124 Marketing Models That Strategists Must Know in 2024 (Latest Version 14.0)

Here are 124 marketing models that strategists must know in 2024. Read the article to learn more.

I have the model in hand and the idea.

The model is an effective means for strategists to lay the foundation and a reference for solving business problems.

However, models are valuable, but practice is even more valuable. It is just a tool 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 use frequently and infrequently.

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 at the forefront.

2. The above is unified:

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.

5W

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

2H

1. How:
   How to do it? What is the method?
2. How Much:
   How much money? How much? What is the input-output ratio?

Key benefits:

(1) Clearly define and express the problem to improve cognitive efficiency; (2) Grasp the core points at the same time and do not miss important information; (3) Be 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 origin: 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).

1. Market segmentation: Segment a product or service in the market based on the different types of customer needs.
2. Target market: Based on market segmentation, identify one or more market segments that your product/service wants to enter.
3. 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 source:

The four Ps classification was first suggested by E. Jerome McCarthy, Basic Marking: A Managerial Approach (Homewood, IL: Irwin, 1960). The four As are discussed in Jagdish Sheth and Rajendra Sisodia, The 4 A's of Marketing: Creating Value for Customer, Company and Society (New York: Routledge, 2012); and Philip Kotler and Kevin Lane Keller, Marketing Management, 15th ed. (Hoboken, NJ: Pearson Education, 2016), P. 26.
Compared with 4P, 4A looks at the market from the buyer's perspective, catering to an era that emphasizes customer value and relationships.

11. 4C Marketing Theory

Applicable scenarios: Business model theory 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.

Theoretical source: Eliot Eidenberg's 4R marketing theory emphasizes the relationship between the company and its customers, and promotes the development of the company 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 will eventually lead to purchasing behavior (Action). After the purchase is successful, it will be shared (Share) with his 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.

Company 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?

Competition:
First, analyze the current situation of the opponent and the key success factor of the competitor, and analyze what impact the potential competitors will have on the market?

Corporation:
Look at the company's own internal capabilities, which mainly include six aspects: 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: plan writing, career planning, and business thinking.

Theoretical source: evolution of "The 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: writing of company strategic planning, market planning, product operation and development research reports.

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.

1. Political factors (Politics): political system, government policies, national industrial policies, relevant laws and regulations, etc.
2. Economic factors: include economic development level, scale, growth rate, government revenue and expenditure, inflation rate, etc.
3. Social factors (Society): population, values, moral standards, etc.
4. Technological factors: There are breakthroughs in high-tech, process technology and basic research.

17. OKR

Applicable scenarios: Enterprise goal management and personal goal management.

Theoretical source: Intel.

The full name of the theory: 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 and chain-based operation of brand and crowd assets.

Theoretical source: Alibaba.

Full name of the theory: 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.

Full name of the theory: 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

The complete increment of a brand's GMV is divided 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 broken down into dimensions of different strategic groups, exploring brand performance and growth potential from the granularity of key groups.

1. Penetration (Gain):
   The increase in GMV brought by increased penetration (attracting new consumers). Penetration (G) can be divided into increased penetration of existing categories and increased penetration of category expansion.
2. Retain:
   Increased GMV brought by increased consumption frequency. Repurchase power (R) can be further refined from the perspective of new and old customers. For loyal categories such as maternal and child care and pet food, repurchase power (R) is particularly important.
3. Price power (bOOst):
   The GMV increase brought by the 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) has increased.
4. New Product Power (Widen):
   Non-GMV incremental indicators comprehensively evaluate the effectiveness of new products through indicators in multiple dimensions, 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 value customers:
Customers with recent transaction time, high transaction frequency and high transaction amount, referred to as "two highs and one recent", are definitely high-quality customers.

Important development customers:
The recent transaction time is close, the transaction amount is high, but the transaction frequency is small. However, the customers are not very active and their loyalty is not high. It is necessary to increase their purchase frequency through relevant incentives.

Important to keep customers:
The transaction amount and frequency are both high, but the most recent 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 customer retention:
The transaction amount is high, but the most recent transaction time is far and the transaction frequency is low, which means that the customer has high purchasing power and is a potential valuable customer who needs to be maintained.

General value customers:
The recent transaction time is short and the transaction frequency is high, but the transaction amount is small, which belongs to the low customer unit price group. There are two situations. One is low-price and high-profit products, which can also be appropriately maintained and developed. The other is low-price and low-profit or even flat, at this time, 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 that the user is a potential user and has promotion value, thereby increasing the transaction frequency and transaction amount.

Generally keep customers:
There are many transactions, but the contribution is not great, so it 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 the smallest. If no additional operating budget and energy are required, appropriate maintenance can be carried out.

