that we are going to find, the core, is fixed there.
Regarding this "one", I have easily mentioned "head", "eye", "neck", and even "local massager", and I have also thought of "portable", but I have never been able to settle down.
Why can't it be decided?
Here's a positioning principle that hasn't been broken: you've never identified your core competitors.
In fact, the real core competitor of Double Easy is the massage chair.
Massage chairs have developed in China for nearly 30 years, and customers already have a perception of "massage chairs" in their hearts. When you think of "massage", you think of "massage chair", and when you think of "massage chair", you think of "massager". On the customer's mental side, these are grouped together.
Later, we thought that the massage chair meant being too big and too bulky, so the opposite of it was portable.
We quickly worked with the team to finalize this strategic direction, and all portable massage equipment that can relieve fatigue is in line with our strategic direction.
And then for six years, it ended at this "one."
Ma Xuejun: Teacher Yu Lei said it very accurately.
For a while, we kept thinking, what is our position? Head massager? Neck massager? Or an eye massager?
We ourselves have been working with OSIM for a long time, and by comparing with them, we find that Doubly Easy is exactly the opposite of them: they do big, we do small; they do not move, we do move; they do wired, we do wireless.
Contrary to the movement of the Tao, this is the positioning that teaches us. Seeing the opposite of the opponent gives yourself a lot of space. We also found a very favorable opposite.
In fact, we have found the word "portable massager" ourselves, but we did not firmly use it well, and Teacher Yu distilled the word from many of our keywords, deepened and optimized it.
Settle down! It's hard to do.
The external environment is always changing, and when the inner is not firm enough, you actually need a teacher to help you settle down. Once you've settled down, eh, you'll find that you've changed.
Masawajima: That's the way it is. Another thing we are curious about is that in 2016, We made the decision to position the transformation easily and found the "one", but such a transformation means that we need to give up a lot of things and solve some new problems. For example, more than 160 products to be reduced to more than 10 models, in this subtraction process, is there a big fluctuation in sales?
Ma Xuejun: More than 160 models were actually not cleared at once, and they were slowly refined in the process.
In fact, customer needs to be managed and controlled, and if you keep walking around the needs, you will be very tired. Enterprise energy is limited, so it is necessary to spend energy to develop a fine product, to be fine, fine to become bigger.
Yu Lei: How business and products should be focused, this question is indeed a question that many entrepreneurs are very concerned about.
There are two basic principles:
First, first make a big increment and chase first-class opportunities.
For example, double easy to seize the airport high-speed rail store, chase the neck massager this product series, through the capture of opportunities and bigger increments, enhance the confidence of the team, in order to solve the stock problem by the way.
Second, first do cognitive focus, and then do operation focus.
For example, in 2017-2018, we recommend that Bei easy to renovate and build new stores, especially new airport high-speed rail stores, at the observation point of 180 degrees outside the store, so that customers can see at first glance should be strategic cognitive products - "neck" products, offline stores and online communication should focus on this. After achieving cognitive focus in communication, internal operations can gradually make trade-offs and focus.
Zhenghe Island: Speaking of Double Easy to seize the airport high-speed rail store, we know that the channel is very important for the brand and sales, why did The easy choice to focus on the airport high-speed rail store in the offline layout?
Ma Xuejun: This is also very closely related to brand positioning.
We first laid out in bookstores, and the products were dedicated to alleviating students' eye fatigue, until later we found that in fact, white-collar workers in the eye market will be a little bigger.
Be easy has a history of development, from bookstores, to shopping malls, to MALL, to airports, high-speed rail, and so on. The whole process can be as long as 7 years, and the industry is also changing.
Initially communicating with Mr. Yu Lei, he found that the sales of some of our airports and high-speed rail stores were very good. He reminded us to step up our efforts and seize this opportunity.
The store we opened for a month was almost half a mall and half an airport. Teacher Yu reminded us that since the opportunity of the airport high-speed rail store is there, we must concentrate on pursuing it.
So we concentrated and opened 30-40 airport high-speed rail stores a year. Although the cost is high, the effect is obvious. Although the upfront profit was weak, in the process, we established the reputation of the brand.
We didn't have much advertising costs. But at the airport, the number of people walking through our store every day is about 2,000-3,000, so there are 100,000 people in a month, and more than one million people in a year.
In fact, we are building our own traffic.
While making money, you can also accumulate traffic, which forms a very interesting format, a virtuous circle. Thanks to Teacher Yu Lei, who helped us make this positioning.
Yu Lei: Many times, we do a new type of product, it is difficult for customers to understand, at this time there is a very good way is to find a group of customers first, create them.
Such a customer base is not a random search, and it should be carefully screened.
In 2016-2017, we found that There is a group of customers who are very special, most of them are business people who have massage chairs at home.
This kind of person first of all has a cognitive demand for massagers, and secondly has the ability to consume, and their choice of Double Easy also helps us realize that the core advantage of Double Easy is to make up for the lack of bulky and difficult to carry the massage chair.
Many of the consumption scenarios of such business people are in airports and high-speed rail stores, and their needs for business trips and journeys have also strengthened the portability advantage of doubly easy products.
Therefore, focusing on the layout of airports and high-speed rail stores is a good opportunity for Belittle to create a customer base, open up the market, and consolidate the brand.
For many companies that create new categories, it is difficult to establish cognition from 0, so that the method of creating a group of customers first can often do more with less.
Zhenghe Island: We can see that the layout of the airport high-speed rail store has indeed brought rapid growth and development to the Believice brand, but since it is an offline channel, it is inevitable to be affected by the epidemic, or the impact of the airport high-speed rail store will only be worse. In such a situation, Bei easy not only did not depressed, but also successfully listed, can you share with us the story behind this?
