Incremental Big Model: Brand Methodology in the Digital Age

In the stock era, how can enterprises achieve growth? This article helps enterprises find new growth points and achieve breakthroughs by redefining the market and exploring scenarios.

The model of creating incremental sales was first mentioned in my first book, “Essential Copywriting”, but the book only talked about a preliminary concept and viewpoint, without forming a rigorous structure, nor operational steps and processes. Of course, this is also related to the topic of the book. After all, it is a copywriting book, and it is impossible to develop a complete marketing interpretation.

Over the past four years since I wrote this book, I have been thinking about and perfecting this model. I have shared some of its contents at many public brand conferences and marketing summits, and have also used it to provide training for many well-known brands and listed companies.

In this article today, I will give you a complete explanation of my entire system, which can be said to be the greatest achievement of my work and thinking in the past four years. If you have ever listened to my speeches and training, you can read this article again today to see the evolution and improvement of it, and of course, you can also see my progress.

Today, no matter which brand model or methodology, I think it should be based on growth and structured around the fundamental issue of how to drive corporate growth . Yes, the center is growth, not competition, not occupying the user's mind, not designing brand logos, IP, advertising slogans and other communication elements. All of these are means, and the ultimate goal is to drive growth.

Secondly, the methodology must be able to access data and technology, design strategies based on data and conduct quantitative assessments, so that it can be called a marketing model. If it is still the same as the traditional method, relying on experience and intuition to determine the direction and strategy, and relying on personal taste and aesthetics to determine what the brand image looks like and what phrases to use to express the brand appeal, then it is no different from traditional brand thinking, it is just a change of name.

Let’s get back to the topic.

1. Inventory Era

From a growth perspective, let’s first look at how companies do business, that is, where growth comes from.

As we all know, the first letter of STP, the foundation of marketing strategy, is “S” - Segment market segmentation.

For example, 30 years ago, when goods were scarce and market competition was insufficient, a company could do business with everyone; later, companies had to choose to focus on doing business with women or men; later, they could only focus on doing business with white-collar women in the workplace; and now, it is likely that they will completely vertically do business in the independent female market in first- and second-tier cities. The population is constantly segmented.

For example, from the perspective of the industry, if a company makes shampoo, it can sell it to everyone at the beginning; later, it chooses to make differentiated products such as anti-dandruff shampoo (Head & Shoulders), smooth shampoo (Pantene), and nourishing repair shampoo (Pantene), subdividing the shampoo industry into small categories;

Later, the focus was on men's anti-dandruff shampoo (Clear); now, it may be further subdivided into scalp care men's anti-dandruff shampoo, selenium anti-dandruff shampoo, anti-dandruff shampoo for different hair types such as oily and dry hair, etc. In short, products and categories are constantly subdivided.

Today, when doing business, the segmentation of people and products is a prerequisite, so that differentiated value and competitive advantage can be achieved. Especially for many new brands and startups, entering the niche market is a feasible path, because large categories and large markets are often occupied by large companies and brands. Only by segmenting can we create a blue ocean and make product innovations.

Yuanqi Forest, which has become very popular in recent years, spent a year developing hundreds of products at the beginning of its business, but most of them failed, and only the burning tea and sparkling water were successful. Sparkling water was not Yuanqi Forest’s first product, but it helped it gain a foothold in the market and eventually became popular.

Why these two products? Because in the beverage market, the mainstream categories have been occupied by big brands, such as Coca-Cola and Pepsi, milk and Mengniu Yili, sugary tea drinks and Master Kong Uni-President, packaged water and Yibibao Nongfu Spring, while sparkling water and sugar-free tea belong to the niche, segmented and market-blank tracks.

However, focusing on market segments and seeking extreme differentiation often means a limited market size and insufficient number of users. The more segmented the market, the smaller the market. Although you can say it represents a blue ocean, doesn’t a blue ocean mean a blank market that competitors don’t care about?

In this case, companies should try to expand the small categories they focus on and create. However, in reality, many companies, after segmentation, put more emphasis on occupying the category in marketing.

To give a few examples, the following advertisements are all ones I have seen and photographed in residential areas, airports, and high-speed rail stations in the past two years. "For professional sports headphones, choose Shaoyin", "For olive oil, I only love Olivilan", "For cheese, choose Miokolando" are all typical brand strategies for occupying categories.

In fact, there is nothing wrong with people loving Olive Oil for olive oil, but the problem is that consumers do not like olive oil; there is nothing wrong with people choosing Milkland for cheese, but the problem is that people do not eat cheese. The subdivided category is not large enough, and it is not enough to just occupy the category. Let's assume that the size of the entire subdivided market is only 1 billion, then if you take 70%, the entire plate will only be 700 million, and there is an upper limit to the scale growth.

In particular, the marketing cost of this approach is extremely high. We must consider that in any category there will always be existing competitors, potential entrants and substitutes. To monopolize or establish an independent category means huge investment, and we must spend a lot of money to educate and brainwash consumers.

Last time I saw an interview with Manting Vice President Liu Bin, he resonated with me. He said: “ When many new brands start to operate in the market, most of them rush to seize the market share of niche categories, but their business profits and operating structures are actually unhealthy. It is a common problem in the industry that marketing expenses, especially influencer investment expenses, account for too large a proportion .”[1]

Segmenting the market and occupying the category is a typical business logic of grabbing land. It only cuts a piece of the pie from the existing market size, but cannot make the pie bigger. It can only obtain the stock, but cannot create the increment. It can only meet the existing demand, but cannot create new demand.

So I call this mode of dividing the pie based on the existing category size stock growth. In this way of thinking, the category size is the ceiling of growth.

For niche product categories, the key is not to occupy the category, but to expand the category scale. This problem actually applies to large companies and big brands as well.

Under the stock-based thinking, there are only two sources for corporate growth: one is overall industry growth, and the other is market share growth.

But the problem is that the market size of many industries today has been saturated, or even entered an era of shrinking. Enterprises can no longer find new groups, new channels, or new platforms because the demographic dividend has ended and the Internet dividend is about to end.

When the entire industry is shrinking and declining, if a company still wants to expand its market share and increase its market share in the entire category, then this means "involution", and the only way is to increase marketing expenses and manpower investment, improve brand penetration, and grab market share from competitors. It is difficult to increase growth within the existing business scope.

Where will the growth come from? This will be the biggest issue in the marketing industry in the next decade.

2. Incremental scene creation

Where does the increase come from?

To answer this question, we must first think back to consumer behavior, which is the cornerstone of all marketing promotion and brand building.

