50 marketing models that planners must have in 2022

I have the model in hand and the idea.

If you don’t have ten or eight marketing models at hand, you are not called an experienced planner. Only with ideas can you buck the routine.

But models are just tools, they are used to clarify and extend our thinking, rather than being enslaved by them. Next I will share some of the models I often use.

The directory is as follows:

1. Pyramid Principle

2. 3W Golden Circle Rule

3. 5W2H Analysis

4.PDCA cycle

5. KISS review method

6. SWOT Analysis

7. STP

8. OIIC

9. 4P Marketing Theory

10. 4C Marketing Theory

11. AISAS

12. 3C Strategic Model

13. The right time, right place, and right people

14. PEST

15. OKR

16. HBG Penetration

17. AIPL

18. FAST

19. GROW

20. RFM

21. AARRR

22. MVP

23. P/MF

24. Maslow's Hierarchy of Needs

25. Porter's Five Forces Model

26. Boston Matrix

27. Ansoff Matrix

28. GE Matrix

29. Trinity Positioning

30. Category empowers brand positioning

31. Six-step method for data analysis

32. Content Marketing 5A Model

33. SMART principle

34. McKinsey’s Seven-Step Poetry Method

35. Kano model

36. RACI Model

37. Orchard Matrix

38. SCQA Model

39. Ogilvy’s Brand Positioning Triangle Model

40. Creative syllogism

41. Logic of the Upside-Down Triangle Solution

42. Brand Five Forces Model

43. First Principles

44. What has changed and what has not changed in investment

45. Supply side/demand side

46. ​​A/B Testing

47. The transmission is legal

48. Encoding/Decoding

49. User decision-making rational/emotional logic

50. Investment syllogism

1. Pyramid Principle

Applicable scenario: Proposal communication and thinking

Theoretical source: "The Pyramid Principle" by Barbara Minto of McKinsey

The logic of expression

State the conclusion first, then the arguments; summarize the reasons first, then the process.

The top of the tower has the smallest area, which means the conclusion can be stated in one or two sentences. The area of ​​the tower increases as it goes down, explaining the evidence for the conclusion. From top to bottom, state the argument first, then provide supporting evidence.

Follow four basic principles:

1. Conclusion first: express a central idea and put it first.

2. To unify the above: Each argument is a summary of the arguments at the next level.

3. Classification and grouping: The ideas of each group belong to the same logical category.

4. Logical progression: Each group of ideas is arranged in a certain logical order.

2.3W Golden Circle Rule

Applicable scenarios: underlying logic of thinking and business model

Theoretical source: Simon Sinek's "Start with Why"

People whose thinking mode is at the outermost level know what they want to do , but rarely think about how to do it better.

People in the middle know “how” to better accomplish tasks and goals, but rarely think about the reasons for doing so.

Only those who are at the center of the circle know clearly why they do this. Why is the core essence of doing this thing, and everything else revolves around this center.

3.5W2H Analysis

Applicable scenarios: Product launch, promotion, life planning

Theoretical source: US Army Ordnance Repair Department during World War II

5W2H is a relatively common problem analysis method. Almost everyone knows it, but it does not affect people from using it at all.

5W:

What： What is it? do what? What is the purpose?

Why: Why do it?

Who: Who will do it?

When: When to do it? When is the best time to do it?

Where: Where? Where to do it? Does it have to be done here?

2H:

How: How to do it? What is the method?

How Much: How much? How much? What is the input-output ratio?

Main advantages: (1) Clearly define and express problems, improving cognitive efficiency; (2) Grasp the core points at the same time without missing important information; (3) Easy to understand and use.

For example: Product launch

What: What kind of product is this? What is its selling point? Why: Why develop this product? Why should consumers buy it? Who: For whom is this product developed? When: When will this product be released? Where: Through which channels is this product sold? On which platforms is it broadcasted?

How: How to market this product? How Much: How much does this product cost? How much does it cost to promote?

4.PDCA cycle

Applicable scenario: project quality management

Theoretical source: Dr. Deming, an American quality management expert

The PDCA cycle, also known as the Deming cycle, is a scientific procedure that should be followed in total quality management.

P ( plan ): the goal of the plan.

D (Do): the content to be carried out to achieve the goal;

C (Check): Summarize the results of the execution plan, pay attention to the effects, and find out the problems.

A (Action): Process the results of the summary and inspection, affirm the successful experience and appropriately promote and standardize it; the lessons of failure need to be avoided to prevent their recurrence. Unresolved issues are carried forward to the next PDCA cycle.

