108 Marketing Models That Strategists Must Know in 2023 (Version 11.0)

This article summarizes 108 classic business management and marketing models, covering strategy formulation, brand positioning, user insights, pricing strategies, project management, etc. This article is recommended for business managers or career planners who need guidance on management and marketing.

Model in hand, ideas in mind

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. They are just tools and cannot be applied all the time. Practice is the only criterion for testing the truth. Next, I will share some of the models I often use and some I don’t often use.

The directory is as follows:

Pyramid Principle
3W Golden Circle Rule
5W2H Analysis
PDCA Cycle
KISS Review Method
SWOT Analysis
STP
OIIC
4P Marketing Theory
4A Marketing Theory
4C Marketing Theory
4R Marketing Theory
AISAS
3C Strategic Model
The right time, right place, and right people
PEST
OKR
HBG large penetration
People and goods yard
AIPL
FAST
GROW
RFM
AARRR
MVP
P/MF
Maslow's Hierarchy of Needs
Porter's Five Forces Model
Boston Matrix
Three generic strategies for competition
Market competition strategy model
Ansoff Matrix
GE Matrix
Trinity Positioning
Category empowers brand positioning
Six-step method for data analysis
Content Marketing 5A Model
SMART principles
McKinsey's seven-step poetry method
Kano KANO model
RACI Model
Orchard Matrix
SCQA Model
Ogilvy's brand positioning triangle model
Creative Syllogism
I & Other I Insights
Logic of the Upside-Down Triangle Solution
Brand Five Forces Model
First Principles
What has changed and what hasn’t changed in investment
Supply side/demand side
A/B Testing
The transmission is legal
Encoding/Decoding
User decision-making rational/emotional logic
Investment syllogism
Three Essentials of Brand Equity
CBBE customer-based brand equity model
Brand Charm Model
Inter Brand Evaluation Model
FAB Benefit Sales Law
Means-End Chain
Business Model Canvas
Brand/Solver
Four elements of product development
12 Brand Archetypes
Four elements of media strategy
3C Model of Pricing
Sales & Profit Growth Four Quadrants
Value & Price Matrix Positioning
Value & Price 25-Grid Pricing Method
Four elements of category
PSM price sensitivity test
Eight elements of project establishment
Analysis of the three basic characteristics of the industry
Butterfly square pattern
Ogilvy Brand Positioning Triangle
Porter's Value Chain
Porter's Rule of Three and Four Matrix
McKinsey 7S Model
New 7S Model
Lean Canvas
VRIO
Osborne Checklist
HOOK Addiction Model
Fogg Behavioral Model
Bloom's cognitive hierarchy
Iceberg Model
DIKW Knowledge Model
Gantt chart
SCAMPER
Creative Sharing
Roland Berger's seven steps to problem solving
Strategy Tree
Balanced Scorecard
Risk-Reward Chart
Product/Market Evolution Matrix
5 Why Analysis
Strategic Clock Model
BLM Model/Business Leadership Model
Schumpeter's "Five Innovations"
Five process groups of project management
The Ten Knowledge Areas of Project Management
Interview PRES Model
Team trust building rules
Porter's Diamond Theory Model
QQTC Model
SCOR five process models

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 is 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, the thesis is stated first, followed by the evidence to support it.

Follow four basic principles

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

2. 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 something. Why is the core essence of doing something, 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.

What: What is it? What is the purpose?

Why: Why do it?

Who: Who will do it?

When: When should it be done? When is the best time to do it?

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

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

How Much: How much money? How much? What is the return on investment?

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 is this product developed? Why should consumers buy it? Who: Who is this product developed for? When: When will this product be released? Where: In which channels is this product sold? On which platforms is it promoted?

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

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 inspection, affirm the successful experience and appropriately promote and standardize it; lessons from failure need to be avoided to prevent recurrence. Unresolved issues are put into 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.

Analyze the four elements of SWOT and find a strategy that suits the company. SO-offensive strategy, relying on internal advantages and taking advantage of external opportunities. WO strategy makes full use of the industry bonus window to overcome its own disadvantages to a certain extent. ST strategy relies on its own advantages to avoid external threats. WT-defensive strategy is a two-way avoidance, which not only reduces internal disadvantages but also avoids external threats.

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 and what obstacles they are currently facing in order to achieve this goal.

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

Based on this, what is our action 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 . Consumers buy the use value of products. How much should this product be sold for (price) ? Where should it be sold? (channel) 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 sources: 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 .

12.4R Marketing Theory

Applicable scenarios: brand marketing, relationship marketing

Source: Elliott Eidenberg

The 4R marketing theory emphasizes the relationship between the enterprise and its customers, and promotes the development of the enterprise by establishing long-term and stable customer relationships.

Relevancy: Enterprises and consumers are a community of interests, with the former providing the use value of products and the latter providing the corresponding currency. Enterprises exist for the needs of customers, and customers rely on the value of products to solve certain problems of their own.

Reaction: Companies should not create value (product development) or convey value (marketing communication) behind closed doors or by talking to themselves, but should stand in the customer's perspective and see how they will respond. After all, business is a two-way communication.