When we do marketing, the first thing we focus on is the consumer purchasing journey, that is, the entire decision-making process of "information collection-comparison and evaluation-purchase action-sharing and diffusion", from which we look for user touchpoints.

Consumers make purchases because they have needs. Human needs come from the superposition of desires and specific life tasks, based on personal self-concept cognition and lifestyle.

For example, if a person wants to buy an M9, this purchasing demand may be because he is married and has children or his commute to work is far and he needs a car to get around (specific life tasks and lifestyle), or because he wants to be seen as a successful person and an elite of the times (desire and self-concept cognition).

If we trace this demand further back, we will find that it is the combined effect of the complex inner psychological world and the external cultural world, which is filled with too many unspeakable parts that are difficult to reach through marketing.

In a nutshell, what we do in marketing is two things: one is to stimulate demand, and the other is to influence decision-making.

The first step is to create demand in consumers, and make them realize that our products can meet their needs and solve their problems, and are important to them. The second step is to influence consumers’ decisions, so that they will give priority to our brand when buying similar products, and beat other competitors in their comparison and consideration.

The category occupation and various positioning slogans mentioned above can only influence decisions, strengthen the brand's influence in the category, and increase the chances of consumers choosing the brand, but they cannot stimulate demand. Occupying a category does not mean occupying demand.

Although many companies also try to cultivate consumers and expand the scale of product categories, their approach is often to increase distribution and deliver products to consumers through various channels on the one hand, and to try to convince consumers by talking about the advantages of the product, promoting product functional selling points, quality endorsement, category status, etc. on the other hand.

When consumers have a strong desire to shop, as long as you increase distribution to push products to consumers, increase advertising to inform consumers of the brand's existence, and repeatedly remind consumers, people will place orders.

But this approach is increasingly difficult to work today. Functional promotion and category occupation are essentially just brainwashing consumers and reminding them to buy, but it is difficult to arouse demand and change users' consumption habits. Its marketing model is incomplete.

To achieve growth, new consumer demand must be created.

To create demand, it is not enough to just let consumers see the brand and remember the brand. The key is to create opportunities for consumers to use the product in their lives and let the brand and consumers meet in life.

John Watson, an American psychologist and founder of behaviorist psychology, was also a successful advertiser. During his time working at the famous advertising company JWT, he had a classic case involving the promotion of coffee products.

Watson believed that selling coffee should not only emphasize how delicious the coffee is, but also create more opportunities for consumers to drink coffee, thereby changing their behavior. Therefore, Watson launched a "coffee time" communication campaign in the United States, making "coffee time" a fixed ritual and behavioral habit for consumers in their homes, factories, and offices, thus promoting the sales of coffee.

This practice of creating product opportunities in consumers' lives is called scenarios in today's terms. I will share three views on the relationship between scenarios and growth.

1. Find new scenarios to achieve new growth

Let me give you an example.

Camping has become extremely popular in the past two years. Outdoor sports such as Frisbee, flag football, hiking, climbing, paddle boarding, and skiing have been sought after by people. The amount of related notes on Xiaohongshu has increased significantly, and camping and mountain youth have become one of the top 10 life trends of the year on Xiaohongshu.

Camping and outdoor scenes are not only business opportunities for outdoor equipment and footwear and clothing. In fact, many brands in different categories such as beauty, food and beverages, daily chemicals and household cleaning products have found growth points in them.

For example, Estee Lauder has an old product, DW Liquid Foundation. How can old products gain new growth? Estee Lauder found that in outdoor sports scenarios, consumers' core demand for foundation products is sweat resistance and long-lasting makeup, rather than the need for concealer in daily travel scenarios.

Therefore, Estee Lauder DW foundation took "sweat-proof and non-fading" as its main selling point, launched the #No fake makeup in the summer# communication campaign, and selected KOLs in related vertical categories such as outdoor sports, fitness, and travel on Xiaohongshu to promote sports scenes, strongly covering the young consumer groups who are keen on outdoor sports.

Estee Lauder thus established user awareness that sports makeup = DW Liquid Foundation, successfully arousing demand. This in turn drove product growth, with the number of notes about DW Liquid Foundation increasing 74 times on Xiaohongshu, and achieving the top sales of liquid foundation and base makeup products on the site[2].

Although I don't use liquid foundation, I can relate to this. Because I usually have the habit of running, I ran almost every morning in 2023. Of course, the price is that my face is eight degrees darker. In Guangzhou in the summer, the sun is already very strong at 7 o'clock in the morning.

In order to protect myself from the sun, I asked my wife to buy me sunscreen at first. However, the sunscreen that she thought was good did not work for me after I used it, so I bought another one myself.

I thought about it carefully, and I realized that the difference in usage experience is not due to differences in people, but in different scenarios. In daily commuting scenarios, we need sunscreen that is light, non-greasy, and does not make our skin look fake white; while in running scenarios, the demand becomes sweat-proof and able to withstand sun exposure. As for whether it is greasy, thick, or too white after application, I don’t really care because I will remove it after running anyway.

That is to say, scenarios define requirements, and requirements define products (note, please remember this sentence).

For example, Blue Moon developed sports laundry detergent based on this in May 2022. In sports scenarios, consumers have the pain point of difficult to remove sweat odor from clothes, so this product of Blue Moon focuses on the selling point of "removing sweat odor and inhibiting sweat odor", which has become a highlight of Blue Moon's "special product for special use" series of products.

Another example is Oreo. In the spring of 2023, Oreo launched seasonal limited-edition flavors of Peach Blossom Rice Wine and Mango Sago, and created a spring gift box for new products.

Oreo used this product as a carrier and launched the #Let’s Pack Spring Together# communication campaign with Xiaohongshu, co-produced the TVC “Spring Packing Guide”, and launched the “Oreo Spring Special” drink offline with 31 popular coffee shops in Shanghai. At the same time, Oreo also launched the #Quickly Receive Spring# promotional activity with Meituan, where customers who bought Oreos on Meituan not only received discounts but also received a customized frisbee.

Today, Oreo's overall growth strategy consists of three parts.

1. It is to expand the category share. Oreo has launched a new half-portion product to reduce the trial cost for new users; it has also developed more product flavors, as well as a multi-product matrix of cocoa bars, cocoa crisps, mini Oreos, and thin and crispy Oreos, increasing marketing investment to grab the market. This is the competition for the existing market.
2. Oreo has expanded into new categories of business, such as cakes and ice cream, and has also partnered with McDonald's to promote desserts.
3. It is to create new consumption scenarios. Explore new consumer demands for camping, afternoon tea and other scenarios, break the growth bottleneck of the biscuit category, and break through the scale ceiling. Of course, developing new categories such as cakes is actually to create more consumption scenarios and build a new brand experience.