5. KISS review method

Applicable scenario: project quality management

Theoretical source: /

KISS is a scientific project review method to promote better development of the next activity.

Keep: Review the good actions in this activity and the actions that can be maintained in subsequent activities.

Improve (needs improvement): Which links/factors led to unsatisfactory aspects of the activity and need to be improved in subsequent activities.

Start (need to start): Which links have not been implemented in this activity but need to be started later.

Stop (need to stop): Which behaviors are detrimental to the activity and need to be stopped.

6. SWOT Analysis

Applicable scenarios: Enterprise strategy formulation, competitor analysis

Theoretical source: Professor of Management Werick

SWOT analysis is used to determine a company's own competitive advantages, disadvantages, opportunities and threats in the external market .

This is a scientific analysis method that organically combines a company's strategy with its internal resources and external environment.

7.STP

Applicable scenarios: Enterprise marketing strategy

Theoretical source: Wendell Smith

STP target marketing consists of S market segmentation (Segmenting), T target market (Targeting) and P market positioning (Positioning).

Market segmentation: Segment a product or service in the market based on the different types of customer needs.

Target market: Based on market segmentation, identify one or more market segments that your product/service wants to enter.

Market positioning: Package your products/services based on their key features and selling points to identify their competitive position in the market.

STP is suitable for enterprises to make precise decisions on detailed business based on their own situations after understanding the internal and external environment and their strengths and weaknesses.

8.OIIC

Applicable scenarios: proposal writing, customer communication

Theoretical source: SAATCHI & SAATCHI

Theory full name: O丨Objective, I丨Issue, I丨Insight, C丨Challenge

When writing a proposal, you must first understand what the client’s business goals are? What are the current obstacles to achieving this goal?

To address this obstacle, we conduct insights into consumers and find the core direction for communicating with them.

Based on this, what actions should we take to remove consumer barriers? And this Action itself is a challenge.

9.4P Marketing Theory

Applicable scenarios: Business model

Theory source: Philip Kotler

Marketing is centered on products , and consumers buy the use value of products. How much should this product sell for (Price) ? Where to sell? (Channel Place) What kind of promotion/promotion method should be used to form a closed loop of marketing.

10.4C Marketing Theory

Applicable scenarios: Business model

Theoretical source: 1990 American scholar Robert Lauterborn

As competition continues to intensify and when products are in oversupply, companies should shift from a product-oriented approach to a consumer-oriented approach.

That is, the shift from product (Production) to customer (Consumer), price (Price) to cost (Cost), distribution channel (Place) to convenience (Convenience), and promotion (Promotion) to communication ( Communication ).

Companies must first start with consumer demand and produce products that satisfy customers while reducing consumer purchase costs .

When consumers obtain products, the convenience of purchase should also be taken into consideration, rather than considering distribution channels from the corporate level. Finally, effective communication should be carried out with consumers at the core, and attention should be paid to consumer feedback .

11. AISAS

Applicable scenario: Consumer behavior analysis model

Theoretical source: Dentsu

The AISAS model is a new consumer behavior analysis model summarized by Dentsu in response to changes in traditional shopping behaviors caused by the Internet. This model is well reflected in social networks and forms a closed loop.

The product content shared by friends will attract the user's attention ( Attention ) , then stimulate the user's interest (Interest) , and search for the product (Search) , which ultimately leads to purchasing behavior (Action). After the purchase is successful, it is shared (Share) with one's friends, completing the closed loop.

12.3C Strategic Model

Applicable scenarios: Enterprise business strategy

Theoretical source: Kenichi Ohmae

The 3C strategic model was proposed by management scientist Kenichi Ohmae. He believes that when formulating any marketing strategy, these three factors must be considered: customer demand, competitor situation, and the company's own capabilities or resources.

Strategy , in essence, is a company's ability to effectively meet customer needs and effectively differentiate itself from its competitors.

Company Customers: Who are the customers? What kind of product do they want? How big is this market? How is the profit situation? Through what channels can you reach customers?

Competitors: First, analyze the current status of competitors and the key success factors of competitors, that is, the key success factor, and analyze what impact potential competitors will have on the market?

The company itself (Corporation): Look at the company's own internal capabilities, mainly including product experience, talent pool, brand image, market and sales channels, financial situation, and government relations.