Relationship: From a long-term perspective, companies need to establish long-term and stable customer relationships with their customers. If a company is likened to a person, it needs to become a friend of its customers and form a certain emotional "preference".

Reward: The consolidation and development of any transaction and cooperative relationship is a matter of economic interests. On the one hand, the enterprise obtains reasonable profits, and on the other hand, the customer pays a reasonable price and obtains reasonable value.

In general, it is to find a certain category track and brand positioning that is related to the company and the customers. In the process, you need to always pay attention to the possible reactions of customers, and establish a solid customer relationship with customers based on the value you provide (including first-time use and repeat purchases). Ultimately, both the company and the customers can obtain corresponding value (the company obtains operating profits and the customers obtain usage value).

13. 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 the 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.

14.3C 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.

Customers: Who are the customers? What products do they want? How big is the market? What are the profits? Through what channels can we 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.

15. 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.

16. 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 companies.
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.

17. 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.

18. HBG Penetration

Applicable scenarios: Brand marketing

Theoretical source: Professor Bryon Sharp

Theory full name: How Brands Grow

HBG reveals the pattern of user purchase and sales growth . This pattern can be expressed as a formula: Brand growth = penetration rate x recall 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.

19. People and Goods 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.

20.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 purchase is more in line with the current ROI-oriented marketing method.

21.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.

22. GROW

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

Theoretical source: Alibaba

GROW divides the complete increment of a brand's GMV into three 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 detonation point for brand growth, new product power (Widen) is also used as an important indicator to measure brand growth capabilities.

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.

Gain: GMV increase brought by penetration improvement (new consumers). Gain can be divided into penetration improvement of existing categories and penetration improvement of category expansion.

Retain: GMV increase brought by increased consumption frequency. Retain can be further refined from the perspective of new and old customers. Retain is particularly important for loyal categories such as maternal and child care and pet food.

Price power (bOOst): GMV increase brought by purchase price upgrade. 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 upgrade mentality such as sophisticated mothers and senior middle-class people, the importance of price power (O) increases.

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).

23.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: recent transaction time is short, transaction frequency is high, but transaction amount is small, belonging to the low customer unit price 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 low-profit or even flat, in which case no additional investment of a large budget is required 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.

24.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?

25.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 quickly and cheaply" rather than "fail expensively". If the product is recognized by users, it should be continuously upgraded to explore user needs and iterate to optimize the product.

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

26.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 such products, 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, use the product to create a new market.

P/MF: Innovation based on existing needs. Focus: Valuable user experience, persuading users to experience, 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, through "@").

27. 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 demand 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 .

28. 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 reduce corporate profitability and even threaten 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.

29. 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 a lot of cash flow to the company. At this time, the company does not need to expand its scale through large investments. The cash flow from this business can be used to provide blood transfusions for other businesses.

Star product: high growth, high market share. At this time, the product is in the growth stage, and the market share is relatively low compared to the golden bull products. It is necessary to increase investment and expand the scale to develop into a golden bull product.

Problem products: 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, they are not competitive and should be reduced in production and gradually eliminated.

30. Three generic strategies for competition

Applicable scenario: Competitive strategy

Theoretical source: Michael Porter's "Competitive Strategy"

Overall cost leadership strategy

Through the scale effect and refined cost control, we can achieve cost leadership. Even in the fierce competition, as long as the cost of the enterprise is low to a certain level, we can get a return rate above the average level.

Differentiation strategy

As the saying goes, scarcity makes things more 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.

Concentration strategy

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

31. Market competition strategy model

Applicable scenario: Competitive strategy

Theoretical source: /

Leaders

It has the largest market share and is in a leading position in brand power, price adjustments, new product introductions, channel coverage, and promotional spending.

Followers

Chasing dividends, free-riding, and imitating leaders as benchmarks can also reap certain dividends.

Challenger

Challenge the old rules, propose new standards, and launch new products (or functions or concepts) with your own characteristics.

The filler

Targeting specific needs, we identify niche markets and launch matching products.

If leaders and followers are conventional players, then challengers and fillers are unique players. Followers, challengers, and fillers can all be in the middle, tail, or head.

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

32. 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 horizontal and vertical coordinates, it forms a 2X2 matrix, 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 greatest returns.

33.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. It uses market attractiveness and the company's own strength as horizontal and vertical coordinates to evaluate existing/developmental businesses. Each dimension is divided into three levels, a total of nine levels/nine squares, 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.

34. Trinity Positioning

Applicable scenarios: Brand positioning, product positioning

Theoretical source: /

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

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.”

35. 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 category cake

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. Brands should take a leadership role and become the brand representative of the category in the minds of consumers.

36. 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 a question: First of all, it should be clear what problem we are trying to solve?

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. Presentation of results: Visualize the data and draw specific conclusive information.

37. 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.

38.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.

39. 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. 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 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. Don’t get hung up on numbers, but ask “What question am I trying to answer?”

