66 Must-Have Marketing Models for 2022

I have the model in hand and the idea.

The model is an effective means for strategists to lay the foundation and a reference for solving business problems. But models are valuable, but practice is even more valuable. It is just a tool and cannot be used all the time. Practice is the only criterion for testing truth. 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. 4A Marketing Theory
11. 4C Marketing Theory
12. AISAS
13. 3C Strategic Model
14. The right time, right place, and right people
15. PEST
16. OKR
17. HBG large penetration
18. People and goods yard
19. AIPL
20. FAST
21. GROW
22. RFM
23. AARRR
24. MVP
25. P/MF
26. Maslow's Hierarchy of Needs
27. Porter's Five Forces Model
28. Boston Matrix
29. Three generic strategies for competition
30. Market competition strategy model
31. Ansoff Matrix
32. GE Matrix
33. Trinity Positioning
34. Category empowers brand positioning
35. Six-step method for data analysis
36. Content Marketing 5A Model
37. SMART principles
38. McKinsey's seven-step poetry method
39. Kano KANO model
40. RACI Model
41. Orchard Matrix
42. SCQA Model
43. Ogilvy's brand positioning triangle model
44. Creative Syllogism
45. I & Other I Insights
46. Logic of the Upside-Down Triangle Solution
47. Brand Five Forces Model
48. First Principles
49. What has changed and what hasn’t changed in investment
50. Supply side/demand side
51. A/B Testing
52. The transmission is legal
53. Encoding/Decoding
54. User decision-making rational/emotional logic
55. Investment syllogism
56. Three Essentials of Brand Equity
57. CBBE customer-based brand equity model
58. Brand Charm Model
59. Inter Brand Evaluation Model
60. FAB Benefit Sales Law
61. Means-End Chain
62. Business Model Canvas
63. Brand/Solver
64. Four elements of product development
65. 12 Brand Archetypes
66. Four elements of media strategy

1. Pyramid Principle

• Applicable scenario: Proposal communication and thinking
• Theoretical source: "The Pyramid Principle" by Barbara Minto of McKinsey

1. 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.

2. Follow four basic principles

1. Conclusion first: express a central idea and put it first.
2. The above governs the following: each argument is a summary of the arguments at the next level.
3. Classification and grouping: Each group of ideas belongs 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: Thinking about the underlying logic of business models
• 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.

1. 5W

1. What： What is it? do what? What is the purpose?
2. Why: Why do it?
3. Who: Who will do it?
4. When: When to do it? When is the best time to do it?
5. Where: Where? Where to do it? Does it have to be done here?

2. 2H

1. How: How to do it? What is the method?
2. 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 Werick of Management

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 and 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. 4A Marketing Theory

• Applicable scenario: Identify growth opportunities
• Theoretical source: The four Ps classification was first suggested by E. Jerome McCarthy, Basic Marking: A Managerial Approach(Homewood, IL: Irwin, 1960). The four As are discussed in Jagdish Sheth and Rajendra Sisodia, The 4 A's of Marketing: Creating Value for Customer, Company and Society(New York: Routledge, 2012); and Philip Kotler and Kevin Lane Keller, Marketing Management, 15th ed. (Hoboken, NJ: Pearson Education, 2016), P. 26.

Compared with 4P, 4A looks at the market from the buyer's perspective, catering to an era that emphasizes customer value and relationships.

11. 4C Marketing Theory

• Applicable scenarios: Business model
• Theoretical source: American scholar Robert Lauterborn in 1990

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 .

12. 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 will eventually lead to purchasing behavior (Action). After the purchase is successful, it will be shared (Share) with his friends, completing the closed loop.

13. 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.

1. 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?
2. 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?
3. 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.

14. 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.

15. PEST

• Applicable scenarios: company strategic planning, market planning, product operation and 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.

16. 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.

17. 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.

18. Personnel and Cargo Field

• Applicable scenarios: (new) retail
• Theoretical source: Alibaba

People are the target customers, goods are the products, and venues are the communication channels and sales channels.

Product development is to produce goods that satisfy people, and market is to sell products through specific communication channels and sales channels.