13. The right time, right place, and right people

Applicable scenarios: Program writing, career planning, business thinking

Theoretical source: Evolution of Sun Tzu's Art of War

When making any corporate strategy, you need to consider the timing (the general environment the market is facing) and cannot go against the flow.

Geographical advantage (the company’s own capabilities), whether we have geographical advantages.

Harmony among people (consumer demand), whether the products we make can win people's hearts.

14. PEST

Applicable scenarios: company strategic planning, market planning, product operation development, research report writing

Theoretical source: /

PEST analysis is a method used by strategic consultants to help companies examine their external macro-environment. It refers to the analysis of the macro environment, which is also called the general environment, and refers to the various macro forces that affect all industries and enterprises.

Political factors (Politics): political system, government policies, national industrial policies, relevant laws and regulations, etc.

Economic factors: include economic development level, scale, growth rate, government revenue and expenditure, inflation rate, etc.

Social factors (Society): population, values, moral standards, etc.

Technological factors: There are breakthroughs in high-tech, process technology and basic research.

15. OKR

Applicable scenarios: Enterprise goal management Personal goal management

Theoretical source: Intel

Theory full name: Objectives and Key Results

Many large companies are using it, such as Alibaba, mainly to clarify goals, how to better achieve goals , and how to effectively execute them between various levels.

Use O (Objectives) to split out KR (Key Results) . The next level O is the KR of the previous level, which ultimately ensures that everyone has the same goal direction.

16. HBG Penetration

Applicable scenarios: Brand marketing

Theoretical source: Professor Bryon Sharp

Theory full name: How Brands Grow

HBG reveals patterns of user purchase and sales growth . This model can be expressed as a formula: Brand growth = penetration rate X affordability X availability , that is, big brands, big media, and big channels.

In other words, if you want to achieve brand growth , you must first increase the penetration rate of your products, and then make consumers want you when they have a need, and then have a desire to buy and be able to buy your products.

17. AIPL

Applicable scenarios: Quantification of brand crowd assets and chain operation

Theoretical source: Alibaba

Theory full name: A丨Awareness, I丨Interest, P丨Purchase, L丨Loyalty

The AIPL model is a marketing model originated from the United States. AIPL means cognition, interest, purchase and loyalty, which means that users see you (exposure, click, browse), tend to you (follow, interact, search, collect, add to cart), buy you (pay and order), and be loyal to you (positive comments, repeat purchases).

Because of Alibaba’s promotion, many brands that use e-commerce channels are using it. The idea of ​​link-based purchasing is more in line with the current ROI-oriented marketing approach.

18.FAST

Applicable scenarios: Consumer asset management

Theoretical source: Alibaba

Theory full name: F丨Fertility, A丨Advancing, S丨Superiority, T丨Thriving

The FAST indicator measures the long-term health of a business by penetration into the population dimension and can more accurately measure the efficiency of brand marketing operations.

At the same time, FAST has also shifted the perspective of brand operations from temporary GMV to the healthy and long-term maintenance of brand value.

19.GROW

Applicable scenario: Targeted growth model for categories in the fast-moving consumer goods industry

Theoretical source: Alibaba

GROW breaks down the complete incremental growth of a brand's GMV into three major growth factors: penetration (Gain) , repurchase power (Retain) and price power (bOOst) . The absolute value of the incremental GMV driven by each factor is the brand’s index score. As new products increasingly become the trigger point for brand growth, new product power (Widen) is also regarded as an important indicator to measure the brand's growth ability.

In addition, this indicator can be further refined into the dimensions of different strategic groups, exploring brand performance and growth potential from the granularity of key groups.

Penetration (Gain): The increase in GMV brought about by increased penetration (attracting new consumers). Penetration (G) can be divided into penetration improvement of existing categories and penetration improvement of category expansion.

Retain: The increase in GMV brought about by increased consumption frequency. Repurchase power (R) can be further refined from the perspective of new and old customers. For loyal categories such as maternal and child products and pet food, repurchase power (R) is particularly important.

Price power (bOOst): The incremental GMV brought about by purchasing price upgrades. Price power (O) can be further refined according to the perspective of new and old customers. For categories with obvious consumption upgrade trends such as beauty and personal care, especially those with strong upgrading mentality such as sophisticated mothers and senior middle-class people, the importance of price power (O) has increased.

New product power (Widen): A non-GMV incremental indicator that comprehensively evaluates the effectiveness of new products through multiple dimensional indicators, including the contribution of new products to new customers and GMV (the proportion of new customers and the proportion of GMV contribution), the explosiveness of new products (GMV performance during the initial launch) and the agility of new product launches (the frequency of new product launches).