Interestingly, in response to different growth methods, Oreo has also chosen different media and channels to implement promotion. The main battlefield for expanding category share is Tmall and JD brand flagship stores, mainly focusing on increasing promotion and sales; new products such as Oreo cakes are promoted on Douyin to strengthen product display and inspire users to try to buy; new scene development is placed on Xiaohongshu and Meituan, focusing on camping scenes to promote and convert.

Finally, let’s take a look at Qia Qia melon seeds.

This is the Qia Qia product packaging I took at a convenience store a few months ago. You can see that on the front of the packaging are promotional texts such as "The weekend is here, Qia Qia is here", "Go and let go", "Go and chase the wind", etc., and on the back is a promotional activity where you can open the bag and scan the code to win a 10,000 yuan travel gift from Feizhu Travel.

When I shared this design with my various fan groups, there happened to be a classmate from Qia Qia's marketing department in the group. He also shared the material layout and product display of the travel scene that Qia Qia built in the supermarket, as well as the newly launched gift box product "Qia Qia Weekend Travel Box".

Seeing this, I believe everyone has understood that Qia Qia is focusing on the weekend travel scenario, and this scenario determines Qia Qia's entire communication and promotion design.

The scene determines the communication theme "It's a good weekend trip", product design, packaging design, promotional copy, terminal display, and promotional activities;

After deciding on the content marketing strategy, Qia Qia selected KOLs in the travel, lifestyle, parent-child, and drama categories, and used keywords such as "travel," "holiday," "snacks," "melon seeds," "Qia Qia," and "travel boxes" for exposure and promotion;

The promotion nodes are also determined. For example, Qia Qia can carry out promotion activities specifically on weekends and holidays, and offer discounts in offline supermarkets every Friday.

As for the melon seeds market, do consumers not eat melon seeds because they don’t know that Qia Qia melon seeds are large, full and fragrant? Is it because they don’t know that eating more nuts is good for health and brain? I don’t think so.

Consumers don't eat melon seeds, it is more likely because consumers lack the occasion to eat melon seeds in their lives, they don't think of eating melon seeds, and they haven't developed the habit of eating melon seeds regularly. The occasion is to create opportunities for consumers to eat melon seeds, thereby stimulating demand, promoting purchases, and cultivating habits.

Two days ago, Luo Zhenyu made a New Year's Eve speech titled "Friends of Time" in 2024, in which he mentioned the story of Li Xigui, principal of Beijing No. 1 Experimental School. Principal Li promoted a series of teaching reforms by compressing the break time from 10 minutes to 5 minutes, which formed a chain reaction.

Luo Zhenyu said: "President Li often said, how can people solve problems? It is not by sitting there and discussing concepts every day, but by getting deep into the specific scenes and actions of this world. In short, it is these six words: once you are specific, you will be profound ." [3]

The greatest value of scenarios for enterprises lies in their real and concrete existence in consumers' lives. Compared with abstract and vague concepts such as user first and demand insight, concrete scenarios are more likely to become a handle for enterprises in product development, brand operation, and marketing promotion, and thus become a driving force for growth.

Moreover, for consumers, scenes are details in life. People's lives are made up of specific and tiny scenes. People are always in scenes, and their needs are always generated in scenes . Therefore, if you grasp the scene, you will grasp the pain point, grasp the demand, grasp the consumer, grasp the market, and grasp the growth.

2. Products without scenarios not only have no growth, but also have no need to exist

Only by finding new scenarios can we achieve new growth. To put it the other way around, if a product cannot find a usage scenario, then there will be no growth and the product will have no value in existence.

The reason why many products fail is not necessarily because of the problems of the products themselves, but because they fail to find scenarios in consumers' lives. For example, the reason why Google Glass failed is that it lacks scenarios. When do ordinary people need to use smart glasses? You must know that novelty and trying new things are not the driving force for continuous and common purchases.

Another example is Segway, which was once very popular and was considered by Steve Jobs to be as important as the PC. However, in the six years after its launch, only less than 30,000 units were sold, with very dismal sales.

Segway believes that it will completely revolutionize the way humans travel and that everyone will own a balance bike, but in reality, only security personnel and staff at airports, factories, and golf courses will use this thing, and its application scenarios are extremely narrow.

Scenarios are the basis of product strength, and a product must occupy at least one core application scenario.

3. The more places a brand occupies in consumers’ lives, the greater the growth it will achieve

Let’s continue with the case.

Let’s first look at the story of Red Bull. Looking back at the development path of Red Bull in China over the past 30 years, a product has sold over 20 billion yuan, and its growth path is the continuous expansion of scenarios.

In 1996, Red Bull’s first advertising slogan when it entered China was “Cars need gas, I need Red Bull.”

Why this slogan? Because Red Bull is targeting long-distance driving scenarios. For drivers, falling asleep while driving is fatal, so there is a rigid demand for Red Bull. For Red Bull, gas stations and convenience stores naturally become sales channels. Driving scenarios define Red Bull's angel users, demand pain points, promotion methods, and sales channels.

Around 1998, Red Bull changed its slogan to "Drink Red Bull when you are thirsty, and drink Red Bull even more when you are tired and sleepy".

The promotion is targeted at chess and card rooms, mahjong tables, offices, sports fields, etc., and the main scene has become family life.

In 2004, Red Bull changed the main scene to "sports field", targeting young people and college students. In the promotion, Red Bull introduced F1 to China, sponsored NBA, World Cup and other events, promoted marathon, street dance, extreme sports, etc., and invited Lin Dan and the Chinese badminton team to endorse, all of which are sports resources.

At the same time, Red Bull's brand appeal has also shifted to "energy", with slogans such as "My energy, my dream" (2004), "Unlimited energy" (2006), "With energy, create new legends" (2012), and "Your energy is beyond your imagination" (2013).

This is because, after SARS, people's health awareness was unprecedentedly high, sports drinks with added vitamins began to rise, and 2004 became the first year of sports drinks in China. The outbreak of sports drinks posed a fatal challenge to Red Bull, because in the minds of consumers at that time, Red Bull was also a sports drink.

Therefore, in order to differentiate itself from sports drinks, Red Bull first proposed the concept of "energy drink" and heavily advertised around the word "energy". At the same time, in order to compete with sports drinks for the market and users, Red Bull began to target sports scenes.

In 2009, Red Bull set its sights on the "office".