19. AIPL

• Applicable scenarios: Quantitative chain operation of brand crowd assets
• 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.

20. 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.

21. 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.

1. 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.
2. 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.
3. 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.
4. 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).

22. 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.

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.
6. 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.
7. Generally maintained customers: They have many transactions but their contribution is not great, so they can generally be maintained.
8. 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.

23. 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?

24. 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.

25. 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”.)

26. 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 .

27. Porter’s Five Forces Model

• Applicable scenario: Competitive strategy
• Theory source: Michael Porter

1. The degree of competition among competitors in the same industry

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

2. 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.

3. 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.

4. 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.

5. Substitution ability of substitutes

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

28. 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.

1. 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.
2. 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.
3. 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.
4. 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.

29. Three Generic Competition Strategies

• Applicable scenario: Competitive strategy
• Theoretical source: Michael Porter's "Competitive Strategy"

1. Overall cost leadership strategy

Achieve cost leadership through economies of scale and refined cost control. Even if competition is fierce, as long as a company's costs are low to a certain level, it can still achieve an above-average rate of return.

2. Differentiation strategy

As the saying goes, scarcity makes things valuable. When consumers have few choices, a differentiation strategy can consolidate a company's brand loyalty. At the same time, consumers are less sensitive to prices and do not need to get caught up in price wars.

3. Concentration strategy

The concentration strategy is based on the logic of focus, focusing on a certain market segment (a specific group of people, targeted products or a specific geographical market). Either through low cost or through differentiation strategy, or both. The concentration strategy depends on the ceiling of scale and whether it is in line with the company's overall profit strategy.

30. Market Competition Strategy Model

• Applicable scenario: Competitive strategy
• Theoretical source: /

1. Leader: has the largest market share and is in a leading position in brand power, price adjustment, new product introduction, channel coverage, and promotion spending.
2. Followers: Chasing dividends, free-riding, imitating leaders as benchmarks, and also reaping certain dividends.
3. Challenger: Challenge the old rules of the leaders, propose new standards, and launch new products (or functions or concepts) with their own characteristics.
4. Niche fillers: Targeting specific needs, finding niche markets and launching matching products.

If leaders and followers are conventional in their moves, then challengers and fillers are the ones who use surprising tactics to win. Followers, challengers and niche players may all be in the middle, tail or head.

The four parties have different roles and will adopt different competitive strategies.

31. Ansoff Matrix

• Applicable scenario: Marketing strategy analysis
• Theoretical source: Dr. Ansoff, the father of strategic management, in 1975

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.

1. Market penetration: Existing products and services exist in the market, and market share can be increased through market penetration;
2. Market development: serve new markets with existing products, find unique selling points for existing products, and develop new markets with consumer demand;
3. Product development: new products and services are now available, and new needs of existing customers are found;
4. Diversification: New products serve new markets, with low competition coefficients, the highest risks and the highest returns.

32. 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.

1. Blue area: growth and development strategy, with advantageous resources allocated;
2. Cyan area: Maintain or selectively develop, maintain scale, and adjust development direction;
3. Yellow area: stop, transfer, retreat strategy, no resource consumption.

33. 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).

1. Target consumers: Target specific consumers’ basic functional and emotional needs for products.
2. Product category: Product category that meets specific needs.
3. 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.”

34. 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, combining competitive trends and your own strengths and weaknesses, discover demand categories.
2. Expand the category pie: 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.

35. Six-step method for data analysis

• Applicable scenarios: data analysis, advertising and 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 questions: First, be clear about 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 to draw specific conclusive information.

36. Content Marketing 5A Model

• Applicable scenarios: content marketing
• Theoretical source: 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.

37. 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.