24. AARRR

Applicable scenarios: Internet user growth user conversion funnel model

Origin of the theory: Design a cyclic fission system for products and users, 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 New Ventures" 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 profit can bring a lot of cash flow to the enterprise. At this time, the enterprise does not need to expand the scale through large investments. The cash flow from this business can be used to provide blood transfusion for other businesses.

Star products:

High growth and high market share. At this time, the product is in its growth stage, and its 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 product:

High growth, low market share. The trend is good, but the market share is low. The company should find out the reasons, make improvements, increase investment, increase market share, and further develop it into a star product.

Skinny Dog Products:
Low growth and low market share. Obviously, it is not competitive and production development should be reduced and gradually eliminated.

30. Three Generic Competition Strategies

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: /

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

If leaders and followers are conventional in their moves, then challengers and fillers are the ones who use surprising tactics to win.

Followers, challengers and niche players may all be in the middle, tail or head.

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

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.

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

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

34. Trinity Positioning

Applicable scenarios: Brand positioning, product positioning

Theoretical source: /

1. Trinity positioning formula: For (target consumers), the XXX brand is the one with (product unique selling point) in (product category).
2. Target consumers: Target specific consumers’ basic functional and emotional needs for products.
3. Product category: Product category that meets specific needs.
4. Product unique selling point: a unique benefit point provided to consumers based on consumer logic rather than product logic.

For those who care about tooth decay, Crest is the most effective tooth decay-fighting toothpaste.

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 solving?

2. Make assumptions

What are our prior assumptions based on this question?

3. Data Collection

Based on this assumption, data collection began.

4. Data processing

The collected raw data is processed, including data cleaning, grouping, retrieval, extraction and other processing methods.

5. Data Analysis

After the data is sorted, it is necessary to conduct comprehensive and cross-analysis on the data.

6. Results presentation

Visualize data to draw concrete, 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: 80-20 rule; the relationship between assumptions and analysis.

6. Synthesize the results and establish fruitful conclusions

State the problem, detail the difficulties in improving the situation, and present possible solutions.

Key point: The conclusion must have a guiding action.

7. Organize a set of powerful documents to organize the process of solving the problem into a persuasive document

Key points: clear and powerful.

40. Kano Model

Applicable scenarios: Classification and prioritization of products to meet user needs

Theoretical source: Noriaki Kano, professor at Tokyo Institute of Technology

The Kano model is centered on products and classifies the needs that products meet for users, thereby deriving the relationship between products or services and consumers. Specifically, it can be divided into four types:

(1) Attractive attributes; (2) Expected attributes; (3) Necessary attributes; (4) Irrelevant attributes.

1. Charming attributes – product differentiation

An Aha moment that makes users WOW. If this kind of factor is not done well, consumers will not care much. But if it is done well, it will make consumers' favorability soar.

It reflects the competitive advantages and differences of the product/brand.

2. Expected attributes – product bonus points

An attribute that makes users feel good. Whether this factor is done well or not, consumers will have greater positive or negative feedback.

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

3. Essential attributes - category threshold items

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

Generally, brands will do well in these factors to avoid losing points.

4. Irrelevant attributes – irrelevant to the category

Consumers have a relatively low level of awareness of these factors, and whether they are done well or not has little impact on the evaluation of the product.

For brands, importance comes last.

41. RACI Model

Applicable scenario: project management division of labor model

Theoretical source: /

RACI is a relatively intuitive model for the various roles and related responsibilities during project execution. Projects are driven by people, so it is important to clarify everyone's role.

Who executes (R = Responsible), the role responsible for executing the task, specifically responsible for controlling the project and solving problems.

Who is responsible (A = Accountable) is the role that has full responsibility for the task and monitors the progress. The progress of the task requires his approval.

Consulted (C = Consulted): someone who provides specific advice at the beginning or during the implementation of a task.

Who should be informed (I = Informed): The person who needs to be informed of the results when the task is completed, without having to consult or seek their opinions.

42. Orchard Matrix

Applicable scenario: Looking for industries with strong market appeal

Theoretical source: McKinsey

When looking for industries with market attractiveness, the market concentration (market leader's share) and sales growth rate can be used as the horizontal and vertical axes to divide the industry into four quadrants. These four quadrants show the corresponding relative attractiveness.

1. Maturity – A market with high growth rates but not dominated by sufficiently strong companies is clearly ripe fruit for picking.
2. Difficulty – Markets with low growth rates and low concentration may be easy to enter but difficult to profit from.
3. Harvest – Markets with high growth rates but already strong industry leading companies will be difficult to penetrate because there are already companies harvesting there.
4. Destroyed – A market with low growth rates and a strong dominant company is the least attractive of the four because it has already been destroyed by existing competitors.

