How to become a good copywriter? First of all, you must learn to grasp the best selling point!

If you were asked to write copy for a product now, what would be your first reaction?

That’s right! The first step is to extract the best selling point of the product, combine it with the pain points of consumers, and finally choose the expression techniques.

After all, such thinking logic and marketing strategies often conform to everyone's intuition, and such plans are more easily passed within the company. They have selling points and techniques, and of course, the most important thing is that they perfectly match the needs of consumers.

However, sometimes such a strategy is simply a way of using tactical diligence to cover up strategic laziness, such as the latest advertisement for Xiaomi mobile phone.

From such copywriting content and the large-scale advertising effect, it can be seen that Xiaomi wants to seize the positioning of camera phones in the minds of consumers. This may be a good strategy for marketers and company leaders, but at the competitive level, it is not a good strategy.

Imagine if the word Xiaomi was removed from the above advertisement, what would be most people’s first reaction when seeing it from afar? I think it should be an advertisement for OPPO or vivo mobile phones , not Xiaomi mobile phones.

Although both are positioned as camera phones, it seems that the image of Oppo and Vivo is more deeply rooted in people's minds. For a long time, Oppo and Vivo have also occupied the brand image of camera phones in people's minds through large-scale advertising effects. When people think of buying camera phones, they usually refer to Oppo and Vivo first, not Xiaomi. (Anchoring effect, the advantage of a preconceived brand as the first reference information)

Xiaomi's image in the public's mind is its cost-effectiveness. Young people who want to buy a cost-effective mobile phone will also choose Xiaomi as their first choice. However, as a latecomer in the camera phone market, it is not a wise choice to directly abandon its own advantages and fight with Oppo and Vivo in the brand advantages already occupied by others.

Looking at the recent mobile phone advertisements of these three companies, you can see from the copywriting that the copywriting of OPPO and vivo seems to be slightly better.

Seeing this, we have to say that in the end, whether in terms of capturing user minds or copywriting strategy, Xiaomi lost the entire battle. Such a serious strategic mistake is unimaginable in the field of war.

If you are a strategist commanding a war, and your forces are equal to those of your opponent, your advantage is long-range attack with archers, while your opponent's advantage is close-range attack with infantry, would you choose to give up your long-range attack advantage and pick up a knife to fight your opponent in hand-to-hand combat? Or, when the forces are equal in strength and strength, will both sides just pick up knives and chop each other without adopting any strategy?

I think that no strategist has ever done this, and those who have done so cannot be called strategists. However, in the business field, we often see this terrible situation, where price wars are waged against each other, killing one thousand enemies and hurting eight hundred of their own. What's worse is that they directly follow up and compete in other people's areas of advantage. (Such as the exchanges between Xiaomi and Alibaba )

Ma Huateng once said , "It will definitely not be another WeChat that defeats WeChat ." This statement shows his deep understanding of competition!

A truly good strategist should be able to discover the opponent's weaknesses in the competition and create advantages for himself, rather than weakening his own advantages in the process of competition.

In 1991, the United States led a multinational force to attack Iraq in Operation Desert Storm. At that time, Iraq had deployed 500,000 troops in Kuwait. The multinational force wanted to end the war with air strikes. If that was not possible, they would launch a ground attack in order to end Iraq's invasion and occupation of Kuwait.

However, Iraq had already built solid defensive fortifications in the combat zone at that time, including various triangular fortresses, air-raid shelters, trenches, etc. If a ground attack was launched, it would enter the enemy's advantageous area and weaken its own advantages, and would inevitably pay a heavy price in the end.

As the world watched, American newspapers, television stations, and Congress began to imagine the horrors of the trenches of World War I and various battles of Tarawa, Okinawa, or Hamburger Hill.

General Schwarzkopf of the United States, who served as the commander-in-chief of the war, adopted a "left hook strategy", secretly dispatching a force of up to 250,000 troops to the north to form a roundabout encirclement of the Iraqi army, while the multinational force acted as bait in southern Kuwait, with the aim of luring out the Iraqi troops hidden in trenches and fortresses to create an advantage for the secret force.

When the multinational forces on the front began to attack, this combat force began to deploy a left hook formation and launched a fierce attack on the flank of the Iraqi army. In the end, the "left hook strategy" was very successful and won a great victory in just 100 hours.

In business, a good strategy must analyze the current situation to discover its key characteristics, and then use one's relative advantages to coordinate coherent actions of resources.

As we all know, Xiaomi's competitive advantage comes from its cost-effectiveness. When smartphones were generally priced at several thousand yuan, Xiaomi entered the entire market with a low-price strategy and was once a great success. However, with the popularization of smart phones, this low-price strategy has gradually lost its advantage.