20.RFM

(Picture source: Internet)

Applicable scenario: Measuring user value

Theoretical source: Arthur Hughes, American Database Marketing Institute

RFM is a commonly used tool to measure user value . R (Recency) represents the interval between the customer's most recent transaction and the current time, F (Frequency) represents the customer's transaction frequency, and M (Monetary) represents the customer's transaction amount.

Based on these three indicators, users can be divided into eight major customer types, and corresponding measures can be taken according to different customer types to promote corporate decision-making.

Important and valuable customers: those with recent transaction time, high transaction frequency and transaction amount, referred to as "two highs and one near", are definitely high-quality customers.

Important development customers: These customers have recent transactions, high transaction amounts, and few transaction times. They are not very active and have low loyalty. They need to increase their purchase frequency through relevant incentives.

Important customers to retain: The transaction amount and frequency are high, but the last transaction was a long time ago. This is a loyal customer who has not come for a long time. It is necessary to actively interact with the customer and recall him in time.

Important customers to retain: The transaction amount is high, but the most recent transaction time is far and the transaction frequency is low, which means that their spending power is high. They are potential valuable customers and need to be maintained.

General value customers: their recent transactions are recent and their transaction frequency is high, but their transaction amounts are small, so they belong to the low average order value group. There are two situations. One is low-price, high-profit products, which can also be appropriately maintained and developed. The other is low price and low profit or even break even, which does not require additional investment of a large budget to maintain.

General development customers: The recent transaction time is close, but the transaction frequency and transaction amount are small, which means they are potential users and have promotion value, thereby increasing the transaction frequency and transaction amount.

Generally maintained customers: They have many transactions but their contribution is not great, so they can generally be maintained.

General customer retention: The most recent transaction time is far away, the transaction frequency and transaction amount are also very small, and the contribution is minimal. If no additional operating budget and energy are required, maintenance can be carried out appropriately.

21.AARRR

Applicable scenarios: Internet user growth User conversion funnel model

Theoretical source: /

For products and users, we design a cyclical fission system so that users will want to come when they see the product, want to stay when they come, want to pay when they stay, and want to invite friends after paying.

Acquisition : How do users find us ?

Activation : What is the user’s first experience like?

Improve retention : Will users come back?

Increase Revenue : How to make more money?

Virality (Ref) : Will users tell others?

22.MVP

Applicable scenario: product launch

Theoretical source: The Lean Startup: Growth Mindset for Startups by Eric Ries

The full name of the theory: MVP=Minimum Viable Product

Unlike conventional products, MVP focuses more on exploring unknown markets and verifying business feasibility at the lowest cost .

First, launch a minimalist prototype product to the market, and then through continuous experimentation and learning, verify whether the product meets user needs in an effective way with minimal cost, and flexibly adjust the direction.

If the product does not meet market demand, it is better to "fail fast and fail cheaply" rather than "fail expensively". If the product is recognized by users, it should be continuously upgraded to explore user needs and iterate and optimize the product.

Minimization = reducing the cost of trial and error, speed > perfection , and constantly approaching perfection in the process.

23.P/MF

Applicable scenario: product launch

Theory source: Marc Anderson

Theory full name: Product / Market Fit Product meets market demand

Satisfy an existing market with a better product experience

The demand already exists, but a better product experience is needed; P/MF: Provide products with a better experience; Focus: Very good user experience + large investment in marketing and promotion; eg. Luckin Coffee.

Use a product to meet the needs of an existing but partially unmet market

Some of the users’ needs are not met; P/MF: meet the segmented needs of users; focus: use more sophisticated marketing and promotion strategies to attract new users; eg. Uber.

Satisfy a new market with one product

There will undoubtedly be many obstacles in making this kind of product, because before the product is born, users do not know that they need this product, so the demand does not exist and the market does not exist. At this time, create new markets with your products.

P/MF: Innovation based on existing needs. Key points: Valuable user experience, persuading users to experience it, stimulating users' existing needs, and forming a hot phenomenon. Eg. Weibo (Take Weibo as an example. The popularity of Weibo has made it possible for most people to interact with celebrities or brands, which they never imagined, by “@了”.)

24. Maslow's Hierarchy of Needs

Applicable scenario: Consumer insights

Theoretical source: American psychologist Maslow

Maslow proposed the theory of needs hierarchy from the perspective of human motivation , which emphasizes that human motivation is determined by human needs.