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

6. Comprehensive results and establish a result-based conclusion

State the situation of the problem, list the difficulties in detail to improve the situation, and lay out possible solutions.

Key points: There must be a guiding action in the conclusion.

7. Organize a set of powerful documents

Organize the problem-solving process into persuasive documents

Key points: clear and powerful.

40.Kano KANO Model

Applicable scenarios: Classification and priority order of products to meet user needs

Source of the theory: Noriaki Kano, professor at Tokyo Polytechnic University

The Kano model is based on products, classifying products to meet users' needs, thereby obtaining the relationship between products or services and consumers. It can be divided into four types:

(1) Charming attributes

(2) Expected attributes

(3) Required attributes

(4) Independent attributes

1. Charming attributes—product differences

A moment that makes users WOW. If these factors are not done well, consumers won’t care much. But if they do it well, consumers will have a surge in favor of them.

It reflects the competitive advantages and differences of products/brands.

2. Expected attributes - product bonus points

A property that makes users feel good. Whether these factors are done well or not, consumers will have greater positive or negative feedback.

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

3. Essential attributes—category threshold items

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

Generally, brands will do this to avoid losing points.

4. Independent attributes - category irrelevant items

This type of factor has a low level of perception of consumers, and whether it is good or bad, has no effect on product evaluation.

For brands, importance ranks last.

41. RACI model

Applicable scenario: Project management division of labor model

Theoretical source:/

RACI is used to model that is relatively intuitive for each role and related responsibilities during project execution. Projects are driven by people, so it is crucial to clarify each person’s role.

Who executes (R = Responsible) , is responsible for the role of executing tasks, and is responsible for manipulating projects and solving problems.

Whoever is responsible for (A = Accountable) , who is responsible for the task and supervises the progress, the task must be approved by him.

Consult someone who (C = Consulted) provides designated advice at the beginning of the task implementation or during the process.

Tell who (I = Informed) to the person who needs to be notified of the results when the task is completed, without consulting or soliciting opinions.

42. Orchard Matrix

Applicable scenarios: Looking for industries with strong market attractiveness

Source of the theory: McKinsey

When looking for an industry with market attractiveness, the degree of market concentration (market leader share) and sales growth rate can be split into four quadrants as horizontal and vertical coordinates. These four quadrants show corresponding relative attractiveness.

Maturity – A market with high growth rates but not strong enough dominant companies, is obviously a ripe fruit that can be picked.

Difficulty – A market with low growth rates and low concentration may be easy to enter, but it can be difficult to make a profit.

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.

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.

43.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:

S (Situation scenario ) , starts from familiar scenes and facts.

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

Q (Question) What should we do?

A (Answer answer) , our solution is...

44. 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.

45. Creative syllogism

Applicable scenario: Check whether it is a good idea

Theoretical source:/

The main focus of measuring creativity is three elements. First, the creativity is explosive enough , and this idea itself can trigger communication.

The second is related to the brand , and content communication is brand communication.

Next is driving purchases , which can drive consumers' short-term/long-term purchases.

46. Lord 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 its own purpose, so that consumers can psychologically recognize the process of moving from the host to the guest. The way of product implantation is that only by having it can the society expects.

47. 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.

48. Brand Five Forces Model

Applicable scenarios: Check whether the company has brand power

Theoretical source:/

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

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

Channel strength: refers to the business awareness, business management ability, market structure, financial strength and brand loyalty of first-level/second-level distributors.

Marketing power: refers to the strategic structure, integrated marketing capabilities, media resource capabilities, and the company's crisis public relations capabilities at all levels.

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

Brand power: It is the precipitation of brand assets such as reputation, reputation, and cultural recognition, which are the comprehensive ability to drive consumers to purchase. Brand power is the ultimate force, which is equivalent to the core source power.

49. 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, not analogy. Through the first principle, things are condensed into the most basic facts and then reasoning 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 law that determines the most essential unchanging of things, a natural axiom that does not prove to be clear, the origin of thinking, and the major premise for the existence of other theories in the same field.

50. 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 means technological iteration and model innovation. Investing in unchanging means that people’s essential needs, such as food, clothing, housing and transportation. Change means that they are unchanged services, and technological innovation means that they meet people’s essential needs.

51. Supply/Demand side

Applicable scenarios: Business decision-making

Theoretical source:/

Investing is to invest in the "demand and supplyable" track. 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.

52.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.

53. The law of transmission and inheritance

Applicable scenarios: storytelling, brand communication

Theoretical source:/

Start, inheritance, turn, and end are a way of narrating stories and a method of 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 to 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.

54. 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 disseminator encodes the information in a specific form, and the recipient interprets the received symbols. The disseminator customizes the code according to his own purpose. The recipient will interpret the information itself 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.

55. 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 emphasize functions and less emotions, while others emphasize functions and more emotions.

56. Three syllogism of investment

Applicable scenarios: Investment

Theoretical source:/

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

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.

The ground is about the track, and this category is about how the ceiling is and how the growth is.

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.