However, Xiaomi's smart move was that after its growth slowed down, it did not blindly implement a high-end machine strategy, but instead made full use of its distinctive and essentially unique cost-effectiveness advantage to design coordinated actions.

Some consumers may not have bought a Xiaomi mobile phone, but they must have bought one or two Xiaomi products, such as power banks, headphones, electric toothbrushes, scales, small speakers, etc.

Xiaomi has fully utilized this unique cost-effectiveness advantage and replicated it to products in the Xiaomi ecosystem . Most of the products have achieved the same results as Xiaomi mobile phones. Once these products come out, they will offer amazing cost-effectiveness, just like when Xiaomi mobile phones first entered the mobile phone market.

In recent years, Xiaomi’s sales in China have fallen sharply, but this did not prevent Lei Jun from announcing last year that “Xiaomi has returned to the top five in the world”.

You might say, why?

The reason behind all this is the result of vertical development by leveraging Xiaomi's unique cost-effectiveness. In the past two years, Xiaomi has expanded rapidly in the Southeast Asian market, and its sales in Indonesia have ranked among the top three. Behind the international expansion is the opportunity to replicate the original Xiaomi model that opened up the domestic mobile phone market to other Southeast Asian countries.

Obviously, Xiaomi's overall strategic thinking was very successful. Although it suffered repeated failures in the domestic mobile phone market, it played to its strengths and coordinated its actions vertically and horizontally, and finally won the entire war. (It is indeed the strategic and diligent Lei Jun)

However, in today's business world, more people are implementing responsive strategies. For example, when a competitor has developed something using their own advantages, or has already implemented a successful strategy, they like to imitate the behavior of others. If they do this, all actions will revolve around the advantages that the opponent has already formed, rather than using their own advantages to weaken the opponent's advantages, or vice versa, letting the opponent develop around your advantages.

Currently, most marketers tend to ignore the effectiveness of strategy when writing copy, and are more likely to blindly implement reactive strategies (such as Xiaomi mobile phones). Even worse, they may create a more powerful enemy for the product.

For example, I just saw a copy of a Xuanlu product that said "Invite you to experience the elegant oriental life"

Is there anything wrong with this text?

Big problem! “Appreciate the elegant life of the East”? What is the first thing that most people think of? It should be in a house in an ancient Chinese courtyard, listening to beauties in ancient costumes playing classical instruments, leisurely enjoying a pot of tea, rather than a Xuanlu stove, right?

The problem that this copy needs to solve is too big, and a small Xuanlu cannot solve it. It's like the guy next door who bought a copy of Tathagata Palm from a street stall, learned two moves, and then said he was going to challenge the world boxing champion, instead of trying to solve the problem of Erwazi at the entrance of the village first. It's simply unbearable to watch.

I think this is what the author must have thought when writing the copy: such a Xuan furnace full of oriental charm looks like a standard item in the life of the ancient rich. Okay, that's the copy! With one stroke of the pen, he wrote "Savor the Elegant Life of the East", successfully creating a more powerful enemy model for the product.

An effective strategic copywriter should analyze the situation, identify the key challenges, and then focus on the relative advantages of the product to compete through differentiation, thereby making the situation more powerful, rather than using reactive strategies or creating bigger enemies.

Jiaoshou wrote a set of strategic copy for Shui Xiaobao's U-shaped pillow. After analyzing the situation at the beginning, he found that the U-shaped pillow market was facing serious homogeneous competition, the product had no price advantage, and was also likely to be copied. The biggest challenge facing the product was how to break out from similar products and prevent others from following suit.

The advantages of Shui Xiaobao are comfort and original designer design. The original main copy of the product was "Sleep whenever and wherever you want". The biggest problem with this copy was that it did not focus on the relative advantages of the product for differentiated competition.

"Sleep anytime, anywhere" is the common feature of all U-shaped pillows, which means "making the industry's pie bigger so that more people want to buy U-shaped pillows", rather than "grabbing more pie from competitors in the industry so that people who want to buy U-shaped pillows buy Xiaobao".

In the end, Jiaoshou gave full play to the relative advantages of Shui Xiaobao. First, he visualized the comfort of the product and replaced “sleep anytime, anywhere” with “sleeping experience second only to that of bed”. Then, he wrote a series of detail page copy for the product from the first-person perspective of a designer. This not only brings out the advantages of the original designer, but also prevents others from following suit, ultimately forming differentiated competition and putting the product in a more powerful position.

Conclusion

Business is like a battlefield. In a competitive environment, you cannot win the war just by relying on excellent tactics. To win the war, you must have a good strategy to guide your actions, which is nothing more than three points:

1. Analyze the situation and identify key challenges

2. Focus on relative advantages to achieve differentiation

3. Design coordinated and coherent actions

The author of this article @付永承 is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting!

Product promotion services: APP promotion services Advertising platform Longyou Century