The needs hierarchy is divided into five levels, which are formed and satisfied from low to high . Moreover, in every period of a person's life, there will be one demand that dominates , while other needs are subordinate .

25. Porter's Five Forces Model

Applicable scenario: Competitive strategy

Theory source: Michael Porter

The degree of competition among competitors

Competition among enterprises is the direct confrontation among enterprises in an industry, and it is often the most important of the five forces.

Competitiveness of potential competitors

New entrants enter with the purpose of dividing up the market. While bringing new production capacity and new resources to the industry, they gradually lower corporate profitability and may even jeopardize the survival of existing companies. Sufficient competition enables consumers to achieve price equality, and generally they can buy the same products at a lower price.

The severity of the competitive entry threat depends on two factors: (1) the level of barriers to entry into a new field and (2) the expected response of existing firms to entrants.

Bargaining power of suppliers

Suppliers mainly influence the profitability and product competitiveness of existing companies in the industry by increasing the price of input factors and reducing the quality of unit value.

The strength of supplier power mainly depends on what input factors they provide to buyers. When the value of the input factors provided by suppliers constitutes a large proportion of the total cost of the buyer's products, is very important to the production process of the buyer's products, or seriously affects the quality of the buyer's products, the supplier's potential bargaining power over the buyer will be greatly enhanced.

Bargaining power of buyers

It depends on the bargaining leverage (means of bargaining) between the buyer and the enterprise and the buyer's sensitivity to price.

Substitution ability of substitutes

Substitute products are other products that can perform the same functions as products in this industry.

26. Boston Matrix

Applicable scenarios: Analyze and plan product portfolio

Theoretical source: American management scientist Bruce Henderson

By studying the market share and market growth rate of products, the company's existing products are divided into four different types. Product planning and different decisions are taken to ensure that the company's resources can be allocated reasonably and effectively.

The matrix coordinate chart with market share as the horizontal axis and market growth rate as the vertical axis divides the coordinate chart into four quadrants, namely: star products, cash cow products, problem products, and dog products.

Taurus products: low growth rate, high market share. Slow growth indicates that it is a mature product. High marginal profits can bring large cash flow to the company, and the company does not need to expand its scale through large investments. The cash flow from this business can be used to provide transfusions to other businesses.

Star products: high growth and high market share. The product is in its growth stage now, and its market share is relatively low compared to Taurus products. It is necessary to increase investment and expand its scale to develop it into a Taurus product.

Problem product: high growth, low market share. The trend is good, but the market share is low. The company should find out the reasons, make improvements, increase investment, increase market share, and further develop it into a star product.

Dog products: low growth, low market share. Obviously, if there is no competitiveness, production and development should be reduced and the products should be gradually eliminated.

27. Ansoff Matrix

Applicable scenario: Marketing strategy analysis

Theoretical source: 1975 Dr. Ansoff, the father of strategic management

The Ansoff Matrix, also known as the Product-Market Expansion Grid, is a commonly used marketing analysis tool . With products and markets as the horizontal and vertical coordinates, a 2X2 matrix is ​​formed, which is divided into four product/market combinations and corresponding marketing strategies.

Market penetration: Existing products and services exist in the market, and market share can be increased through market penetration;

Market development: serve new markets with existing products, find unique selling points for existing products, and develop new markets with consumer demand;

Product development: new products and services are now available, and new needs of existing customers are found;

Diversification: New products serve new markets, with low competition coefficients, the highest risks and the highest returns.

28.GE Matrix

Applicable scenarios: Enterprise management diversification strategy

Theoretical source: General Electric (GE) in the 1970s

The GE Matrix method is also known as the General Electric Company method, McKinsey matrix, nine-box matrix method, and industry attractiveness matrix. Using market attractiveness and the company's own strength as the horizontal and vertical coordinates, evaluate existing/developmental businesses. Each dimension is divided into three levels, with a total of nine levels/grids, to judge the company's specific business and propose directions.

Blue area: growth and development strategy, with advantageous resources allocated;

Cyan area: Maintain or selectively develop, maintain scale, and adjust development direction;

Yellow area: stop, transfer, retreat strategy, no resource consumption.

29. Trinity Positioning

Applicable scenarios: Brand positioning, product positioning

Theoretical source: /

Trinity positioning formula: For (target consumers), the XXX brand is the (product category) with (product unique selling point).