43. SCQA Model

Applicable scenarios: structured expression tools

Theoretical source: "The Pyramid Principle" by Barbara Minto, McKinsey consultant

SCQA is the abbreviation of four English words:

S (Situation) starts with familiar situations and facts.

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

Q (Question), what should we do?

A (Answer), our solution is...

44. Ogilvy’s Brand Positioning Triangle Model

Applicable scenario: Brand positioning

Theoretical source: Ogilvy

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

To state the brand positioning in a simple sentence is: I (xx brand) is __________, for what kind of people, and provide what kind of benefits.

45. Creative Syllogism

Applicable scenario: Check whether it is a good idea

Theoretical origin: There are three main factors to measure creativity. The first is that the creativity must be explosive enough and the idea itself can trigger dissemination.

Secondly, it is related to the brand, and content dissemination is brand dissemination.

The next step is to drive purchases. The creativity itself can drive consumers to make short-term/long-term purchases.

46. ​​The method of insight into the subjective self and the objective self

Applicable scenario: Consumer insights

Theoretical source: American social psychologist GH Mead

The subjective self is the self that already exists in reality, and the objective self is the self that meets social expectations. Communication creates a process from the subjective self to the objective self.

Communication is to customize the image of the objective self according to its own purpose, so that consumers can psychologically identify with the process of moving from the subjective self A to the objective self B. The way of product placement is that only by possessing it can the objective self expected by society be formed.

47. Logic of the Upside-Down Triangle Solution

Applicable scenario: Communication plan writing

Theoretical source: /

The solution is like the superposition of an inverted triangle and an equilateral triangle. The inverted triangle is a focused core idea (an action) obtained through deduction and insight, while the equilateral triangle spreads this core point.

48. Brand Five Forces Model

Applicable scenario: Check whether the enterprise has brand power

Theoretical source: /

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

• Product strength: refers to the comprehensive cost-effectiveness of a product, including the relationship between the functional attributes of the product and its price. Product strength is the foundation and the carrier that drives other forces.
• Channel power: refers to the business awareness, management capabilities, market structure, financial strength and brand loyalty of first- and second-tier distributors.
• Marketing power: refers to the strategic layout, integrated marketing capabilities, media resource capabilities, and crisis public relations capabilities of the enterprise at all levels.
• Management ability: refers to the ability of the executive team (all levels of the enterprise, dealer executive level) to organize, control, follow up and summarize marketing projects.
• Brand power: It is the accumulation of brand assets such as brand awareness and reputation, the influence of goodwill, and cultural recognition, which are the comprehensive capabilities that drive consumer purchases. Brand power is the ultimate driving force, equivalent to the core driving force.

49. First Principles

Applicable scenario: Business decision

Theoretical source: Aristotle

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

In business, it was popularized by Musk. He believed that the most important thing is to reason by first principles, not by analogy. By first principles, you boil things down to the most basic facts, and then reason from there.

The first principle cannot be derived from any other principle, which is equivalent to the meta-fact (the most original fact). It is the most essential and unchanging law that determines things, a self-evident natural axiom, the origin of thinking, and the major premise for the existence of other theories in the same field.

50. Changes and Constants in Investment

Applicable scenarios: Business decision-making theory 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.

Invest in change, what changes are technology iteration and model innovation. Invest in the unchanging, what does not change is people's essential needs, such as food, clothing, housing and transportation. Change is to serve the unchanging, and technological innovation is to meet people's essential needs.

51. Supply Side/Demand Side

Applicable scenario: Business decision

Theoretical source: /

Investment means investing in the track of "there is demand and supply". In some areas, there is demand but no supply, such as the elixir of life. Everyone hopes to be immortal, but this kind of medicine cannot be produced.

There are many 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 if there is no demand.

52. A/B Testing

Applicable scenario: Verify hypothesis

Theoretical source: /

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

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 tested quantitatively to find the variable scale with the best result.

53. The transmission of information is legal

Applicable scenarios: storytelling, brand communication

Theoretical source: /

Introduction, development, turn and conclusion is a way of narrating a story and a method of communication. Let’s take brand stories as an example.

1. Introduction: The introduction is the beginning and the way to break the topic. The introduction needs to attract consumers. The brand story should first make consumers want to continue reading.
2. Cheng: Cheng means to carry on and raise a question. It can both connect the previous and the next. Connecting the previous is the progress of the story and the sublimation of emotions, while connecting the next is to pave the way for the emergence of the brand character.
3. Transition: Transition means turning point. This part needs to introduce the brand, what are the characteristics of the brand, and what role it plays in the process.
4. Conclusion: Conclusion is a summary. Ultimately, what problem did the emergence of the brand solve? The story is summarized and sublimated to officially launch the brand, thereby changing the lifestyle of consumers.