The scene in the commercial was about working overtime late at night and having a can of Red Bull; and an event called "Red Bull Time's Up" was launched to distribute free Red Bull in 3,000 office buildings in 14 cities across the country.

In 2013, Red Bull launched the "Red Bull Time, Morning Energy" promotion, further focusing on distributing products in the morning, reminding consumers to have a can of Red Bull when they feel sleepy at work. The same was true for the 2004 promotion theme "Red Bull Morning Energy, Enjoy Unlimited".

After 2014, Red Bull began to focus on "community and campus". It launched a "Bring a can of Red Bull, make a friend" activity for freshmen in well-known universities in eight cities across the country, and carried out many community promotion activities.

At the same time, it incorporated more music and entertainment elements into its marketing, held Red Bull Unplugged Concerts, and sponsored variety shows such as "The Brain", "Open Sesame", "One Step to the End", "Swordsman", and "Tonight 80 Talk Show".

From gas stations, family life to stadiums, offices, campuses, and communities, the superposition of these scenes has helped Red Bull capture different segments of the population, penetrate its tentacles into every corner of consumers' lives, and expand its products into various channels. Together, they have created a large market for Red Bull.

Let’s talk about the story of the iPad.

When Apple launched the iPad in 2010, the industry was full of pessimism. For example, Google's then CEO Eric Schmidt said: "Can you tell me the difference between a large phone and a tablet computer?"

Mika Majapuro, Lenovo's senior global product marketing manager, said: "Lenovo will not launch its own tablet because users want a physical keyboard."

Ken Dulaney, an analyst at Gartner, an authoritative IT research and consulting firm, commented: "Users either buy laptops with larger screens or mobile phones with smaller screens. Products in between are still unpopular."

In addition, Bill Gates’ view is also typical. He believes: “We are working hard to launch products that users like to use in conference rooms, and the iPad is obviously not one of them. Users need to input text, take notes, and edit documents. I will not bring an iPad to meetings.” (Obviously Gates’s perception of the use scenario of tablet computers is the conference room, so Microsoft released Surface in June 2012).

In fact, what the above comments are saying is that tablets cannot find a typical scenario that cannot be replaced by mobile phones and laptops. This is also the reason why Apple did not launch the iPad until 2010.

Even Steve Jobs, the creator of the iPad, had not thought this through. In 2003, he publicly stated: "We have no plans to produce tablets. Consumers like physical keyboards, and tablets will not be successful."

When the first iPad was released, Jobs also designed a keyboard dock for the iPad. In his opinion, with the dock, consumers could prop up the iPad and put it in the living room, turning it into a digital photo frame. But in fact, not many consumers used it this way.

Another use case that Apple didn't anticipate was taking pictures. The first iPad didn't have a camera until the iPad 2 because the Apple design team didn't believe people would walk out the door with such a large screen, let alone take pictures with it.

At the 2012 London Olympics, Apple software engineering director Bethany Bongiorno was surprised to find that many people were holding up their iPads to take photos. She recalled that (people used iPads to take photos) not because of how good the camera was, but simply because people wanted a larger viewfinder to meet their visual needs.

When Apple realized this, it decided to upgrade the iPad’s camera specifications and make further optimizations for applications such as photo browsing[4].

Now, after many years, we know clearly that people like to lie on the sofa and use iPad to watch videos, read news and chat. iPad has a close connection with sofa and bed at home. From "digital photo frame" to "sofa companion", we can see that the real consumption scenario determines the product value and product competitiveness.

Companies should think about the product's usage scenarios at the beginning of product development, but the scenarios designed by companies and the scenarios in which consumers use the products in real life are often different, or even completely different. This is the main reason for the failure of innovative products.

There is a very popular video of Steve Jobs on the Internet. In 1997, Steve Jobs had just returned to Apple. At a conference, he was publicly questioned by a programmer for not understanding technology, and Steve Jobs responded:

“ You have to start with the customer experience and then work your way back to the technology, rather than starting with the technology and then trying to figure out where the technology can be used. I think that’s the right way to do things. ”

Where this technology is used is the application scenario. The relationship between the scenario and user experience is like skin and fur. If the skin is gone, where will the fur be attached?

As tablet products, iPad focuses on entertainment scenarios, Surface targets productivity scenarios, and Kindle focuses on reading scenarios. The scenario determines the position of the product in the consumer's life and what role it plays.

Of course, in addition to targeting entertainment scenarios, the iPad's promotion has also extended to more scenarios.

For example, in education, when iPad 2 was released in 2011, the advertisement "Go Study" was launched, promoting the use of iPad for reading literature, taking notes, doing experiments, doing exercises, etc.; in 2013, Cook announced that iPad occupied 94% of the global tablet market in the education industry; in 2018, iPad also launched the advertisement "Homework", promoting that it makes homework fun and interesting.

In order to expand growth opportunities and compete with Surface for the market, iPad released the iPad Pro with a keyboard and stylus in 2015, and began to attack the office scene. For example, the 2017 iPad Pro advertisement "What is a computer?", while the 2020 iPad Pro's slogan is more direct - "Why should your next computer be a computer?"

At the beginning of 2020, people were forced to stay at home and work, shop, and take online classes online. At that time, iPad sales soared and were out of stock across the entire network. In February, 60% of Tmall's purchasing users were for online class needs.

In addition, iPad has also been promoted for some niche scenarios, such as travel. The evolution of entertainment, education, office, travel, live broadcast, online classes and other scenarios has expanded the penetration of iPad in people's lives, increased the purchasing opportunities of different groups of people, and jointly assumed the sales responsibility of iPad.

The story of Red Bull and iPad tells us that one of the major goals of brand marketing is to occupy more consumption scenarios in consumers’ lives. The total number of consumption scenarios reflects the scale of the brand, and I call this concept ACS (Aggregate of Consumer Settings).

Since the goal of marketing is to occupy more scenarios and expand ACS, this involves a scenario combination strategy for enterprises. Enterprises must decide which scenarios to focus on for promotion and product development, and how much resources to invest in different scenarios.

How much market capacity a scenario can bring to a brand depends on two dimensions:

One is rigid demand and the other is non-rigid demand.

It represents the intensity of consumers' demand for this brand in this scenario, whether it is strong demand or weak demand.

For example, in entertainment scenarios, consumers' demand for iPads is stronger than in office scenarios. PCs are better for office scenarios, and in mobile office scenarios, iPads can partially replace PCs.

The second is high frequency-low frequency.

It represents the frequency and chance of this scenario occurring in consumers' lives.

For example, reading is a low-frequency scenario for many people today, so Jobs was reluctant to launch a dedicated device for reading.