38. McKinsey’s Seven-Step Poetry Method

• Applicable scenarios: Basic methods for solving problems
• Theoretical source: McKinsey

1. State the problem: Clearly describe the problem to be solved that is specific, not vague. The key: know the problem you are trying to solve.
2. Decompose 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 issues. Tip: If I have to hand in my paper soon, what problems can I eliminate?
4. Develop a detailed work plan: Make certain pre-assumptions about key issues, then find data for analysis. Key points: efficiency, finished products, and responsibility.
5. Critical analysis: Fact-based and hypothesis-driven. Don’t get hung up on numbers; ask “What question am I trying to answer?” Tips: 80-20 rule; the relationship between assumptions and analysis.
6. Synthesize results and establish fruitful conclusions: state the situation of the problem, list the difficulties in detail to improve the situation, and present possible solutions. Key point: The conclusion must have a guiding action.
7. Organize a set of powerful documents: organize the process of solving the problem into a persuasive document. Key points: clear and powerful.

39. 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. Attractive attributes - product differentiation items. 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 – items that are 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.

40. 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.

41. 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.

1. Maturity – A market with high growth rates but not strong enough dominant companies, is obviously a ripe fruit that can be picked.
2. Difficulty – A market with low growth rates and low concentration may be easy to enter, but it can be difficult to make a profit.
3. Harvest – The market for companies with high growth rates but already strong industry leaders will be difficult to penetrate because there are already companies that have harvested there.
4. Destruction – The market with low growth rates and strong dominant companies is the least attractive of the four markets because it has been ruined by existing competitors.

42. SCQA model

• Applicable scenarios: Structured expression tools
• Theoretical source: McKinsey consultant Barbara Minto, "Principles of the Pyramid"

SCQA is the abbreviation of four English words:

1. S (Situation scenario) , starts from familiar scenes and facts.
2. C (Complication conflict) , but the actual situation conflicts with our requirements.
3. Q (Question) What should we do?
4. A (Answer answer) , our solution is...

43. Ogilvy brand positioning triangle model

• Applicable scenarios: Brand positioning
• Source of the theory: Omi

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

To use a simple sentence to state the brand positioning, I (xx brand) is __________, and what kind of benefits are provided for what kind of people.

Forty-four, Creative Three Syllogism

• Applicable scenario: Check whether it is a good idea
• Theoretical source:/

Measure creativity mainly revolves around three elements:

1. Creativity is explosive , and this idea itself can trigger communication.
2. Related to brands , content communication is brand communication.
3. Drive purchase , the idea itself can drive consumers to buy short-term/long-term.

Forty-five, Master and Guest, I understand the law

• Applicable scenarios: Consumer Insight
• Source of the theory: American social psychologist GH Mead

The Lord is the self that already exists in reality, and the guest is the self that meets the expectations of society . The communication creates the process of moving from the Lord to the Guinian.

Communication is to customize the image of the guest based on one's own purpose, so that consumers can psychologically recognize the process of moving from the host to the guest. The way to implant products is that only by having them can we form the people we expect from society.

Forty-six. Logic of forward inverted triangle scheme

• Applicable scenario: Composition of communication plan
• Theoretical source:/

The solution is like the superposition of an inverted triangle + a regular triangle. The inverted triangle means to obtain a focused core idea (an Action) through derivation and insight, and the regular triangle propagates and diffuses this core point.

Forty-seven. Brand Five Forces Model

• Applicable scenarios: Check whether the company has brand power
• Theoretical source:/

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

1. 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.
2. Channel power: refers to the business awareness, management capabilities, market structure, financial strength and brand loyalty of first- and second-tier distributors.
3. Marketing power: refers to the strategic layout, integrated marketing capabilities, media resource capabilities, and crisis public relations capabilities of the enterprise at all levels.
4. 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.
5. 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.

Forty-eight, first principle

• Applicable scenarios: Business decision-making
• Source of the theory: Aristotle

First Principle was proposed by Aristotle, “Any system has its own first principle, it is a fundamental proposition or assumption that cannot be violated or deleted.”

From a business perspective, it is popularized by Musk. He believes that the most important thing is to reason through the first principle rather than analogy. Through the first principle, condense things into the most basic facts and reason from here.

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

49. Changes and unchanging investments

• Applicable scenarios: Business decision-making
• 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.

Investing in change is technological iteration and model innovation. Investing in unchanging, what remains unchanged is the essential needs of people, such as food, clothing, housing and transportation. Change is for unchanging services, and technological innovation is for meeting people's essential needs.