54. Encoding/Decoding

Applicable scenarios: Brand communication

Theoretical source: Hall of the British Cultural Studies School

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

Advertising communication is a process of encoding and decoding. It is based on the core elements of communication and carries out targeted encoding according to consumer portraits to facilitate decoding by consumers.

55. User Decision-Making Rationality/Emotionality

Applicable scenarios: product strategy, brand strategy, communication strategy

Theoretical source: /

User decisions are dominated by rationality and emotion.

The former is the functional attribute of the product, and the latter is the emotional attribute of the brand/category.

Different categories have different ratios of rationality/emotionality. Some categories focus more on function and less on emotion, while others focus more on emotion and less on function.

56. Investment syllogism

Applicable scenarios: Investment

Theoretical source: /

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

Weather refers to the climate and the general environment. It depends on whether macroeconomic policies are favorable, whether industry/local policies are supportive, and whether residents' disposable income is sufficient.

It depends on the track, what the ceiling of this category is and how it grows.

People look at the person who makes the decisions in this track brand, that is, the person who decides the corporate strategy, and how this organization is.

57. Three Essentials of Brand Equity

Applicable scenarios: Brand management

Theoretical source: David Aaker, "Managing Brand Equity", "Brand Master"

Brand assets cover the following three major sectors

1. Brand awareness: refers to the ability of potential customers to recognize or remember a brand in a certain category of products. It is the basis for brand association.
2. Brand association: It is the association generated through the brand, including product characteristics, product design, social image, quality, user image, brand personality, representative symbols, etc.
3. Brand loyalty: A measure of how loyal customers are to a brand, reflecting the likelihood that customers will switch to another brand, especially if there is a change in price/product features.

58. CBBE Customer Equity Model

Applicable scenarios: Brand management

Theoretical source: Kevin Lane Keller, Strategic Brand Management

These four levels have a logical and temporal sequence: first establish brand identity, then create brand connotation, then guide the correct brand response, and finally establish a relationship between the brand and consumers.

Brand Identity

It is to know who you are, brand connotation is what value you have (rational benefits + emotional benefits), brand response is how consumers feel (product quality + brand image), and brand relationship is what kind of relationship consumers think you have with him?

59. Brand Charm Model

Applicable scenarios: Brand management

Theoretical source: Parker's "Brand Cult"

In his book "Brand Cult", Parker, based on the "CBBE" theory, gained insight into a three-dimensional structure from the customer's perspective.
Sincerely:
Customers trust a brand because of its quality. Love: Affection and even love for a brand because of its taste. Supreme: Respect and even adore a brand because of its character. These are the three realms of a brand.

60. Inter Brand Evaluation Model

Applicable scenario: Brand asset evaluation

Theoretical source: Interbrand

Brand value = brand revenue * brand effect index * brand strength Brand revenue is the profitability of the brand in recent years. Brand effect index is the role of the brand in purchasing decisions. Brand strength is the brand's future cash flow capacity.

61. FAB Profit Sales Law

Applicable scenarios: product strategy, product sales

Theoretical source: /

Features indicate what a product is, and advantages indicate what the product is used for. This is the logic of “the former is because, the latter is so”.

Benefit refers to the benefits that can be brought to consumers, and the subject here is the consumer.

62. Means-End Chain

Applicable scenarios: product strategy, product sales

Theory source: Psychologist Milton Rokeach

It was first proposed by psychologist Milton Rokeach, and in the late 1970s, Tom Reynolds and Chuck Giengler applied it to marketing to study consumer behavior. The means-end theory explains how personal values ​​influence personal behavior.

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

In the field of marketing, we must base ourselves on customer logic rather than simply corporate product production logic and truly be customer-centric.

63. Business Model Canvas

Applicable scenario: Research business model

Theoretical source: "Business Model Generation" by Alexander Osterwalder and Yves Pigneux

The nine sections of the business model canvas mainly describe the basic principles of how enterprises create value, deliver value and obtain value.

Customer Segments (CS) refers to finding the customer groups that the company serves, which can be one or more. Value Propositions (VP) refers to what value (rational/emotional) is provided to solve customer problems and meet customer needs. Channels (CH) refers to delivering value propositions to customers through communication, distribution and sales channels.

Customer Relationships (CR) is about building and maintaining customer relationships in each customer segment.

Revenue streams (R$) are generated from the successful value proposition provided to customers, and revenue is obtained through value exchange. Key resources (KR) are the most important factors required for the business model to work effectively. Key activities (KA) refer to the most important things that an enterprise must do to ensure that the business model is feasible.