57. 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

Brand awareness: refers to the ability of potential customers to recognize or think of a brand in a certain type of product. It is the basis for brand association to exist.

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.

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.

58.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.

Brand recognition is to know who you are, the brand connotation is what value you have (rational interests + emotional interests), the brand response is to make consumers feel (product quality + brand image), and the brand relationship is how consumers think about your relationship with him?

59. 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.

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

60.Inter brand evaluation model

Applicable scenario: Brand asset evaluation theory source: Interbrand

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

Brand income is the brand's profitability in recent years. The brand role index is the brand's role in purchasing decisions. Brand strength is the brand's ability to make future cash flows.

61.FAB Interest 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.

62. Means-Purpose Chain

Applicable scenarios: product strategy, product sales

Source of the theory: psychologist Milton Rocky

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

63. Business model canvas

Applicable scenario: Research on business models

Source of the theory: "The New Generation of Business Model" by Alexander Osterwald and Yves Pinieu

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

Customer Segments (CS, Customer Segments) are the customer groups that find corporate services, which can be one or multiple. Value Propositions (VP, Value Propositions) provide what value (rational/sensuality) solve customer problems and meet customer needs. Channels (CH, Channels) refer to the transmission of value propositions to customers through communication, distribution and sales channels. Customer Relationships (CR, Customer Relationships) are the establishment and maintenance of customer relationships in each customer segment.

Revenue Streams are generated from the value proposition that is successfully provided to customers and are earning revenue through value exchange. Key Resources (KR, Key Resources) are the most important factors necessary to make the business model work effectively. Key Activities refers to the most important things that companies must do in order to ensure that the business model is feasible. Key Partnerships refers to the network of suppliers and partners required to make the business model work effectively. Cost Structure (C$, Cost Structure) is used to describe all the costs caused by operating a business model.

64. Brand-Problem Solver

Applicable scenarios: Brand construction, brand management theory source:/

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

The market is like a question bank. Brands should find one of the questions, which is the consumer’s needs. At the same time, determine whether this demand is a false demand and the long-term nature of this demand.

65. Four elements of product development

Applicable scenarios: product development, product strategy

Theoretical source:/

The four elements of product development are: population, scenario, problems, and solutions.

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

66.12 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.

67. 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.

68. 3C model of price development

Applicable scenarios: price setting

Source of the theory: "Marketing Management" by Philip Kotler (15th Edition)

There are three points in the interval logic of price 3C : one is the upper limit, which increases the value; the second is the lower limit, which reduces the cost; and the third is the boundary, which brings the reference of competitors into the pricing reference range.

69. Four quadrants for sales and profit growth

Applicable scenarios: Business operations

Source of the theory: "Price Management: Theory and Practice" by Hermann Simon-Martin Fasnacht

Although price is not the only tool for a company to achieve its strategic goals, almost all goals have an impact on price management.

In the process of business operations, profit and sales are "fish and bear's paw combination", so the first quadrant is the dream of all entrepreneurs. More situations are the second and fourth quadrants, which takes a balance point.

The second quadrant means that sales volume decreases as profits grow. The fourth quadrant means that although profits decline, sales volume increases. There are two points here. First, we need to look at the company's strategic goal at this time, whether to conduct market penetration or pursue high profits/maintain a certain image of the brand. Second, from a financial perspective, a reasonable balance point or peak is needed to give the capital market/investor a "reasonable" answer sheet. (The "reasonable" mentioned here depends on the company's business model/moat.)

70. Value & Price Matrix Positioning

Applicable scenarios: Price & Brand Positioning

Source of the theory: "Price Management: Theory and Practice" by Hermann Simon-Martin Fasnacht

If you look at the brand positioning from the price dimension, the relative perceived price and relative perceived performance can be a horizontal and vertical coordinate matrix, which is mainly divided into low/mid/high-end and super price levels and luxury goods prices.

Relatively low perceived price, relatively high perceived performance, and much greater value than price, which is a favorable positioning. Relatively high perceived price, relatively low perceived performance, and much higher price than value, it is a deceptive positioning.

71. Value & Price 25 grid positioning method

Applicable scenarios: Product pricing

Theoretical source:/

Value affects price, and price fluctuates up and down around value, which is a common concept in economics.

We can arrange and combine the value and price into horizontal and vertical coordinates respectively , and divide the value and price into five levels of ultra-low/low/medium/high/ultra-high , forming the value & price 25 grid pricing method.

Originally, according to normal logic, they are generally divided into three levels, low, medium and high, and a total of nine squares . However, during the actual operation of the enterprise, there will be a certain "spillover effect", and the price will drop to ultra-low and pull up to ultra-high. At the same time , the population will be layered to achieve ultra-low castrated version and ultra-high enhancement version.

The logic here can be expressed in one sentence: value convergence, price wins, price convergence, value wins. Of course, the value here mainly depends on the product function level. If we join the brand power , it can eventually become three-dimensional coordinates, and can even be made into 125 squares.