Target consumers: Target specific consumers’ basic functional and emotional needs for products.

Product category: Product category that meets specific needs.

Product unique selling point: a unique benefit point provided to consumers based on consumer logic rather than product logic.

For “people who are concerned about tooth decay problems,” Crest is the “most effective in fighting tooth decay” in the “toothpaste category.”

30. Category empowers brand positioning

Applicable scenario: Brand positioning

Theoretical source: Al Ries, Jack Trout (iterative version)

When positioning a brand from a category perspective, there are three steps:

1. Create new categories

Starting from consumer demand, combined with competitor trends and your own strengths and weaknesses, discover demand categories.

2. Expand the product category

Segment the market, create category awareness, and shape consumer minds.

3. Brands harvest categories

Consumers think in terms of categories and express themselves through brands. A brand should take a leadership stance and become the brand representative of the category in the minds of consumers.

31. Six-step method for data analysis

Applicable scenarios: data analysis, advertising marketing

Theoretical source: /

Data analysis also requires certain skills. Don’t be obsessed with the ocean of data. Data is a tool and we should use it.

1. Ask a question: First of all, it should be clear what problem we are solving?

2. Make assumptions: What are our prior assumptions based on this problem?

3. Data collection: Based on this hypothesis, start collecting data.

4. Data processing: Processing the collected raw data, including data cleaning, grouping, retrieval, extraction and other processing methods.

5. Data analysis: After the data is sorted, it is necessary to conduct comprehensive and cross-analysis on the data.

6. Results presentation: Visualize data and obtain specific conclusive information.

32. Content Marketing 5A Model

Applicable scenarios: content marketing

Theoretical sources: Alibaba Data Business Advisor, China Business Data Center

The system is based on the theory of "5A Customer Behavior Path" by Philip Kotler, the "Father of Modern Marketing", and sorts out data indicators in five dimensions: content visibility, content attractiveness, content traffic generation, content customer acquisition, and content conversion.

It can be used to evaluate the five impacts of content marketing on consumers - Awareness, Appeal, Ask, Action, and Advocate , helping brands track the effectiveness of content marketing across the entire chain and in different scenarios, and conduct targeted improvements and optimizations.

33.SMART principle

Applicable scenario: Goal setting

Theoretical source: Management Practice by management guru Peter Drucker

Everyone has the experience of setting goals. It seems simple, but if you want to rise to the technical level, you must learn and master the SMART principle.

Goals must be specific and not general.

Goals must be measurable and quantifiable.

Goals must be attainable , neither too high nor too low.

The goal must be relevant to other goals to form scalability and ultimately achieve higher goals.

The goal must have a clear deadline (time-based) and be achieved within the specified time. The deadline will ultimately be used to determine whether the goal has been achieved.

34. McKinsey’s Seven-Step Poetry Method

Applicable scenarios: Basic methods for solving problems

Theoretical source: McKinsey

1. State the problem

Clearly state the problem to be solved that is specific, not vague.

The key: know the problem you are trying to solve.

2. Decomposition of the problem (tree diagram)

All problems can be listed in the form of a logical tree.

The key: Ask all the questions.

3. Eliminate non-critical issues (funnel method)

Focus on core issues and eliminate unimportant ones.

Tip: If I have to hand in my paper soon, what problems can I eliminate?

4. Develop a detailed work plan

Make certain prior assumptions about key issues, and then find data for analysis.

Key points: efficiency, finished products, and responsibility.

5. Key Analysis

Be fact-based and hypothesis-driven. Rather than getting hung up on numbers, ask “What question am I trying to answer?”

Key points: 80-20 rule; the relationship between assumptions and analysis.

6. Synthesize the results and establish meaningful conclusions

State the problem, detail the difficulties in improving the situation, and present possible solutions.

Key point: The conclusion must have a guiding action.

7. Organize a set of powerful documents

Organize the problem-solving process into a persuasive document

Key points: clear and powerful.

35. Kano model

Applicable scenarios: Classification and prioritization of products to meet user needs

Theoretical source: Noriaki Kano, professor at Tokyo Institute of Technology

The Kano model is centered on products and classifies products according to the needs they meet, thereby deriving the relationship between products or services and consumers. Specifically, they can be divided into four types: (1) attractive attributes; (2) expected attributes; (3) essential attributes; and (4) irrelevant attributes.

1. Charming attributes – product differentiation

An Aha moment that makes users WOW. If this kind of factor is not done well, consumers will not care much. But if it is done well, it will make consumers’ favorability soar.