Key Partnerships (KP) refers to the network of suppliers and partners required to make the business model work effectively. Cost Structure (C$) is used to describe all costs incurred in operating a business model.

64. Brand-Solver

Applicable scenarios: brand building, brand management

Theoretical source: /

The justification for a brand’s existence is that it solves a problem (for specific consumers).

The market is like a question bank, and brands should find one of the questions, which is the needs of consumers. At the same time, they should 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: people, scenarios, problems, and solutions.

What specific customer groups are targeted, what common scenarios are used, what problems are encountered, and what solutions are provided by the product?

65. Four Elements of Product Development

Theoretical source: /

The four elements of product development are: crowd, scenario, problem, and solution. What specific customer group is the product targeting, what common scenarios are used, what problems are encountered, and what solutions are provided by the product.

66. 12 Brand Archetypes

Applicable scenario: Brand strategy

Theoretical source: American scholars Margaret Mark and Carol S. Pearson

Based on Jung's archetype theory, marketing experts Margaret Mark and Carol S. Pearson summarized and refined a set of systematic brand archetype tools, subdividing 12 personalities according to four major motivations.

Brand archetype is an inherent impression formed by consumers about a brand, which can be understood as a brand personality.

67. Four Elements of Media Strategy

Applicable scenario: Media strategy

Theoretical source: /

The first step is to choose which platform, and then based on the attributes of the platform, decide what content to say, in what form, and who will say the content.

68. 3C Model of Pricing

Applicable scenario: price setting

Theoretical source: Marketing Management by Philip Kotler and Kevin Lane Keller (15th edition)

There are three points in the price range logic of 3C. The first 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 competing products into the reference range of pricing.

69. Sales and Profit Growth Four Quadrants

Applicable scenarios: business operations

Theoretical source: Price Management: Theory and Practice by Hermann Simon and Martin Fassnacht

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

In the process of business operation, profit and sales are like "fish and bear's paw combination", so the first quadrant is the dream of all entrepreneurs. In most cases, it is the second and fourth quadrants, taking a balance point.

The second quadrant indicates that as profits grow, sales volume decreases. The fourth quadrant indicates that profits decrease, but sales volume increases. There are two points here. First, it depends on the company's strategic goal at this time, whether it is to penetrate the market or pursue high profits/maintain a certain brand image. Second, from a financial perspective, a reasonable balance point or peak is needed to give the capital market/investors a "reasonable" answer. (The "reasonable" here depends on the company's business model/moat.)

70. Value; Price Matrix Positioning

Applicable scenarios: price; brand positioning

Theoretical source: "Price Management: Theory and Practice" by Hermann Simon and Martin Fassnacht. If we look at brand positioning from the dimension of price, we can use relative perceived price and relative perceived performance as the horizontal and vertical coordinates of the matrix, which is mainly divided into low/medium/high-end and super price and luxury price.

If the relative perceived price is low, the relative perceived performance is high, and the value is far greater than the price, it is a favorable positioning. If the relative perceived price is high, the relative perceived performance is low, and the price is far higher than the value, it is a deceptive positioning.

71. Value; Price 25-Grid Positioning Method

Applicable scenario: product pricing

Theoretical source: /

Value affects price, and price fluctuates around value. This is a common concept in economics.

We can use value and price as horizontal and vertical coordinates respectively, and arrange and combine them to divide both value and price into five levels: ultra low/low/medium/high/ultra high, forming the value-price 25-grid pricing method.

According to normal logic, prices are generally divided into three levels, low, medium and high, forming a nine-square grid. However, in the actual operation of enterprises, there will be a certain "spillover effect", with prices dropping to ultra-low levels and rising to ultra-high levels.

At the same time, the population is stratified to achieve a castrated version with a very low score and an enhanced version with a very high score.

The logic here can be expressed in one sentence: if the value converges, the price wins; if the price converges, the value wins. Of course, the value here is mainly from the product function level. If we add brand power, it can eventually become a three-dimensional coordinate, or even 125 squares.

But from a practical perspective, it is relatively difficult to incorporate brand power.

Firstly, brand power involves three complex elements: popularity, reputation, and loyalty. Secondly, the measurement of these elements is extremely challenging in terms of both the criteria and the complexity. Therefore, we usually adopt a certain data-based logic to estimate, and the process is constantly approaching refinement/standardization.

72. Four Elements of Category

Applicable scenario: Category positioning

Theoretical source: /

Category is a collection of demands. Product is the product produced by the enterprise, and class is the category of customer demand.

First of all, the population is stratified. At the same time, the same population will have different scenarios, the same scenario will have different problems, and different products will have different prices.