50. Supply/Demand

• Applicable scenarios: Business decision-making
• Theoretical source:/

Investing is investing in a track with "demand and supply" . In some areas, there is demand but no supply. For example, elixirs in immortality, everyone hopes to live forever, but this medicine cannot be produced.

There are more 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 after there is no demand.

51. A/B test

• Applicable scenario: Verify assumptions
• Theoretical source:/

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

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 quantitatively tested to find the optimal variable scale for the result.

52. The law of transmission and inheritance

• Applicable scenarios: storytelling, brand communication
• Theoretical source:/

Start, inheritance, turn, and end are a way of narrative and communication. Let’s take brand stories as an example.

• Qi: Qi is the beginning, it is a method to solve the problem. Qi needs to attract consumers. Brand stories first give consumers the desire to continue reading.
• Inheritance: Inheritance is to take over, and to raise problems can both lead the past and the future. Inheritance is the progress of the story and the sublimation of emotions. Inspiration is to lay the foundation for the emergence of the brand role.
• Zhuan: Zhuan is a turning point, and this part needs to introduce the brand. What are the characteristics of the brand and what role it plays in the process.
• He: He is a summary. What problems does the final emergence of the brand solve? Summarize and sublimate the story to officially debut on the brand, thereby changing the lifestyle of consumers.

Fifty-three. Encoding/decoding

• Applicable scenarios: Brand communication
• Source of the theory: Hall of the British School of Cultural Studies

The information content is expressed through certain symbols (text, images, sound, etc.). The spreader encodes the information in a specific form, and the recipient interprets the received symbol. The communicator customizes the code according to his own purpose. The recipient will interpret the information by himself due to his own situation, such as social status, cultural background, identity role, thoughts and emotions.

Advertising communication is a process of encoding and decoding. Based on the core elements of the dissemination, targeted encoding is carried out based on consumer portraits to facilitate consumers to decode.

54. User decision-making rationality/sensibility

• Applicable scenarios: product strategy, brand strategy, communication strategy
• Theoretical source:/

User decision-making is subject to rational and emotional domination. The former is the functional attribute of the product, and the latter is the emotional attribute of this brand/category.

Different categories have different rational/sensory ratios. Some categories focus on functions and less emotions, while others focus on functions and more emotions.

Fifty-five, Three Syllogism of Investment

• Applicable scenarios: Investment
• Theoretical source:/

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

1. The weather is the climate and the general environment, depending on whether macroeconomic policies are favorable, whether industry/local policies support it, and whether residents' disposable income is sufficient.
2. The ground is about the track, and this category is about how the ceiling is and how the growth is.
3. People look at the person who refers to the brand in this track, that is, the person who determines the corporate strategy, and how this organization is.

56. Three essentials of brand equity

• Applicable scenarios: Brand management
• Theoretical source: David Aker "Manage Brand Equity", "Brand Master"

Brand assets cover the following three major sectors

1. Brand awareness: refers to the ability of potential customers to recognize or remember a brand in a certain type of product. It is the basis for brand association to exist.
2. Brand association: It is an association generated through the brand, including product characteristics, product design, social image, quality, user image, brand personality, representative symbols, etc.
3. Brand Loyalty: A method to measure whether a customer is loyal to a brand reflects the possibility of a customer turning to another brand, especially when the price/product function changes.

57. CBBE Customer Asset Model

• Applicable scenarios: Brand management
• Theoretical source: Kevin Ryan Keller "Strategic Brand Management"

These four levels have logical and temporal relationships: first establish brand identification, then create brand connotation, then guide the correct brand response, and finally create brand-consumer relationships.

1. Brand recognition is to know who you are
2. What is the value you have (rational interests + emotional interests)
3. Brand reaction is what makes consumers feel (product quality + brand image)
4. Brand relationship is how consumers think your relationship with him is like?

58. Brand Charm Model

• Applicable scenarios: Brand management
• Theoretical source: Parker "Brand Worship"

In his book "Brand Worship", Parker takes the theory of "CBBE" as the basis to see a three-dimensional structure from the perspective of customers.

1. Zhixin: Customers trust brands because of quality, etc.
2. Love: Brand emotions and even brand love are generated due to taste.
3. Supreme: Respect the brand and even worship the brand because of its character. These are the three major realms of the brand.