Because of this, the store design and display of many bookstores today are designed to match the shopping scene, in order to attract consumers to shop, and then make money from cultural creation and coffee, not just to sell books. Shopping is a high-frequency scene, while buying books is a low-frequency scene.

These are the two criteria for judging the value of a scene. Based on these two criteria, we can divide the scene into three categories:

• Mainline scenario: Finding scenarios with rigid demand and high frequency is the mainline task of brand marketing. A brand must occupy at least one mainline scenario. Without this scenario, there will be no sales and base.
• Leading scene: scenes with extremely rigid demand but not high frequency are suitable for brands to enter the market. Although the crowd covered by this scene is small, they have strong pain points and are suitable to become the angel crowd of the brand. For example, long-distance driving is a leading scene for Red Bull.
• Side quests: In addition, a number of scenarios that are either rigid demand but low frequency, or high frequency but non-rigid demand, are all side quests for brand marketing.

For a new category/new brand, the first thing to do is to find a lead scenario and capture the angel crowd, so that the brand can have a foothold and successfully launch the market.

For a growing brand and category, it must occupy a core, large enough main line scenario in order to achieve growth and expansion.

For a mature large brand/large category, it is necessary to expand more branch scenarios. The more branch scenarios there are, the greater the growth will be.

The main scenario defines the strategy, and the side scenario drives growth. I have previously described the logic of how scenarios drive growth, and here I will expand on how scenarios define strategy.

Before discussing this topic, let us first define the scene.

The word "scene" has been severely abused in the Internet field in recent years. It seems that everything is a scene, but if the concept is not clearly defined, cognition will be confused and people will be at a loss as to how to do things.

What is a scenario? It refers to a certain life task that consumers need to rely on brands to complete under specific life circumstances (equivalent to hiring brands to help them do things ). In this process, consumers have certain needs and consumption behaviors.

The inspiration for this definition comes from Harvard University professor Clayton Christensen’s JTBD theory, which stands for Jobs To Be Done. People buy brands to complete a task in their lives and help themselves solve problems[5].

The JTBD theory actually returns to the classic interpretation of marketing by Theodore Levitt, one of the founders of modern marketing: people don’t want to buy a 1/4-inch drill, but a 1/4-inch hole.

Consumers need to solve problems and complete tasks, so demands naturally arise. This concept is called " scenario-driven demand creation ."

People's needs do not arise out of thin air, but must appear in specific scenarios. Consumers will have completely different pain points and needs in different scenarios. Because of this, brands must grasp their main scenes, develop products for these scenes, design product experiences, create brand landscapes, and use a series of corresponding marketing mix tactics to form a strategy.

For example, Ideal Auto.

Data analysis shows that among the buyers of cars priced above RMB 200,000, 89% are family users. Based on this, Ideal has determined its brand strategy for family cars and its brand mission as: creating a mobile home and a happy home.

Its strategy is not to make decisions based on intuition, but to focus on family travel scenarios and family users based on data to create the most suitable products and user experience for them.

In 2021, while continuously collecting user data and feedback, Ideal found that the average time that Ideal ONE owners "stay in the car but not drive" has reached 4.4 hours per week. Many car owners will stay in the car for lunch breaks, charging, waiting for people, and to be in a daze before going home at night.

With insight into this usage scenario, Ideal L9, which was subsequently released, added a large number of audio and video entertainment configurations, bringing "refrigerator, color TV, and large sofa" into the car. Ideal thus stood out among many new car-making forces, sold well, and achieved profitability. This is how focusing on scenarios can help strategy and growth.

The scenario is task solving, and underneath the task is the driving force of social relationships.

Take eating for example. Eating is actually a basic need of life, but who you eat with is the context. Different contexts require consumers to solve different tasks, and the criteria for choosing cuisine and restaurants are different.

In the family dinner scenario, what is the task of consumers? The core is that the whole family can eat it, especially for the elderly and children to eat it well, and pay more attention to the health and nutrition of the food. Therefore, in this scenario, consumers will not eat hot pot and barbecue. It is the first choice to be neither spicy nor oily nor heavy-duty. For example, Northwest cuisine, Northwest and Jiu Mao Jiu are very suitable.

In the scene of friends gathering, the task of consumers is to eat happily and enjoy themselves, release emotions and enhance feelings, so consumers will choose happy dishes such as hot pot, barbecue, and grilled fish.

In the business banquet scenario, the consumer's task is to make the guests feel classy, ​​face-saving, and have good privacy, and have a private room to facilitate conversation. At this time, consumers will choose high-end restaurants such as Michelin and Black Pearl.

In the couple's dating scene, the consumer's task is to enjoy a romantic and elegant atmosphere, and the world of the two is not disturbed, so it cares more about exquisite dishes and elegant environments, such as creative dishes and Western restaurants, which are more suitable.

The advertising industry likes to talk about insight and regards insight into consumers as a prerequisite for marketing and brand building, but it is diverse in definition of "what is insight", and it becomes very mysterious in specific operations "how to do insight". In fact, it depends on personal experience to guess what consumers think.

In fact, the real insight is to understand the social relationships in specific scenarios. Different object relationships determine the life tasks of consumers. If you do not pay attention to the scene and social relationships, and only talk about the need for "eating", then we will think that all consumers want is taste, health, safety, nutrition, and food quality, but in fact this is far from the real consumer psychology and behavior. Talking about demands without scenarios is a dangerous thing for enterprises.

Humans are social animals and live in the public space of groups. Many scenes in our lives have social attributes, and groups and public spaces have normative effects on individuals' words and deeds and have clear social etiquette requirements. Scene is a slice of social relations, which means that the scene represents a certain social norm and social consensus.

In August 23, a social news circulated on the Internet, called "The post-00s arranged a business banquet, and the chairman petrochemicals were on the spot." As the corporate secretary of the post-00s, he brought a bunch of leaders and guests to eat Shu Heroes. Facing the red soup pot bottom and a table of dishes, the leaders wearing hot pot aprons were at a loss and laughing.

Actually, don’t the leader eat hot pot? Of course not. The leader can eat it when he gets along with his relatives and friends, but it is not suitable for business dinners. As a social norm, the scene is greater than individual preferences.

For example, the same is true for dressing. Everyone has their own dressing style and aesthetic taste, but everyone will wear suits during working hours or on the day of the company’s conference.

A 27-year-old county civil servant and a 31-year-old large factory programmer may have no common characteristics in terms of demographic elements, hobbies, and lifestyle, but on the day of their marriage, they will choose to buy or customize suits. This is the consensus, and the commonality of the scene is greater than the commonality of the crowd.