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

73. PSM price sensitivity test

Applicable scenario: product pricing

Theoretical origin: Price Sensitivity Test (PSM) created by Van Westendorp in the 1970s.

Through qualitative research, we designed a price gradient table that covers the possible price range of the product. Then, among a representative sample, we asked the respondents to make four choices on this price gradient table:

More expensive (a little high but acceptable price), less expensive (a little low 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 issues).

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 shortcomings and does not take into account the price changes and the subsequent price changes.

Changes in sales volume, 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 it is not taken into account.

The real purchasing ability of consumers is that even if they think you are in a reasonable price range, they may not be able to afford it. Finally, consumers have a certain expectation of price.

Deceptiveness”, 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.

Seventy-four. Eight elements of project establishment

Applicable scenarios: Project establishment

Theoretical source: Prospectus on the funds raised by prospectus

Seventy-five. Analysis of the three basic characteristics of the industry

Applicable scenarios: Industry analysis theory source: Analysis of industry characteristics of prospectus

Seventy-six. Butterfly square array diagram

Applicable scenario: Plan writing

Source of the theory: Omi

77. Ogilvy brand positioning triangle

Applicable scenario: Brand positioning

Source of the theory: Omi

Seventy-eight, 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.

Seventy-nine, Potter's three and four rules matrix

Applicable scenario: Competitive analysis theory source: Boston

1. Leaders generally refer to companies whose market share is above 15% and can have a significant impact on market changes, such as prices, output, etc.
2. 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 participation in market competition.
3. Survivors are generally local market segment fillers, and these companies have very low market share, usually less than 5%.

Eighty, 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,

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 employee 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 equipped with human resources and are handled by people.

Skills are the knowledge and skills of employees.

81. New 7S model

Applicable scenarios: Strategic management

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

1. Stakeholder satisfaction: Stakeholders include shareholders, customers and.
2. Strategic Forecast: Predict future market trends and be the first to find them.
3. Speed: Take the first-mover advantage and form a market.
4. Surprisingly: value innovation, formation.
5. Change the competition rules: break old standards, establish the right to interpret standards, and form competitors.
6. Demonstrate strategic intention: announce strategic intentions and future actions to the public and peers, form mental occupation among customers, and issue territory ownership among competitors.
7. At the same time, with a series of strategic attacks: focus on the core and a series of organizations.

82. Lean canvas

Applicable scenarios: 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 verification form 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.

Eighty-six. 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.

Eighty-eight, 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.

Ninety, Gantt Chart

Applicable scenario: Project management theory source: 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.

Ninety-one, SCAMPER Mercedes-Benz Method

Applicable scenarios: Improve existing products/services or business models

Source of the theory: American applied psychologist Robert Black

Mercedes-Benz method is an innovative thinking tool that improves existing products/services and business models. It consists of seven letters, respectively

Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, Reverse.

Ninety-two, creative division

Applicable scenario: Creative thinking training

Source of the theory:

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.

Ninety-three. 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.

Ninety-four. Strategic 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 is it proclaimed? Who is it serving? 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.

Ninety-five. 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.

Ninety-six. Risk reward chart

Applicable scenarios: Project management/Technology R&D management

Theoretical source: /

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 macro-scoring version for cross-department comparison and overall performance tracking.

Ninety-seven. 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.

Ninety-eight, 5why analysis method

Applicable scenario: Find the essence of things

Theoretical source: The so-called 5why analysis method, which is literally understood, lies in finding the fundamental reason 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.

Ninety-nine, Strategic Bell Model

Applicable scenarios: Corporate strategy

Source of the theory: Cliff Bowman

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.

One hundred, BLM model/business leading model

Applicable scenarios: Strategic regulations

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.

One Hundred and One, Schumpeter’s “Five Innovations”

Applicable scenarios: research on economic thought development, enterprise innovation

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

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).

One Hundred and Two, Project Management Five

Large process group

Applicable scenarios: project management, business improvement, implementation

Theoretical 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).

One Hundred and Three. Top Ten Knowledge Areas of Project Management

Applicable scenarios: project management, business improvement, implementation

Theoretical source: PMBOK project management knowledge system

One Hundred and Four, 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.

One Hundred and Five, Rules for Establishing Team Trust

Applicable scenarios: interpersonal relationships, trust building, team collaboration

Theoretical source: 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.

One Hundred and Sixth, Porter Diamond Theory Model

Applicable scenarios: Analyze industrial competitiveness

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

It mainly contains 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 (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.

One Hundred and Seven, 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.

One Hundred and Eight, SCOR's Five Process Models

Applicable scenarios: Supply

Theoretical source: Procurement includes raw materials, semi-finished products and finished products procurement. 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.