But from a practical perspective, it is relatively difficult to incorporate brand power. First, brand power involves three complex elements: popularity, reputation, and loyalty, and second, the measurement of these elements itself is extremely challenging in terms of standards and complexity. Therefore, we often use certain data logic to estimate, and continue to be closer to refined/standardization in the process.

72. Four elements of category

Applicable scenarios: Category positioning

Theoretical source:/

Category is a collection of demands. Products are products produced by enterprises, and categories are customer demand categories.

First of all, the crowd is layered, and the same crowd will have different scenarios, the same scenario will have different problems, and different products will have different prices.

Price is also a way to distinguish demand, because value and price are a community. From the perspective of demand, value can be divided, and so are prices.

73.PSM price sensitivity test

Applicable scenarios: Product pricing

Source of the theory: Created by Van Westendorp in the 1970s

Price sensitivity test (PSM) . Through qualitative research, a price gradient table can be designed that covers the possible price ranges of the product, and then in a representative sample, the interviewees were asked to make four choices on this price gradient table: more expensive (a little but acceptable price), cheaper (a little but acceptable price), too expensive (a too high and unacceptable price, can't afford), too cheap (a too low and unacceptable price, worry about its quality/image problem).

The downward cumulative statistics are conducted on the percentages of "too cheap" and "relatively cheap" and the upward cumulative statistics are conducted on the percentages of "too expensive" and "relatively expensive", and the four price lines shown in the figure below are obtained.

Among them, the best price is the intersection of "too cheap" and "too expensive", because at this time, there are neither too expensive nor too cheap people. The lowest price is the intersection of "too cheap" and "too expensive", and it will be too cheap below this critical point. The highest price is the intersection of "too cheap" and "too expensive", and it will be too expensive above this critical point.

At this time, it is also necessary to further analyze the optimal price and acceptable price range to obtain a pricing suitable for the company.

The PSM model also has its flaws, which does not take into account the sales changes in price changes, that is, changes in overall market capacity are not taken into account. At the same time, it is only a test of consumer intentions, but does not take into account the real purchasing ability of consumers, that is, even if they think you are in a reasonable price range, they may not be able to afford it. Finally, consumers' expectations for prices are " deceptive", which is related to the level of the investigator's income, because different income groups have large somatosensory differences in a certain price range.

Therefore, when using the PSM model, other factors need to be added for cross-analysis, so as to continuously approach a reasonable pricing range.

74. Eight elements of project establishment

Applicable scenarios: Project establishment

Theoretical source: Prospectus on the funds raised by prospectus

75. Analysis of the three basic characteristics of the industry

Applicable scenarios: Industry analysis

Theoretical source: Analysis of the characteristics of prospectus industry

76. Butterfly square map

Applicable scenario: Plan writing

Source of the theory: Omi

77. Ogilvy brand positioning triangle

Applicable scenarios: Brand positioning

Source of the theory: Omi

78. Porter Value Chain

Applicable scenarios: Corporate strategy

Source of the theory: Porter

Porter divides activities that increase value inside and outside the enterprise into basic activities and supportive activities.

Basic activities involve enterprise production, sales, entry logistics, destination logistics, and after-sales services. Supportive activities involve personnel, finance, planning, research and development, procurement, etc. Basic activities and supportive activities constitute the enterprise's value chain.

79. Potter three and four rules matrix

Applicable scenarios: Competitive analysis

Source of the theory: Boston

Leaders generally refer to companies whose market share is above 15% and can have a significant impact on market changes, such as in terms of price, output, etc.

Participants generally refer to enterprises with a market share of between 5% and 15%. Although these enterprises cannot have a significant impact on the market, they are effective participants in market competition.

Survivors are generally local market segment fillers, and these companies have very low market share, usually less than 5%.

80. McKinsey 7S Model

Applicable scenarios: Management consultation

Source of the theory: McKinsey Thomas J. Peters Robert H. Waterman Jr.

Hardware analysis includes strategy, structure, and system. Software analysis includes style, common values, personnel, and skills.

Strategy is a choice made based on internal and external circumstances. The implementation of a strategy requires organizational structure to ensure it. Systems are an effective standard for promoting the coordinated development of various organizations. Style is the sum of employees' values, professional ethics and behavioral norms. Common values are mainly the guiding ideology of corporate development, such as the company's mission/vision/values, value propositions, etc. Employees are human resources and are done by people. Skills are employees' knowledge and skills.

81. New 7S model

Applicable scenarios: Strategic management

Source of the theory: American scholar Daviny proposed in the 1990s

Stakeholder satisfaction: Stakeholders include shareholders, customers and employees.

Strategic Forecast: Predict future market trends and be the first to find opportunities.

Speed: Take the first-mover advantage and form a market leader.

Surprisingly: value innovation, forming differences.

Change the competition rules: break the old standards, establish the right to interpret the standards, and form differences from competitors.

Demonstrate strategic intention: announce strategic intentions and future actions to the public and peers, form mental occupation among customers, and issue a declaration of territory ownership among competitors.

At the same time, with a series of strategic attacks: focus on the core and coordinate a series of organizations.