This involves a new concept of " people use points to the field ".

It is not that different subdivided groups have different needs, but that a person will have different needs in different scenarios, and different people will have common needs in the same scenario. Different scenarios will divide different groups of people and classes, and the same scenario can also capture different subdivided groups to the greatest extent. The scenes not only gather people but also divide people.

As mentioned above, for a suit brand, according to the past view, it should capture the segment of business people. However, today, many business people's wardrobe are all Archaeopteryx and Lululemon, and they don't wear suits and ties every day.

So what suit brands really need to grasp is consumption scenarios such as formal meetings, business social events, and weddings. As long as there are these scenarios in life, no matter whether they are a business person or not, there is a high probability of buying a suit.

In the past, we said "people are divided by groups", and we use the commonalities of a certain subdivided population as the basis of business.

However, with the development of the times, the economy and culture are becoming more and more mature, and the population is actually becoming less and less common. Decades ago, the lifestyles of hundreds of millions of people across the country were basically the same, but the post-70s and post-80s began to differentiate, and it goes without saying that they were born in the 1995s and 2000s.

In this era of emphasizing personalization and self-centeredness, two people born in the 2000s may have no common characteristics. So at this time, how can a brand focus on the 2000s segmented people to do business? The basis for the 2000s segmentation no longer exists.

Grasping the scene is equivalent to grasping a certain social consensus and obtaining the greatest common divisor of different subdivided groups.

When a scene appears in the lives of more and more people, that is, it gathers more and more social consensus, it will become a mainstream social lifestyle and involve more different consumer groups. For example, the sales of windbreaker clothing in 2023 are actually due to the popularity of camping scenes.

The so-called lifestyle is actually composed of a series of scenes. The scene is the embodiment of the lifestyle, and the lifestyle is the upper level of the scene.

3. Incremental large model of scene + label

Scenarios represent user tasks in specific life situations. Different scenarios represent different tasks, and multiple tasks can be generated in the same scenario (such as camping mentioned above). Moreover, the same task can also be solved by multiple different categories, brands, and products.

So what if this brand stands out so well in a certain scenario? This requires labeling. Brands need to stick labels to cooperate with the situation, because the scenario + label represents the consumer's decision-making model .

We can analyze from the most common purchasing behavior of buying beverages. How do consumers choose a bottle of beverage?

In the past, we have always believed that consumers’ decision-making model was “category thinking and brand expression.”

Specifically when it comes to buying beverages, we first decide what category to drink, and then consider which brand to buy. For example, we first decide to drink Coke, then consider whether to buy delicious or Pepsi; we first decide to buy tea drinks, and then consider whether to choose Master Kong’s jasmine green tea or unified iced black tea;

First decide to drink soaked water, then choose Yuanqi Forest; first decide to buy water, of course you can further subdivided it. For example, if you buy natural water, it is Nongfu Spring, it is Yibao, and if you buy mineral water, it is Baisuishan.

Because we believe that consumers have such a decision-making model, many companies attach great importance to positioning and occupying categories in marketing. However, this model seems flawless, but there are three questions that cannot be answered:

1. How do consumers decide which category to buy? Why do consumers choose to drink cola instead of herbal tea, juice or other carbonated beverages?
2. Why are there many people drinking cola juice and few people drinking coconut milk and plant milk? That is to say, what are the causes of large categories and small categories in the beverage industry? How to expand brands in small categories?
3. Is it just because consumers drink Coca-Cola because it is the first choice for the Coke category? I have seen many consumers who go to convenience stores and rush directly to get Coca-Cola without considering other categories or brands.

In fact, the real decision-making model of consumers is called "scene thinking, label cognition, and brand expression".

Let’s take a look at buying beverages. First of all, we need to consider consumption scenarios, such as morning meal prep scenarios, so consumers will buy “nutritional beverages”, such as Telunsu milk, OATLY oat milk, and Weiquan Daily C juice, which are the perfect choices. Even if a consumer likes to drink Coke, the possibility of drinking buns and fried dough sticks early in the morning is still relatively low.

If you have the afternoon tea or dinner scene, then consumers will choose "happy drinks". Heytea, Bawang Tea Girl, and Coke Sprite are good choices.

There is also a scene for open meetings. In order to avoid getting sleepy at work, consumers will buy "refreshing beverages", while Starbucks, Luckin Coffee, Nestle, and Red Bull all belong to this category.

Only when a brand has the corresponding label can it become a choice for consumers in specific scenarios. Therefore, when a company designs a brand strategy, it should coordinate scenarios + labels.

In 2023, Stanley, a thermos brand, became popular from the United States to China. Ouyang Nana, Wan Qian and Zusha love him and took him wherever he went. Countless middle-class mothers and exquisite women were each in hand, and Stanley was almost a popular culture phenomenon in North America.

So how is Stanley popular with thousands of thermos brands?

The main scene of Stanley, founded in 1913, was outdoor off-road.

In this scenario, the target group is a tough guy who loves to run to the mountains and forests. The product positioning is the inventor of outdoor equipment and all-steel structure vacuum thermos. The brand label is World War II military supplies and exclusively for the US Air Force. It is hard-core, manufacturing, technology, passion and adventure. Occasionally, some promotional activities are implanted with science fiction and adventure-themed movies. Of course, this is destined to be a very niche market.

In May 2020, Terence Reilly came to Stanley to become the new president. He was the CEO of Crocs from 2015 to 2020. Through joint models and limited edition models, he turned this ugly hole shoes into a trendy hit. Since then, he began to adjust his brand strategy according to his own ideas [6].

Stanley's main scene has become a walk out of the street, including sports and fitness, class and study, workplace office, exquisite camping, morning procedures (washing/skin care/breakfast), morning C and evening A (coffee and wine), and professional outdoors.

In these scenarios, the target group has become exquisite women. According to Jenn Reeves, senior vice president of marketing at Stanley, they are "walking ladies". They pursue health and beauty, like to wear Lululemon, exercise regularly, and have a reasonable diet in daily life. No matter where they go, they want to carry a water cup to rehydrate at any time.

The user identity tags are Stanley thermos sister group and "White Girls". White Girls not only refer to white girls, but also those middle-class women who are beautiful, rich, full of energy, walk around with water cups, are active and sunny in work and life, are sure to win life, and pursue not deliberately fashionable [7].

The product positioning has also become a companion accessories. The current Stanley water cup design focuses on bright and colorful colors, especially the Morandi color system. The product shape can be easily placed in the dishwasher and Tesla water cup card slot, suitable for middle-class families.