One Hundred and Nine, the strategic framework of Myers and Snow

Applicable scenarios: Corporate strategy
Theoretical source: Myers, S

Myers and Snow mainly divide corporate strategies into four types, corresponding to one role.

Explorer:
Dare to take risks and pursue new opportunities. Defender: Maintain existing market share in a stable market. Analyst: Between explorers and defenders, balance the priorities of the first two according to different situations, often follow exploratory companies to develop similar products. Responder: There is no systematic strategic planning and no perception of market changes.

One Hundred and Tens Barriers of Entering and Exit

Applicable scenarios: Industry research, corporate war theory source:

There are specific barriers to entry and exit in every industry.

Generally speaking, industries with high barriers to entry and exit are high returns and high risks. Industries with low barriers to entry and exit are low returns and low risks. Industries with high barriers to entry but low barriers to exit are high returns and low risks. Industries with high barriers to entry but high barriers to exit are high returns and high risks.

111. Product cost-effectiveness "25+1" grid method

Applicable scenarios: product strategy, product pricing

Theoretical source: Product cost-effectiveness does not simply refer to the low price, but the ratio of value to price. The formula is: cost-effectiveness = value/price, that is, the value exceeds the price.

One Hundred and Twelve, Corporate Strategy House

Applicable scenarios: Source of corporate strategy theory:

The corporate strategy house solves the direct source of business for the company. The corporate strategy house is business logic and the core driving force for the growth of the company's business.

The bottom logic of the corporate strategic house: the roof at the top is the business goal of the enterprise, mainly targeting long-term goals. The middle is the strategy to achieve this goal. The foundation is an important tactic to achieve the strategy.

One hundred and three pricing targets

Applicable scenarios:

Product/service pricing

Theoretical source: McKinsey

The goal of pricing is to maximize value, but it can take different forms in specific cases.

1. Survival

Low profits are the primary factor to ensure survival.

2. Maximize profits

Pricing is based on profit maximization or return on investment.

3. Maximize sales

Maximizing sales revenue is the main goal, and the secondary goal is maximizing profit and market share.

4. Maximize market share

Set the price to the level where the maximum market share can be generated.

One Hundred and Fourteen. Customers Perceived Value

Applicable scenario: Consumer insights

Theoretical source: Customer perceived value = customer total revenue - customer total cost.

The total customer cost not only includes monetary costs, but also time, energy and psychological costs. The total customer benefit does not only include the specific functional benefits of the product, but also the investment benefits of service, image, and even circulation attributes.

One Hundred and Fermann Learning Method

Applicable scenarios: Quickly learn knowledge

Source of the theory: Nobel physicist Richard Feynman

To summarize the Feynman's learning method in four words, it is "teaching instead of learning."

Simply put, it is to verify whether we truly master a skill, and it depends on whether we can explain this thing clearly with common sense, teach it to others, so that others can understand it quickly.

Starting from the goal of teaching others, we can quickly learn this skill, and we can further consolidate and improve it in the process of teaching.

One Hundred and Fifteen, Kahneman dual system thinking model

Applicable scenarios: Quickly learn knowledge

Source of the theory: Nobel economist Daniel Kahneman

Kahneman divides human thinking into two systems. System 1 is quick thinking, which is intuitive, inaccurate, fast and often unconscious decision-making process. System 2 is slow thinking, which requires logical and rational thinking to make complex decision-making processes.

System 1 is unconscious, System 2 is conscious. When faced with difficult problems, we often answer relatively simple questions, but ignore the fact that we have replaced the original question.

One Hundred and Seventeen, 10/10/10 bystander thinking model

Applicable scenario: Thinking

Source of the theory: When making decisions, think about how you will view your current decision after 10 minutes, 10 months, and 10 years later.

One Hundred and Eighteen, Occam Razor Principle

Applicable scenarios: Philosophy, Logic

Source of the theory: William Okam

The core concept is "If it is not necessary, do not add it", which is the principle of simplicity, that is, effectiveness.

Occam's law tells us to keep things simple, find the fundamental principles, and not artificially overcomplicate them, so that problems can be solved faster and more effectively.

One Hundred and Nineteen. The O-5A Model of the Giant Engine

Applicable scenarios: population asset management

Theoretical source: Juliang Engine, Roland Berger

The O-5A model of Juliang Engine draws on the 5A theory proposed by Philip Kotler in "Marketing Revolution 4.0".

This model divides the brand's population assets into two parts. One is the O (Opportunity) opportunity population, that is, the broader population. It has no relationship with the brand, but is regarded as a potential population by the brand. When the brand decides to expand the total number of 5A brand assets, it is the main goal of breaking the circle.