82. Lean Canvas

Applicable scenario: Business model

Theoretical source: "Learning Entrepreneurship Practical" Ash Moria

83. VRIO

Applicable scenarios: Analyze the advantages and disadvantages of the company based on the internal resource capabilities of the company

Source of the theory: Jayne Barney, Fellow of the American Society of Management

Sustainable competitive advantages are not only about entering the high-opportunity and low-threat track in business. They also need to rely on the exclusive resources and capabilities of the enterprise, which still have certain advantages in the competitive environment .

At the same time, obtaining such resources and capabilities occupies certain barriers , that is, enterprises with these resources and capabilities have moats. Finally, in terms of enterprise organization , such resources and capabilities can be fully and reasonably maximized.

84. Osborne Inspection Table Method

Applicable scenarios: Inspire innovative thinking

Source of the theory: Alex Osborne "Get Creativity"

Starting from the characteristics of the research object , test it from multiple directions to find the direction to stimulate innovative thinking .

85. HOOK addictive model

Applicable scenarios: User research

Theoretical source: Neil Eyal, Ryan Hoover "Addicted"

The HOOK addiction model proposes the idea of making users "addiction" to products, that is, let users develop usage habits .

86. Foger's Behavior Model

Applicable scenarios: Consumer research

Theoretical source: BJ Fogg

To achieve a certain behavior, an individual needs three elements: motivation for the behavior, ability to complete the behavior, and triggers to stimulate the behavior. Only when the three elements are possessed at the same time can the individual produce a certain behavior.

87.Bloom 's thinking cognitive level

Applicable scenarios: Learning and cognition

Source of the theory: American psychologist and educator Benjamin Bloom

From low to high in the learning cognitive level, they are memory, understanding, application, analysis, evaluation, and creation.

Among them, memory and understanding are shallow learning, application, analysis, evaluation, and creation are deep learning. Memory and understanding are knowledge, application analysis is to achieve, and evaluation and creation are development.

88. Iceberg Model

Applicable scenarios: Personal quality analysis

Source of the theory: McClelland, a famous American psychologist

The iceberg model is to divide it into the "part above the iceberg" on the surface and the "part below the iceberg" hidden according to the different manifestations of the individual quality of the person.

The part above the iceberg is an external manifestation, which is easy to measure, and relatively easily changed and developed through training. The part below the iceberg is an internal and difficult part that is difficult to measure. The external influence is difficult to change, but it plays a key role in human behavior and performance.

89. ‍ DIKW Knowledge Model

Applicable scenarios: knowledge absorption and management

Theoretical source: /‍

The DIKW model incorporates data, information, knowledge, and wisdom into a pyramid-shaped hierarchical system, and each layer gives some characteristics than the next layer.

Data is the original material and document, information is logical data after processing, knowledge is the connection between information and form specific knowledge information to complete the current tasks, and wisdom is the ability to predict the future by summarizing the past.

90. Gantt Chart

Applicable scenarios: Project management

Source of the theory: Henry Lawrence Gantt

The Gantt chart shows a task list and schedule, indicating the order and duration of a specific project .

The horizontal and vertical are time, the vertical axis is the project, and the lines represent the period plan and actual completion status. Intuitively indicate when the plan will be carried out, and the comparison between progress and requirements. It is convenient for managers to clarify the remaining tasks of the project and evaluate the progress of work.

91. SCAMPER Mercedes-Benz Method

Applicable scenarios: Improve existing products/services or business models

Source of the theory: American applied psychologist Robert Black

Mercedes-Benz is an innovative thinking tool that improves existing products/services and business models. It consists of seven letters: Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, and Reverse.

92. Creative division and legality

Applicable scenario: Creative thinking training

Theoretical source: Gordon "Section of Legality: Development of Creative Ability"

Creative division law mainly involves creative divergence from the perspective of division and combination. From combination to division, it is to make familiar things new, and from division to combination to make novel things familiar. There are mainly four kinds of fantasy, directness, anthropomorphism, and symbols.

93. Seven steps to solve the problem

Applicable scenarios: Problem disassembly

Source of the theory: Roland Berger

Roland Berger divides the problem solving into seven major steps. First, clearly state the core problems to be solved, then use the logic tree method to prioritize the problems, and then eliminate non-critical problems to focus on the core problems.

Next is to formulate a detailed work plan. Do things in advance, find data in advance, and actively choose rather than wait completely passively. Frequently and repeatedly ponder data, and keep improving. Analyze concretely and find the specific source. Comprehensive analysis of various dimensions. Arrange in an orderly manner in terms of work content and time spent, and deliver on time.

Key objective analysis. Use common sense to analyze without self-persuasion. Avoid indirect inferences that are too complex and not very referenceable. Focus on the key points without being too entangled and not affecting the overall part. Leverage more professional opinions from others to empower decisions. In the process, constantly use assumptions and verification logic.

Comprehensive the survey results and establish an argument. Condensate the conclusions into key points of the conclusion. The arguments and arguments can be explained by the pyramid, that is, first state the argument conclusions, then use the arguments as support, first summarize the reason, then process causes.

