Taking product promotion as an example, analyze how to make operational strategies?

When faced with the task of product promotion , how do we organize a comprehensive and excellent operational strategy? The first thing we need to do is to conduct research by combining trading thinking with market thinking, and make corresponding trading strategies and operation strategies.

If the company launches a new product in the near future, it needs to be promoted comprehensively to the market. At this time, your boss asks you to come up with an operational strategy, so how should you do it?

1. Research

First of all, we cannot blindly "build cars". We must fully understand the market conditions and obtain research results, so that the operational strategies we formulate will be targeted and feasible.

So what information elements should we focus on collecting when conducting research? We can start with trading thinking and market thinking .

1. Trading Mindset

All business is a transaction, and promoting a new product is no exception.

A transaction itself has three elements: the transaction object, transaction content, and transaction strategy.

Combining the previous case, our transaction object is the product audience in a specific industry, the transaction content is the new product, and the transaction strategy is the way and method to let the product audience use the new product.

The only variable here is the trading strategy. The reason for understanding this is to clarify the end result of what we are doing, and always formulate trading strategies around the trading objects, so as to avoid losing direction in the later stage of operational strategy planning.

Since it is a transaction, we must focus on its essence: value exchange.

There are two elements in value exchange: product & cost.

The seller takes the product plan and sells it to the buyer, who then considers whether the product is necessary from a cost perspective and, if necessary, decides what cost to accept.

There is a very critical factor in this process, which I call business ties. For sellers, it is the basis for new business cooperation; for buyers, it is a factor that must be considered when making decisions. The application of business ties also focuses on value transfer.

For example, Company A is the largest distributor in the homestay market and works closely with homestay landlords. At the same time, landlords use reservation system B for daily operations.

One day, Company A launched a room reservation system a and promoted it to many homestay landlords.

At this time, compared with other hotel reservation systems, the biggest advantage of Company A is the business ties it has with users (assuming that the product functions are consistent with mainstream products), and the smallest granularity is each rental order.

In this situation, as a strategist, you need to maximize the influence of business ties and make it a factor that buyers must consider when making decisions.

There are many ways to do this, but the key is to reduce the cost for buyers. However, the reduction may not necessarily mean giving up existing profits, but may also mean sharing in incremental profits.

2. Market thinking

So after this analysis, before starting this operation strategy, we need to rationally research the market - what the product looks like, what cost the buyer has to pay to obtain it, and how existing sellers in the market use business ties to bind cooperation.

During the research process, we need to carry out the research step by step with these elements.

At the same time, through research, we also need to understand the structure of the market - the market share of the TOP3 echelons, customer attributes (customers can be divided into "large" and "small" customers according to their size), product features, and investment strategies (how to use business ties to bind cooperation).

Because once the market forms a stable 7:2:1 pattern, it means that it will be difficult for new entrants to attack, and they can only rely on product innovation to overtake others or focus on niche areas. The above is the combination of market thinking and trading thinking.

2. Trading strategy formulation

Assuming that we learn that the market share of the TOP3 sellers is approximately 4:2:2, we can preliminarily judge that there is still room for growth in the market.

After further investigation, it was found that the No. 1 top player targets both large and small customers, the No. 2 top player focuses on large customers, and the No. 3 player focuses on small customers.

Therefore, the formulation of the first-stage strategy should focus on small customers with lower difficulty, and gradually expand outward to attack the market step by step.

Since resources and manpower are limited, when formally formulating strategies, it is also necessary to intersperse and utilize hierarchical thinking, weighted thinking, and comparative thinking .

1. Layered thinking

In the early stage, through market research and product analysis, we understood the current market structure and made the decision to focus on small customers in the initial stage. But it does not completely mean giving up other markets. Strategies can be solved in a layered manner, with more support or more incentive coefficients given to the main market strategies.

2. Weight thinking

Similar to the pilot programs adopted by many companies, the strategy will focus on certain users in the early stages. In order to ensure that the sample is representative and offensive, it will be weighted according to size or other factors, with priority given to attacking top users.

3. Contrasting thinking

It is especially suitable for new players entering an industry. After all, in the competition in the market, we all want to get users at the lowest price.

So when competing for resources, we study the resource support of our competitors, and then appropriately increase our investment based on our own business ties. This becomes the prototype of our operating strategy.

Not only that, although the quality of the product in the transaction logic can to some extent break through the user's cost awareness. However, assuming that the product itself does not subvert the industry's perception, users will naturally compare it with existing products to form a mental account. Formulating corresponding strategies by comparing with competitors is obviously a more cost-effective way.

3. Operation strategy related

Trading strategy is the core of operating strategy, but not all of it. Operations require a holistic view. In addition to strategy, you also need to focus on execution. Especially for businesses that combine online and offline, once entering the market, it also involves the cooperation of the ground team. Then the transaction strategy mentioned above will evolve into business negotiation terms.

There are three links in the execution process that require special attention, namely goal setting, business training and performance appraisal. Execution thinking runs through it all, focusing on the early and late stages of strategy execution.

1. Goal setting

It needs to be formulated in combination with the stratification in the trading strategy, and different attack targets should correspond to different performance goals.

2. Business training

This is more suitable for companies that combine online and offline businesses. Business training mainly includes three parts: product training, contract signing process training and after-sales service training.

in:

• Product training involves the display of product functions and the output of negotiation techniques, aiming to enable business people to master the system's advantages and selling points, and to acquire users in combination with resource support.
• Contract signing process training is aimed at improving work efficiency.
• After-sales service training. For promoters, although after-sales service is not a directly related job responsibility, it involves after-sales protection that buyers are more concerned about, and this can at least be used as a bargaining chip.

3. Performance Appraisal

This requires a comprehensive assessment based on specific strategic goals and business goals. However, during routine execution, in addition to the degree of completion, the incentive coefficient will also be adjusted based on key points. The purpose of this is to adjust the focus of attack by adjusting the incentive coefficient without disrupting the overall trading strategy.

In addition, during the performance appraisal process, teams with data awareness will also set up data dashboards to remind business progress at all times. Data monitoring methods include but are not limited to hourly DingTalk early warning groups, daily email reports, and daily data dashboards.

Author: I operate

Source: Wu Operation