Stanley's brand tags are fashion items, OOTD (today's outfit), same style as celebrities, as well as high appearance, slack feeling, dopamine, etc.

The marketing campaign was launched to create a joint product with Olay Olay and Starbucks, and the topic marketing #Reject the room temperature# with a more personal attitude, and promote the consumption concept of special cups and street photography, that is, drink different drinks and use different cups, wear different styles of clothes with different colors and styles of cups. This way of playing helped Stanley to produce explosive growth and the market grew rapidly.

From this case, it can be seen that the scenario determines Stanley's target population, product positioning, brand building and marketing promotion implementation, and ultimately determines the market size and growth. The cooperation of the label helped Stanley successfully occupy the scene.

Scenarios and labels together form the basis of consumers' decision-making and establish the correlation between brands and consumers. Scenarios relate to specific tasks in consumer life scenarios, representing what problems consumers need to solve; labels relate to consumer cognition and identity, representing which solution consumers will use to solve their own problems.

When the scene changes, the brand label should also change. For example, the scene changes like instant noodles. In the past, instant noodles were mainly meal scenes, and major brands often demanded large noodles, sufficient portions, and nutritious and healthy (such as non-fried instant noodles, mushroom stewed chicken noodles, etc.), and most of them like to give braised eggs and sausages when doing promotions.

Now the scene of instant noodles is gradually shifting to casual scenes.

The above is the scene that appears on the packaging of Master Kong’s products that I took in a convenience store. There are 5 of them: working overtime to explore inspiration, taking a break on a journey, chatting in the dormitory, watching TV shows at home, and immersing in nature at camping.

When late-night snacks satisfy their cravings become the main scene of instant noodles, the product specifications of instant noodles gradually become smaller and become cup-mounted products, and various novel flavors such as Korean Simra Noodles, Thai Tom Yum Noodles, etc., various brands have labeled themselves as delicious, exciting, novel, relaxed, energetic and inspiration.

If a brand wants to grow, it must occupy as many consumption scenarios as possible in the lives of consumers and get involved in more consumer groups; and create corresponding labels to match these scenarios, it will naturally stimulate consumer demand and brand choices, and ultimately promote growth.

I call this link method of grasping scenes - labeling - incremental, I call it the incremental model . To use a formula, that is - Setting scene + Tag tag = Added Growth incremental growth, so I call this model the STAG model again .

Scenarios can be based on Big Data big data analysis, cluster analysis of consumer behavior and discover what scenarios exist in consumers' lives , and understand the consumer needs and social relationships in different scenarios, and what are the main and branch scenarios suitable for brand occupation.

Tags can analyze consumers' concerns and key associative words for brands in different scenarios based on various content posted by consumers on the Internet, including native content and brand comments, and analyze consumers' psychological state and emotions, etc.

Of course, scenarios can also be clustered through text mining technology through analysis of user content; tags can also be found based on big data, and then convert user tags into brand tags.

Marx once said that if any discipline in the world has not developed to be closely linked to numbers, it means that the discipline has not yet developed and matured. The value of the incremental model lies in the fact that every link of it can be quantitatively analyzed through data, so that the strategy can be documented and the growth can be followed.

In the new tea beverage industry, Bawang Tea Ji can be said to be in the limelight in the past two years. In 2023, it opened nearly 2,000 new stores nationwide, with the total number of stores worldwide exceeding 3,000, becoming the king of stores in the tea beverage industry.

On the marketing side, Bawang Tea Ji has also been very successful and has frequently appeared in the circle, providing excellent support for growth. Especially on the Weibo platform, Luwang Tea Ji has created a very good marketing system, so let’s take a look at how Bawang Tea Ji does it.

First, the Weibo team analyzed 19,000 original blog posts discussing new tea drinks on a daily basis, and identified nine major tea consumption scenarios, including work, leisure, seasons, meal companionship, party entertainment, campus, dates, self-discipline, concerts, etc.

Moreover, these different scenarios can further quantify the proportion of each scenario in consumers' lives according to the differences in user interaction frequency and content volume.

Looking at these scenes, we can see that there are scenes divided by time, such as autumn, autumn rain, evening wind and sunset, cherry blossom season and other solar terms;

Scenes that are distinguished on occasions such as work, meal companionship, campus, and leisure scenes such as shopping, camping, and art galleries;

There are scenes with high concentration of emotional expression such as parties, dates, concerts, and daily self-pleasing and self-discipline scenarios;

There are high-frequency pan-life scenes such as meal companionship and work, as well as low-frequency concerts and seasonal hot spots and other specific activity scenes.

In fact, these timing, occasion, object relationship, emotions, behavior frequency, etc. are the five major variables in scene design, which are about the parameter setting of the scene.

When I mentioned the ACS concept in the previous article, I translated the scene into " Setting ", and "Setting" refers to the set and setting.

Among the words "scene" translations I have seen, one is translated as " Context ". It mainly refers to the context and context in the writing of an article, which means a social environment and a general background. It does not refer to a specific time and place, but to a whole time and space, which is too abstract and grand.

The other is translated as " Scene " and " Scenario ". These two words are commonly used in drama and film art. "Scenario" refers to plot and script, and "Scene" refers to a scene, a scene in the play, scenery, and scenes.

So overall, I think "Setting" is the most appropriate and conforms to the original intention of the scene in the marketing context. Seizing these parameter settings of the scene is the opportunity point for the brand to enter the implementation of marketing.

After finding out the tea consumption scenario, Weibo sampled 200 original blog posts from the single group of Bawang Tea Ji, analyzing the emotional motivations of users in different scenarios, helping Bawang Tea Ji design brand labels and match the consumption scenarios.

Analysis found that consumers' common emotions are "happiness", "like" and "cured", and they are catalysts in multiple scenarios. In terms of specific scenarios, there are differences.

For example, in high-frequency daily scenarios such as meal companionship and shopping, brands are the "little happiness" in life; in celebration scenarios such as birthday parties and concerts, brands are the "stimulant" for users; and in scenarios such as study, work, and self-discipline, milk tea is the "ibuprofen" to relieve fatigue and anxiety.

These tags define the brand image and personality of Bawang Tea Girl, give the brand differentiated value, help the brand find the role it assumes in different scenarios, and thus create resonant content more targetedly. This is the space for the brand to make efforts.

At the same time, for nine major scenarios, the Weibo team has designed a systematic hot topic matrix for Bawang Tea Girl, and has captured traditional solar terms hot spots such as the Beginning of Spring, the Beginning of Autumn, the Autumn Equinox, the Light Snow, the Winter Solstice, etc. from the annual hot spots of the Weibo platform, and the festival hot spots such as Christmas, New Year's Day, Valentine's Day, Women's Day, etc. to occupy the seasonal scenes.