59. Inter brand evaluation model

• Applicable scenarios: Brand equity evaluation
• Source of theory: Interbrand

Brand value = brand income * brand effect index * brand strength

Brand income is the brand's profitability in recent years. Brand role index is the role of a brand in purchasing decisions. Brand strength is the brand's ability to future cash flow.

Sixty. FAB profit sales law

• Applicable scenarios: product strategy, product sales
• Theoretical source:/

Features indicate what the product is, Advantage indicates what the product is useful, and the logic of "the former is because, the latter is because." Benefit is the benefit that can be brought to consumers, and the main body here is the consumer.

Sixty-one. Means-Purpose Chain

• Applicable scenarios: product strategy, product sales
• Source of the theory: psychologist Milton Rocky

It was first proposed by psychologist Milton Rockey, and in the late 1970s, Tom Reynolds and Chuck Jeengler applied it to marketing to study consumer behavior. Mean-purpose theory explains the methods in which personal value affects individual behavior.

In fact, it can also be understood as the inversion of the FAB interest sales method. When customers purchase products/services, the starting point is based on their ability to realize certain value. In order to realize this value, certain benefits need to be achieved. In order to realize this benefit, products/services need to have certain attributes.

In the field of marketing, we must base our customer logic on customer logic rather than simply the logic of enterprise production products, and truly be customer-centric.

Sixty-two. Business model canvas

• Applicable scenario: Research on business models
• Source of the theory: "The New Generation of Business Model" by Alexander Osterwald and Yves Pinier

The nine major sections of the business model canvas mainly describe the basic principles of how companies create value, convey value and obtain value.

1. Customer Segments (CS, Customer Segments ) is the customer group that finds enterprise services, either one or multiple.
2. Value Propositions (VP, Value Propositions ) provide what value (rational/perceptual) solves customer problems and meets customer needs.
3. Channels (CH, Channels ) refer to conveying value propositions to customers through communication, distribution and sales channels.
4. Customer Relationships (CR, Customer Relationships ) is the establishment and maintenance of customer relationships in every customer segment.
5. Sources of income (R$, Revenue Streams) are generated from the value proposition that is successfully provided to customers, and are used to obtain income through value exchange.
6. Key Resources (KR, Key Resources ) are the most important factor necessary to make the business model work effectively.
7. Key Activities refers to the most important things that a company must do in order to ensure that the business model is feasible.
8. Key Partnerships (KP, Key Partnerships ) refer to the network of suppliers and partners that are needed to make the business model work effectively.
9. Cost Structure (C$, Cost Structure ) is used to describe all the costs caused by operating a business model.

Sixty-three. Brand-question solver

• Applicable scenarios: brand building, brand management
• Theoretical source:/

The rationality of a brand exists in solving a certain problem (for specific consumers).

The market is like a question bank, and brands should find one of the questions, which is the needs of consumers. At the same time, determine whether this demand is a pseudo-demand and the long-term nature of this demand.

Sixty-four, four elements of product development

• Applicable scenarios: product development, product strategy
• Theoretical source:/

The four elements of product development are:

1. crowd
2. Scenario
3. question
4. Solution

What specific customer base are targeted, what common scenarios are used, what problems are encountered, and what product solutions are.

Sixty-five, 12 brand prototypes

• Applicable scenarios: Brand strategy
• Source of the theory: American scholars Margaret Mark and Carlo S. Pearson

Based on Jung's prototype theory, marketing experts Margaret Mark and Carlo S. Pearson summarized and extracted a systematic set of brand prototype tools, and 12 personalities were subdivided according to four categories of motivations.

Brand prototype is an inherent impression of the brand formed by consumers, which can be understood as a brand personality.

Sixty-six. Four elements of media strategy

• Applicable scenarios: Media strategy
• Theoretical source:/

First, choose which platform to choose, and then based on the attributes of this platform, what content to say, what form to say, and who will tell the content.

The model is a tool that assists thinking and cannot be used for the sake of use. This is its limitation. Only by understanding its limitations can one not be limited.