The other is the 5A brand asset group, that is, establishing relationships with the brand party, but because of the different closeness of the relationship, it is defined as A1-A5, which represents the five key nodes of the business link from front to back.

They are A1 (Aware) understanding the crowd, A2 (Appeal) attracting the crowd, A3 (Ask) grass planting crowd, A4 (Act) purchasing crowd, and A5 (Advocate) repurchase crowd. Simply put, A1 is understanding, I have heard of it, A2 is attracting, I have interacted, A3 is planting grass, I have been occupied, A4 is buying, I have bought, A5 is repurchase, I have bought it again.

KFS is the way to release products and grass combinations. K is the blogger (KOL/KOC/KOS and other key opinion leaders), F is the exposure field (Feeds information flow), and S is the search field (Search search).

One Hundred and Twenty-One, Sunken Cost Model

Applicable scenarios: User insight

Source of the theory: /Sundown costs refer to costs that have been paid and irrecoverable. No matter what future actions are, these costs cannot be recycled and should therefore not be considered in rational decision-making.

Once the cost is paid, it cannot be recovered in any way. Irrelevant, when making future decisions, sunk costs should not affect the decisions, because they have become past costs. Impact, sunk costs will affect human decisions, although they have nothing to do with the commissioning of this decision.

One Hundred and Twenty-Two. Model of Heroes

Applicable scenarios: literature, movies, games, brand narrative

Source of the theory:

The Hero Journey Model is a powerful and widely used narrative tool that helps creators build engaging stories with clear steps and structures. It is usually divided into three major stages and 12 steps.

Separation: The hero leaves the ordinary world and embarks on an adventure.

1. Ordinary World: The story begins with the hero’s daily life, showing the hero’s background and environment.
2. Summoning Adventure: The hero faces a certain problem or challenge and the opportunity to start taking risks appears.
3. Reject Summoning: The hero may be afraid or hesitant about the adventure and is reluctant to leave his comfort zone.
4. Meet the Mentor: The hero meets a mentor or helper to provide guidance and support.
5. Crossing the first threshold: The hero decides to embark on adventures and leave the ordinary world and enters unknown territory.

Enlightenment: Heroes go through various trials during adventure and gain growth.

1. Trials, Allies and Enemies: Heroes encounter various challenges in the new world, meet allies and face enemies.
2. Enter the cave: The hero approaches the most dangerous place or the biggest challenge.
3. Major test: Heroes face the most severe test, at the critical moment of life and death.
4. Rewards: Heroes overcome major tests and receive valuable rewards or new abilities.

Return: The hero completes the mission and returns to the original world with new knowledge and abilities.

1. The Road to Return: The hero begins to return to the ordinary world, but may encounter new challenges.
2. Resurrection: The hero goes through the test again during his return, further growing and transforming.
3. Return with Treasure: The hero finally returns to his original world, bringing the treasure, knowledge or ability he has acquired to benefit others.

One Hundred and Twenty-Three, DMAIC Model

Applicable scenarios: Project management

Theoretical source: General Electric

DMAIC is a project management and quality improvement method for continuous improvement of processes and problem solving, usually used in Six Sigma projects. The DMAIC model consists of five stages, namely Define Measure, Analyze, Improve and Control.

1. Define: Definition is to identify customer requirements and identify key factors that affect customer satisfaction
2. Measure: Quantitative analysis of the current problem.
3. Analyze: Analyze the data to find the root cause of the problem.
4. Improve: Develop and implement solutions to solve root causes and improve processes.
5. Control: Establish a control mechanism to ensure that the improved process can continue to operate stably.

One Hundred and Two Eight Laws

Applicable scenarios: customer management, time management, quality management, brand marketing

Source of the theory: Italian economist Vilfredo Pareto

The 28th law, also known as the Pareto law or the 80/20 law, was proposed by Italian economist Vilfredo Pareto.

This rule states that in many events, about 80% of the results are caused by 20%. Although the proportion is not strictly 80/20, this phenomenon is widely present in various fields, including economics, business, time management, etc.

At the concept layer, in many cases, a few key factors have a major impact on the results. For example, 80% of the company's profits may come from 20% of its customers and 80% of its sales may come from 20% of its products.

In the data layer, the 28th law is usually represented by an asymmetric distribution, emphasizing imbalance and concentration.

Summarize:

A 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, with the purpose of making it easier for everyone to see the model from a more global perspective.

The best way is simple, and it is actually meaningless to look at the model separately. When using a model, only with the background of thinking can the model be used to bring its value to it.

Author: Zangfeng;

Source: Strategist Zangfeng (ID: 1076815)