For leisure travel scenarios, we choose hot spots such as Dragon Boat Festival, May Day, National Day, and Mid-Autumn Festival; for entertainment and concert scenes, we choose major variety shows and concert hot spots, especially to take advantage of the hot spots of costume dramas for promotion, which not only strengthens the brand's ancient style image, but also realizes the brand's accompanying and occupying position in the corresponding consumption scenarios.

Let’s break down two more cases based on the specific scenarios.

1. Self-discipline scenario

Through data analysis, Weibo found that the most concerned point of consumers in self-discipline scenarios is "milk tea calories". So, using the authoritative media to create the hot topic of #Do you drink milk tea have an ID card for Bawang Tea Girl, which attracted users' attention and discussion and strengthened the relationship between milk tea and "calorie ID card".

Immediately afterwards, Bawang Tea Ji launched a calorie calculator mini program, which can calculate the calorie values ​​of different milk tea products, display product selling points interestingly, and inspire consumers to explore products. Finally, it is to invite KOL/KOC to participate in topic interaction, setting off a trend of check-in for healthy drinks.

This series of operations gives the brand the label of "healthy and low-card" and helps Bawang Tea Girl become the first choice in self-discipline scenarios.

2. Seasonal scene of the Beginning of Autumn

Nowadays, "the first cup of milk tea in autumn" has become the biggest festival in the tea industry. The timing variable in the scene is a powerful boost to drive consumers' purchases. In the scene of the beginning of autumn, Weibo analyzed that consumers' concerns are as follows.

First, the traditional cultural direction, such as enjoying autumn tea, making friends with tea, fine traditions, and tea tasting culture; second, the emotional resonance direction, such as the clear and refreshing autumn air, enjoying, reconciliation, warmth, and beauty; third, the autumn atmosphere, such as breeze, fallen leaves, golden, romance, healing, breeze, withering, roasted sweet potatoes, etc.; fourth, the social play direction, youthful hobby labels, such as ritual sense, conspicuous bags, milk tea mixing, milk tea freedom, indulgence, etc.

In fact, these are labels, and are keywords found after data analysis of consumer behavior and content in the Beginning of Autumn scene. These words represent consumers' concerns about product value, represent user identity, emotions and values, and represent consumers' standards and decision-making elements for purchasing products in this scenario.

From these tags, Bawang Tea Girl extracted the communication main line of atmosphere ritual + trendy plays + cultural heritage, and derived high-quality content and social play, thus standing out in the environment where major milk tea brands compete to carry out marketing in the Beginning of Autumn.

Of course, there are many ways and forms of playing on the entire Weibo. What I am sharing with you here is the "scene + label" marketing system. Both can be analyzed by data, and can also guide the application of big data, so as to better empower corporate marketing implementation and promote brand growth.

4. Mind Track

There are two paths for brand growth.

1. Stock growth: The practice is to occupy a category and grasp the existing user groups and needs of the category; then by increasing the brand penetration rate, it becomes the first choice for consumers in this category and increase brand priority.
2. Incremental growth: The approach is to create more consumption scenarios, activate and create new user needs; then by labeling the brand, establish the relationship between the brand and the scene, and influence user decisions.

The growth of stock is a cake-sharing model, and what we obtain is the growth of category share, and we can share a larger market share from the category track.

Incremental growth is a cake model, and what you get is growth in the mental track and gain new business opportunities in consumers' lives and inner space.

A brand is in different industries, different product attributes, and different development stages. Different growth models should be chosen. If the category market is large enough and the overall growth rate is fast, then the brand can choose stock growth and divide the market share. However, if the category scale is not large enough, or the market has been saturated and no longer grows, the brand must find a way to find incremental.

Marketers like to talk about the word "mind", but turning a brand into the first choice for a certain category and creating a positioning slogan is obviously not a possession of mind, but at best it is just a possession of category .

To occupy the mind, we must first turn the brand into a part of consumers' lives through scenarios and a way of life, and secondly, turn the brand into a part of social culture through tags and become a standard of consumers' identity and decision-making.

Scenarios stimulate demand and labels affect decision-making, which is a complete brand marketing model.

The real track is not in the category but in the lives of consumers. The frequency and intensity of demand that appear in the lives of brand consumers truly determine the capacity of the market. This is called the mental track.

In 1998, when talking about Xishi Candy, one of his classic investment cases, Buffett mentioned a point of view that "mental share" is greater than "market share".

We usually understand the market as a category, and only by grasping the scene and labels can we open up a new track in the minds of consumers and truly expand the share of mind. The share of mind is not the share of category, but the share of life and culture. "Scene + label" is a broader growth path and a more imaginative source of increment.

Statement of this article

1. The concepts of incremental large model, STAG model, ACS (total consumption scenario), main scene, branch scene, lead scene, scene demand, and people-based field segmentation are empty-handed original;

2. While thinking about scene strategy, I received the earnest teachings from Professor Liu Chunxiong, the founder of the new marketing theory system. My many in-depth conversations with Professor Liu have benefited a lot, especially the internal connection between scenes and social relations, the division between scene thinking and market segments. It has completely illuminated me with one sentence. I would like to express my gratitude!

3. The content of this article is part of the BLG brand-driven growth course jointly created by me and Kotler Consulting Group. In the process of daily exchange of course outlines and content with my product manager Echo, I have made my review of the entire theoretical system clearer. Thank you very much!

Notes on this article

[1] "Don't keep staring at Perroy, let "L'Oreal" call you brother, maybe you're going to line up soon", source: official account "Jumei", author: Shu Xiuhui, 2023-12-12;

[2] "It is better to understand a trend than to write 1,000 notes" by "Daojie doris, 2023-04-10;

[3] "Full manuscript of Luo Zhenyu's 2024 "Friends of Time" New Year's Eve Speech (including the full set of PPTs)", source: Get, 2024-01-01;

[4] "10 years after its birth, the creators of the first generation of iPad talked about some behind-the-scenes stories", source: Ai Faner, 2020-02-05 11:21;

[5] Clayton Christensen, "Competition with Luck: About Innovation and User Choice", CITIC Publishing House, May 2018, 1st edition;

[6][7] "Ouyang Nana and others have one? This thermos that "can't even burn fire" is almost becoming a hard currency for international students", source: official account "Vista Hydrogen Business", author: Dazhi, 2023-11-23.

Author: Empty-handed

WeChat public account: Empty Hands (ID: firesteal13)