Yu Lei: The epidemic is really much more serious than expected. On the sixth day of the first lunar month in 2020, before I officially went to work, Ma Zong and I communicated this issue online.
Beijing Capital Airport, the annual passenger flow is about 100 million passengers, Shenzhen is about 80 million passengers, the Spring Festival is the peak period of travel. However, during the critical period of the epidemic in the first half of last year, the daily passenger flow at the capital airport was less than 20,000 people, a decline of nearly 90%. At that time, we judged that this situation may not be saved. The decline in airport high-speed rail traffic is nationwide.
At this time, the opportunity appeared online.
Everyone works and shops from home. The e-commerce team with a foundation of Bei easy is very experienced in itself, and the entire team of Bei Easy is a very practical and capable team, so the response is fast and seizes the online outlet.
Of course, this also benefits from the end of 2019, in fact, our matching on the double easy online has been basically completed, and the plan is to seize a core - "eye" products, open the online market, and use eye fatigue to use double ease.
From the initial layout of the epidemic online, to May, the online increase in a short period of time made up for the impact of the epidemic.
This prompts us to really seize new opportunities in the light of the new situation.
Ma Xuejun: At that time, the reaction was indeed very fast, and adjustments were made quickly.
Online customers are somewhat different from offline. Online products are cheaper and maintain the orientation of white-collar workers; offline stores are mainly high-end business people. There is a difference between these two aspects, especially when it comes to products.
I remember that at that time, live broadcasting was our most basic action, and at the same time, we had to choose a certain time to carry out community explosion, which really brought a lot of changes to our overall brand.
Under the mission, all things are born
Zhenghe Island: In fact, the transformation of offline to online should resonate with many of our island relatives, and everyone is facing this problem. From offline to online, the scenarios we face and the needs of customers are changing, but behind these changes, from the perspective of "stop at one" positioning, what can not be changed?
Yu Lei: Looking back at the case of Doubly Easy, from 2016 to 2021, nearly six years, we find that at different stages, the operational activities of enterprises are different.
From the perspective of positioning, what remains unchanged is actually to take the position of the category in the customer's heart as the core, and constantly evolve, iterate and upgrade in products and services.
Change is inseparable.
Ma Xuejun: From the perspective of an enterprise, I think it is a mission.
We are an innovative company, and we are eager to break through and innovate in our bones. We also revere the natural law of "working at sunrise and resting at sunset".
The law of man, the law of the earth, the law of heaven, the way of heaven, the law of nature, all the contents of human activities revolve around nature.
However, the more developed technology, the farther away people are from nature.
So, our mission is to do what is good for human health.
All of our employees will go to study Chinese medicine and take the Chinese medicine certificate. For example, when we sell meridian guns, we will tell customers how to massage their backs through products. We do it by combining knowledge with products.
Another point is to learn from your opponents. For example, the rival company found Wang Yibo's endorsement, and through studying it, we analyzed how to extract points that meet the characteristics of the Brand of Be easy from the spokesperson Xiao Zhan. As a result, our endorsement sales are very good.
After the positioning is set, you will find that in the face of competition, there is no need to be afraid, and all competitive brands are actually helping themselves to grow. Even the opponents are helping us do the "healthy" thing. When things get bigger, our mission can be realized.
This mission used to be very vague, but now we are clear. Whether it's doing business or doing something, be sure to find your own positioning, find a location, and set it down.
When you are fixed internally, the outside can grow. If you do this today and that tomorrow, the outside won't change.
I am interested in the study of writing.
If you look at this "fixed" word, there is a treasure cover on the top, and the bottom is "stop at one", stop at one place, this "one", too important.
For 20 years, Bei easy has been doing the "healthy" thing, has been doing massagers, making small massagers, doing portable small massagers.
On this one thing, when you settle down, the outside begins to grow.
Therefore, less is more.
The word "bit" is also, the meaning of "ground" below, the top is actually a "person" stretched out, that is, where the person stands, it should be fixed. But we also find that a lot of people around us are constantly changing around external opportunities.
For Beahuman, whether it is health or branding, we have persevered.
Finally, let's look at a word together. This "正" character for Masawa Island.
Write "one" first.
The same is true of a company, you must first set the position and write down "one"; then vertically a "one", do a thing vertically; next, a horizontal form a "down" word.
This is the same as sleeping, you sleep late at night, sleep shallow, the energy during the day is shallow. This is true of many things, first "down" and then "up", in order to be "positive".
This coincides with the core concept of positioning. The least part, the most deciding thing, stops at one. It must be "stopped" in order to "go up".
Double easy positioning, it is through this process. Today we have a mission to "do what is good for human health," and then under the mission, everything is born.
Editor's Note
We often talk about the "heart" of doing things, from the heart, to see in the action.
For such an influential group of entrepreneurs, the slightest deviation of the heart will be magnified into the behavior by tens of millions of times.
Only those entrepreneurs who are truly determined in their hearts have the energy to accumulate thick and thin and make great progress, and their considerations, decisions, and actions will have a common underlying logic.
The establishment of Bei easy is derived from Ma Xuejun's heart about health, whether it is extensive research and development of different products, or focus on the main products, its core has not changed:
"Do what is good for human health", a simple and straightforward sentence.
Therefore, although it has experienced a period of "research and development disorder" in the eyes of outsiders, the energy of Doubly Easy has never stopped accumulating, and once it finds the correct positioning and strategic focus, the company immediately makes a hole and makes great progress.
Focus on more than 160 models carefully developed to more than 10 models, bet all channels on high-cost airport high-speed rail stores in a short period of time, and turn the front line under the sudden outbreak of the epidemic for three months to equalize the losses of physical stores...
Boldness must come from faith, and Doubly Easy's heart may be far more determined than we can see.
"Less is more", so determined, thought-provoking.
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