The conclusion points of various analyses are summarized into a "story" that states and persuasively. The structures of the arguments they hold are summarized into a story structure with power. Logically, form an incitemental story.

94. Strategy Tree

Applicable scenarios: Corporate strategy analysis

Source of the theory: Former McDonald's Global Strategy Director Matts Ryderhausen

Former McDonald's global strategy director Matts Ryderhausen proposed four steps to develop a corporate strategy. Why does it exist? What value do you advocate? Who will serve? How to judge success?

Why exists is the fundamental purpose, advocates value as business definition and sales proposition, serving the target customers is the target, and determining the success factor is organizational goals and measurement indicators.

95. Balanced Scorecard

Applicable scenarios: Performance evaluation

Source of the theory: American scholars Robert Kaplan and David Norton

The balanced scorecard is a new performance management system that implements the organization's strategy into actionable measurement indicators and target values from four perspectives: finance, customers, internal operations, learning and growth .

Financial level: In order to meet shareholder requirements, what kind of performance should we perform at the financial level? Financial indicators generally include revenue growth, cost decline, profit increase, return on investment, inventory turnover days, etc.

Customer level: In order to achieve financial success, what should we perform at the customer level? Customer indicators generally include market share, customer satisfaction, customer acquisition ability, repurchase rate, etc.

Internal operating process level: In order to meet the requirements of shareholders and customers, what internal operating processes should we improve? Internal process indicators generally include quality improvement capabilities, process improvement capabilities, market demand response speed, rapid production response capabilities, etc.

Learning and Growth Level: In order to achieve strategic goals, how should we maintain the ability to change and improve? Learning and Growth indicators mainly include internal innovation capabilities, employee satisfaction, employee retention rate, employee skills and training, etc.

96. Risk reward chart

Applicable scenarios: Project management/Technology R&D management

Theoretical source:/

It is mainly used in project management or scientific and technological research and development management, defining the risks and returns of different projects, and also plays a role in a macro-scoring version for cross-department comparison and overall performance tracking.

97. Product/market evolution matrix

Applicable scenarios: Products

Theoretical source: ‍CWHofer

The product/market evolution matrix was proposed by Charles Hover of the United States. It is mainly based on the selection method of two strategies of Boston matrix and general matrix, which converts business growth rate and industry attractive factors into product/market development stages, thereby obtaining a 15-grid matrix.

The circle represents the scale of the industry or product/market segment. The fan-shaped shadow part inside the circle represents the market share of the company's various business operations.

98. 5why analysis method

Applicable scenario: Find the essence of things

Theoretical source:/

The so-called 5why analysis method, literally, is to find the root cause of things by asking five reasons in succession.

Ask more why it is to find the essence of things and avoid making analysis from the surface to draw conclusions.

99. Strategic clock model

Applicable scenarios: Corporate strategy analysis

Source of the theory: Cliff Bowman

Strategic Choice 1 (Low Price/Low Value Added): It is aimed at a market that is very sensitive to price. They focus on products with low prices and low requirements for added value.

Strategic Choice 2 (Low Price/Medium Added Value): The low-price strategy here refers to a situation where it is low but has a certain value advantage, and is in a certain competitive advantage, similar to a good quality and low price, and the company is a cost-leading strategy.

Strategic Choice 3 (Low Price/High Added Value): refers to the company maintaining low prices while providing customers with perceived added value. This high quality and low price depends on two factors. One is the company's ability to explore and meet consumers, and at the same time, it has the cost advantage of maintaining a low price strategy, and it is difficult to imitate.

Strategic Choice 4 (moderate price or even slightly higher/high value added): The company adopts prices at the same price or slightly higher than its competitors, but offers products with high value added to gain higher market share.

Strategic Choice 5 (High Price/High Value-added): Provides higher value-added at particularly high prices, targeting relatively niche market segments.

Strategic Choices 6, 7, 8: (Price exceeds perceived value added): This strategy may lead to the ultimate loss of market share, but there are certain types of companies that occupy a monopoly business position and no competitors in the market provide similar products/services.

100. BLM Model/Business Leadership Model

Applicable scenarios: strategic planning

Theoretical source: IBM, Harvard University

The business leadership model is mainly divided into two sectors, one is the strategic selection part, and the other is the implementation part.

Strategic planning is mainly based on gaps, and it is divided into performance gaps and opportunity gaps according to whether the business design needs to be changed . Performance gaps are mainly based on existing business design and are the dimension of improving operations. Opportunity gaps are changing business designs to achieve specific goals.

101. Schumpeter’s “Five Innovations”

Applicable scenarios: research on economic thought development, enterprise innovation

Source of the theory: Schumpeter

Schumpeter believes that "innovation" is the driving force for capitalist economic growth and development. Without "innovation", there will be no capitalist development.

Later, people summarized his passage into five innovations, which correspond to product innovation, technological innovation, market innovation, resource allocation innovation, and organizational innovation (competitive pattern innovation).