It reflects the competitive advantages and differences of the product/brand.

2. Expected attributes – product bonus points

An attribute that makes users feel good. Whether this factor is done well or not, consumers will have greater positive or negative feedback.

It is an important factor for products/brands to consolidate their market share, and it is also the factor that products/brands should pay most attention to.

3. Essential attributes - category threshold items

If these factors are done well, consumers will feel that it is what they should do, but if they are not done well, consumers will be very dissatisfied with the product.

Generally, brands will do well in these factors to avoid losing points.

4. Irrelevant attributes – irrelevant to the category

Consumers have a relatively low level of awareness of these factors, and whether they are done well or not has little impact on the evaluation of the product.

For brands, importance comes last.

36. RACI Model

Applicable scenario: project management division of labor model

Theoretical source: /

RACI is a relatively intuitive model for various roles and related responsibilities during project execution. Projects are driven by people, so it is critical to clearly define each person’s role.

Who executes (R = Responsible) , the role responsible for executing the task, specifically responsible for controlling the project and solving problems.

Who is responsible (A = Accountable) is the role that takes full responsibility for the task and monitors the progress. The progress of the task requires his approval.

Consulted (C = Consulted) is a person who provides specific advice at the beginning or during the implementation of the task.

Who should be informed (I = Informed) : The person who needs to be informed of the result when the task is completed, without having to consult or seek his or her opinion.

37. Orchard Matrix

Applicable scenario: Looking for industries with strong market appeal

Theoretical source: McKinsey

When looking for industries with market attractiveness, market concentration (market leader's share) and sales growth rate can be used as horizontal and vertical axes to split the market into four quadrants. The four quadrants show their relative attractiveness.

Maturity – A market with high growth rates but not dominated by sufficiently strong companies is clearly ripe fruit for picking.

Difficulty – Markets with low growth rates and low concentration may be easy to enter but difficult to profit from.

Harvest – Markets with high growth rates but already strong industry leading companies will be difficult to penetrate because there are already companies reaping the benefits there.

Destroyed – A market with low growth rates and a strong dominant company is the least attractive of the four because it has already been destroyed by existing competitors.

38.SCQA Model

Applicable scenarios: structured expression tools

Theoretical source: "The Pyramid Principle" by Barbara Minto, McKinsey consultant

SCQA is the abbreviation of four English words:

S (Situation) starts with familiar situations and facts.

C (Complication conflict) , the actual situation conflicts with our requirements.

Q（Question） , what should we do?

A（Answer） , our solution is...

39. Ogilvy’s Brand Positioning Triangle Model

Applicable scenario: Brand positioning

Theoretical source: Ogilvy

Ogilvy's brand positioning triangle mainly revolves around brand positioning, TA and RTB .

To state the brand positioning in a simple sentence is: I (xx brand) is __________, for what kind of people, and provide what kind of benefits.

40. Creative syllogism

Applicable scenario: Check whether it is a good idea

Theoretical source: /

There are three main factors to measure creativity. The first is that the creativity must be explosive enough and the idea itself can trigger dissemination.

Secondly, it is related to the brand , and content dissemination is brand dissemination.

The next step is to drive purchases . The creativity itself can drive consumers to make short-term/long-term purchases.

41. Logic of the Upside-Down Triangle Solution

Applicable scenario: Communication plan writing

Theoretical source: /

The solution is like the superposition of an inverted triangle and an equilateral triangle. The inverted triangle is a focused core idea (an action) obtained through deduction and insight, while the equilateral triangle spreads this core point.

42. Brand Five Forces Model

Applicable scenario: Check whether the enterprise has brand power

Theoretical source: /

Brand power is a comprehensive expression, mainly covering product power, channel power, marketing power, management power and brand power.

Product strength: refers to the comprehensive cost-effectiveness of a product, including the relationship between the product's functional attributes and its price. Among them, product power is the foundation and the carrier that drives other forces.

Channel power: refers to the business awareness, management capabilities, market structure, financial strength and brand loyalty of first- and second-tier distributors.

Marketing power: refers to the strategic layout, integrated marketing capabilities, media resource capabilities, and crisis public relations capabilities of the enterprise at all levels.

Management ability: refers to the ability of the executive team (all levels of the enterprise, dealer executive level) to organize, control, follow up and summarize marketing projects.

