The core strategy of brand planning and promotion!

Previously, a netizen who is a planner came to me for consultation and asked a question:

What skills are needed for planning?

I asked him in return, what ability do you think is the most important?

He said that market analysis skills, marketing knowledge, brand knowledge, copywriting skills, etc. are needed.

The above are only the basic abilities of brand planning, but not the core abilities of brand people.

So what is the core ability of a brand person?

I have summarized the most important ability for brand people: insight

Next, let’s delve deeper into insight.

What is insight?

Insight: The ability to delve into the essence of things or problems, and the ability to see the essence through phenomena.

To give an example: Insight is a bit like Sun Wukong's Fiery Eyes and Golden Pupils. Tang Seng can only see that the appearance is human, but Sun Wukong can see the essence. The appearance is human, but the essence is the White Bone Demon.

Brand people need to have a pair of sharp eyes to see problems that others cannot see, to understand the value behind the data, and to see different perspectives from ordinary and common things.

If you want to be an insightful brand person, the best way is to consciously observe the world around you at every moment.

Once you train yourself to be an observer and experiencer in your daily life, you will be able to more effectively understand the essence behind the phenomena.

Being good at observation is the most important ability for brand people.

Hua Shan, author of "Super Symbols Are Super Creativity", said:

If you don't go to the scene yourself and don't develop the habit of always being there when something happens, you are not a qualified businessman.

Creativity is on the spot, observing the entire process of consumer consumption.

As a brand person, you should not stay in the office looking at data or racking your brains to come up with creative ideas, but go to the site to observe.

Observe consumption scenarios, consumer behaviors, personal experiences, product production processes, etc., and find answers from these small actions.

There is an interesting case mentioned in the book "Why Customers Buy".

There is a shelf in the best location at the entrance of a department store, but the sales volume is very low. The mall staff finds it strange that many people stop to choose but very few people buy.

The author of this book installed cameras at the entrance of the shopping mall, and finally found out through watching the video that when shoppers came to the shelves, stopped to make choices, and were bumped once or twice by people coming in and out, these customers would continue shopping, but if they were pushed and bumped a few more times, most shoppers would leave and no longer buy.

Finally, a conclusion was drawn: the crowding and collision of people will reduce people's desire to shop.

When the author of the book informed the mall manager of this discovery, the manager immediately told the person in charge to move the shelf away from the main aisle, and sales on this shelf increased rapidly after a few weeks.

This case illustrates a problem very well: only by gaining insight and finding the core problem can the fundamental problems of the enterprise be solved.

Let’s take the above case as an example. If you don’t conduct on-site insight, you might analyze the products on the shelf to see if there is a problem with the product, or if it is a color problem, etc. You are analyzing the problem from the wrong angle and cannot find the most fundamental problem. You will only solve the problem in the wrong direction.

I often compare brand people to doctors who can help companies find the core problems. Instead of treating the symptoms without addressing the root cause, we must find the most fundamental problem of the brand.

Treating the symptoms instead of the cause is not the best solution. You must find the source of the disease.

Seeing the problem clearly is often the first step to solving it.

Brand people are responsible for solving the problem of building a company's brand. If they cannot see the root problem and find an effective solution, they will not be able to help the company build its brand better.

In addition to on-site insights, you also need the ability to gain insights into data

When doing brand planning, analyzing data reports is essential, but we cannot fall into the trap of data. "People" are the objects of our research, not numbers.

Ye Maozhong has a case in his book "Conflict".

When Ye Maozhong Planning Agency was planning for the Goodbaby stroller, their research data showed that stroller safety was the biggest demand, but they did not focus on safety.

Instead, we understand the needs from the child's perspective: for babies, comfort is the most important thing. Whether the stroller is safe depends on whether the person pushing the stroller is careful and steady. The baby actually has no way of knowing. What the baby can feel is whether it is comfortable.

So we got the slogan "Goodbaby stroller is more comfortable".

For parents, convenience is the most important issue, so Goodbaby has launched a pocket stroller to solve the convenience problem, making it easier and more convenient for parents.

Data can only be used as a reference. Brand people cannot be deeply trapped in the data. We must clearly know which data is valid and which are traps.

at last

Insight is actually a bit mysterious. It can only be understood but not explained in words. You can only experience it slowly by yourself.

Author: Zhou Enyong

Source: Zhou Enyong