102. Five major process groups for project management

Applicable scenarios: project management, business improvement, execution implementation theory source: PMBOK project management knowledge system

Generally speaking, there are five major sectors in project management.

It mainly includes the start process group (obtaining authorization), the planning process group (determine goals and clarifying methods), the execution process group (to ensure that the steps are effective and without omissions), the monitoring process group (to monitor and adjust project progress and performance, determine changes and unchanged according to specific circumstances), and the finishing process group (to deliver results, determine what needs to be maintained and optimized).

103. Top 10 knowledge areas for project management

Applicable scenarios: project management, business improvement, execution implementation theory source: PMBOK project management knowledge system

104. Interview PRES model

Applicable scenarios: communication, workplace interview, effective feedback

Theoretical source: General methodology for recruitment interviews

During the interview process, you can first put forward your opinions, then explain the reasons, then use examples to support it, and finally make a summary statement.

105. Rules for establishing team trust

Applicable scenarios: interpersonal relationships, trust building, team collaboration

Source of the theory: McKinsey

Building trust in a team mainly includes "four degrees", professional credibility, reliability in character, and intimacy in communication. As the numerator, the degree of selfishness is the denominator. The greater the degree of selfishness, the smaller the trust.

106. Porter Diamond Theoretical Model

Applicable scenarios: Analyze industrial competitiveness

Source of the theory: Porter

Porter's diamond model is mainly used to analyze why a country's industry is competitive internationally.

It mainly includes four major elements: (1) Production factors (human resources, natural resources, knowledge resources, capital resources, infrastructure, etc.). (2) Demand conditions (national market demand). (3) Related industries and supporting industries performance (whether the industrial chain link is internationally competitive). (4) The company's strategy, structure, and performance of competitors.

There are two variables in addition to the four major factors: government and opportunity. Opportunities are uncontrollable, and government policies must be paid attention to.

107. QQTC Model

Applicable scenarios: Management indicator design method

Theoretical source: /‍‍

In terms of performance appraisal indicators , it can be analyzed from four dimensions: quality, quantity, time and cost .

Q (Quantity) is quantity, which indicates the quantity of goals to be achieved. Q (Quality) refers to the quality, which refers to the quality of the work. T (Time) refers to the time to complete the goal. C (Cost) is cost, mainly at the cost level.

108. Five major process models of SCOR

Applicable scenarios: Supply chain

Theoretical source:/

Procurement includes raw materials, semi-finished products and finished products. Production is the core commodity appreciation link of the enterprise. Delivery is the monetization link of the enterprise's commodity value, corresponding to downstream customers. Plans generally include procurement and production plans. Returns are the reverse process of the commodity and belong to the service sector.

Support , including financial, administrative and other related support work.

Summarize:

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 by it.

There are many types of models listed here, the purpose is to facilitate everyone to see the model from a more global perspective. The best way is to be simple, and it is actually meaningless to look at the model separately. When using a model, only with the background color of thinking can the model be used to its value.

Author: Zangfeng

WeChat official account: Strategist Zangfeng

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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

12.4R Marketing Theory

13. AISAS

14.3C Strategic Model

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

16. PEST

17. OKR

18. HBG Penetration

19. People and Goods Field

20.AIPL

21.FAST

22. GROW

23.RFM

24.AARRR

25.MVP

26.P/MF

27. Maslow’s Hierarchy of Needs

28. Porter's Five Forces Model

29. Boston Matrix

30. Three generic strategies for competition

31. Market competition strategy model

32. Ansoff Matrix

33.GE Matrix

34. Trinity Positioning

35. Category empowers brand positioning

36. Six-step method for data analysis

37. Content Marketing 5A Model

38.SMART principle

39. McKinsey’s Seven-Step Poetry Method

1. State the problem

2. Decompose the problem (tree diagram)

3. Eliminate non-critical issues (funnel method)

4. Develop a detailed work plan

5. Key Analysis

6. Comprehensive results and establish a result-based conclusion

7. Organize a set of powerful documents

40.Kano KANO Model

1. Charming attributes—product differences

2. Expected attributes - product bonus points

3. Essential attributes—category threshold items

4. Independent attributes - category irrelevant items

41. RACI model

42. Orchard Matrix

43.SCQA model

44. Ogilvy brand positioning triangle model

45. Creative syllogism

46. ​​Lord and guest I understand the law

47. Logic of forward inverted triangle scheme

48. Brand Five Forces Model

49. First Principle

50. Changes and unchanging investments

51. Supply/Demand side

52.A/B Test

53. The law of transmission and inheritance

54. Encoding/decoding

55. User decision-making rationality/sensibility

56. Three syllogism of investment

57. Three essentials of brand equity

58.CBBE Customer Asset Model

59. Brand Charm Model

60.Inter brand evaluation model

61.FAB Interest Sales Law

62. Means-Purpose Chain

63. Business model canvas

64. Brand-Problem Solver

65. Four elements of product development

66.12 brand prototypes

67. Four elements of media strategy

68. 3C model of price development

69. Four quadrants for sales and profit growth

46. Lord and guest I understand the law