Brand power: It is the accumulation of brand assets such as brand awareness and reputation, the influence of goodwill, and cultural identity, which are the comprehensive capabilities in driving consumer purchases. Brand power is the ultimate driving force, which is equivalent to the most core source of power.

43. First Principles

Applicable scenario: Business decision

Theoretical source: Aristotle

The first principle was proposed by Aristotle. "Any system has its own first principle, which is a fundamental proposition or assumption that cannot be violated or deleted."

From a business perspective, it was popularized by Musk. He believed that what was most important was to reason from first principles, not by analogy. Through first principles, boil things down to the most basic facts and then reason from there.

The first principle cannot be derived from any other principles and is equivalent to a meta-fact (the most original fact). It is the most essential and unchanging law that determines things, it is a self-evident natural axiom, it is the origin of thinking, and it is the major premise for the existence of other theories in the same field.

44. Changes and Constants in Investment

Applicable scenario: Business decision

Theoretical source: /

The logic of investment is to find the unchanging part of the essence of demand and see the changing part of the business model.

Invest in change, and what changes are technology iteration and model innovation. Invest in what remains constant, and what remains constant are people’s essential needs, such as food, clothing, housing and transportation. Change is to serve the unchanging, and technological innovation is to meet the essential needs of people.

45. Supply side/demand side

Applicable scenario: Business decision

Theoretical source: /

Investing means investing in the track where there is demand and supply . In some areas, there is demand but no supply, such as the elixir of life. Everyone wants immortality, but this kind of medicine cannot be produced.

There are many areas where there is supply but no demand. For example, the supply of traditional mobile phones is already very strong, but they will exit the market if there is no demand.

46. ​​A/B Testing

Applicable scenario: Verify hypothesis

Theoretical source: /

Propose a hypothesis and verify the logic of the hypothesis. A/B testing is the best way to verify the hypothesis.

In the same time dimension, in order to test the impact of a certain factor on the result, this factor is used as a variable and other factors are tested quantitatively to find the variable scale with the best result.

47. The transmission is legal

Applicable scenarios: storytelling, brand communication

Theoretical source: /

Introduction, development, turn and conclusion is a way of narrating a story and a method of communication. Let’s take brand stories as an example.

Introduction: The introduction is the beginning and the way to break the topic. The introduction needs to attract consumers. The brand story should first make consumers want to continue reading.

Cheng: Cheng means to carry on and raise a question. It can both connect the previous and the next. Connecting the previous is the progress of the story and the sublimation of emotions, while connecting the next is to pave the way for the emergence of the brand character.

Transition: Transition means turning point. This part needs to introduce the brand, what are the characteristics of the brand, and what role it plays in the process.

Conclusion: Conclusion is a summary. Ultimately, what problem did the emergence of the brand solve? The story is summarized and sublimated to officially launch the brand, thereby changing the lifestyle of consumers.

48. Encoding/Decoding

Applicable scenarios: Brand communication

Theoretical source: Hall of the British Cultural Studies School

Information content is expressed through certain codes (text, images, sounds, etc.). The communicator encodes the information in a specific form, and the receiver interprets the received code. The communicator customizes the coding according to his or her own purpose, and the recipient will interpret the information in his or her own way due to his or her own circumstances, such as social status, cultural background, identity role, thoughts and emotions.

Advertising communication is a process of encoding and decoding. It is based on the core elements of communication and carries out targeted encoding according to consumer portraits to facilitate decoding by consumers.

49. User decision-making rationality/emotion

Applicable scenarios: product strategy, brand strategy, communication strategy

Theoretical source: /

User decisions are dominated by rationality and emotion. The former is the functional attribute of the product, and the latter is the emotional attribute of the brand/category.

Different categories have different rationality/emotional ratios. Some categories focus more on function and less on emotion, while others focus more on emotion and less on function.

50. Investment syllogism

Applicable scenarios: Investment

Theoretical source: /

Investment can be viewed from the logic of heaven, earth and man.

Weather refers to the climate and the general environment. It depends on whether macroeconomic policies are favorable, whether industry/local policies are supportive, and whether residents' disposable income is sufficient.

It depends on the track, what the ceiling of this category is and how it grows.

People look at the person who makes the decisions in this track brand, that is, the person who decides the corporate strategy, and how this organization is.

The model is a tool to assist thinking and cannot be used just for the sake of use. This is its limitation. I will share it here for now, and will update to version 5.0 next time.

Author: Strategist Zang Feng

Source: Strategist Zang Feng