The lower limit of enterprise development is determined by strategy, business model and other factors. The upper limit of enterprise development is restricted by channels.
Why can’t excellent products sell? How to increase sales and find growth?
Can we make money on this project that everyone is optimistic about? How can my company break through the existing development bottleneck?
Why is it difficult to land the well-known brand positioning?
Such complex business problems, of course, have different and systematic perspectives.
But from the perspective of landing execution, it can be attributed to one point.
That’s the channel.
The essence of business is trading, and the last mile of the trading battlefield is in the channel.
No matter how promising the business model is or how complex the business topic is, it will be realized through channels eventually.
With the integration of online and offline channels, it is necessary to re-examine the competitive value of channels.
Therefore, it is better to ask questions from another angle:
Facing the problem, do your channels match? Ability to land? Is there a landing method?
From the hot channel phenomenon. In 2020, it is almost impossible for a 2C enterprise to hear of channel sinking, live delivery and private community. The market is updating people’s understanding at an extraordinary speed, from community operation to private domain traffic, from deep distribution to channel sinking, from content marketing to live delivery
The constantly changing “channel dividend” always makes people worry that they will slow down and miss great opportunities.
For example, someone will say: boss, the sinking market in the north, and a large area of blank space, we should layout as soon as possible, start investment promotion and other work.
For example, some people will say: boss, competitors have a lot of action in the market, our store sales ability is relatively backward, we should do upgrade management as soon as possible, train shop assistants, and improve their ability.
Tiktok, for example, will be able to say: boss, there are many successful cases, which can prove that the Kwai Fu, the private sector community is a good way to distribute the content, and also a good channel to bring goods. We should try.
Are these good suggestions? Maybe, because some enterprises do get profits.
But why? Companies don’t really care. Even if the summary is repeated, it often focuses on the successful experience of application execution.
What about companies that fail in practice? Some mistakenly think that the new channel form is not suitable for them; more importantly, they review the gains and losses in the application ability.
Who is willing to miss channel dividends and outlets?
So, the channel tiktok, the business logic of the store profit, the hand teach you to do the trembling million, the private sector community training camp… Quickly become a pain point for business owners.
There is no doubt that it is necessary to break through the stagnation of growth and sales and master new channels and marketing skills.
But how to choose the “new skills” that are suitable for the enterprise itself, avoid detours, and truly obtain the current channel dividend?
On this issue, we want to listen to the business philosophy of Bezos, the founder of Amazon and the richest man in the world: if you want to build a successful and sustainable company, don’t ask, what will happen in the next decade and affect your company. Instead, ask yourself, what will not change in the next decade? Then put all the energy and effort into such things.
When it comes to channel marketing, we should pay attention to those channel values that have been verified by time, and not be led by fashionable channel methods.
Dismantling: channel value verified by time
From the basic function definition of the channel.
From the perspective of strategic positioning, in the theory of “positioning + rationing”, channel is an important operational rationing. The American Marketing Association (AMA) has a clearer definition: a consortium composed of suppliers, producers, wholesalers and retailers is responsible for organizing the transfer path of goods and services, and transferring or owning the ownership of goods and services.
It seems to be a detour and easy to understand. They answered the three questions of channel: who owns the channel? What’s the use of it? How to use it? This is based on the division of marketing functions and the division of enterprise management, giving channels the function of “organizing product circulation path”.
But starting from the actual competition, the function of “organizing product circulation path” is not enough to complete the puzzle of channel value.
Compared with other elements of marketing 4P, channel has two characteristics, one is the closest to users, the other is the closest to competition.
Closest to users, channels must have the power of “selling”.
The gold shops, social relations resources, base markets, model stores, display and arrangement, membership system and wolf like teams, which were often talked about before, are for the power of “selling”.
Today’s popular private and public domain traffic, Koc / KOL, social marketing, content marketing, and social e-commerce are also for the power of “selling”.
There used to be a word for the power of selling: attention. Now the hot word, called: flow and conversion rate. The description will change and the channels will change, but the three basic skills of building the power of “selling” have never changed.
First, three-dimensional layout of channel contact, the wider the contact, the better.
Second, improve the efficiency of channel contact “selling”. Traditional positioning, product and other means are still effective, and digital marketing technologies such as SCRM smart store and data middle office are becoming more and more important.
Third, the most effective channel contacts are used to drive the growth of other contacts and continuously update the channel contacts.
All successful cases, the development of their channels, have the above three characteristics, to build the “selling” force. For example, small pot tea in traditional industries, Zhou Heiya, and three and a half coffees and three squirrels in Taoxi department.
The power of “selling” is so beautiful, of course, it can’t be enjoyed by one family alone. With the aggravation of the competition, on the one hand, the flow expenses, sales expenses and management costs are rising. On the other hand, the power of “selling” is also becoming passive.
As a result, the closest channel to the competitive gunfire, another endogenous force – “the power of buying” is becoming more and more important
Today, compared with the cognitive function of media information and circle word-of-mouth,
The channel’s sense of space, location and content is more intuitive, more concrete and easier to affect users’ mental cognition, which is the power of “buying”.
First of all, no matter the offline stores, shopping malls, or online e-commerce stores and communities, channels are inherently related to consumption scenarios.
Secondly, specific channels, such as circle communities, cultural IP, airports, hotels, cultural and tourism venues, are endowed with strong content power, which is the soil for breeding new brands.
These channel scenes directly affect users’ cognition of scene consumption, and become the root soil of the power of “buying”.
For example, Wang Laoji’s first step, relying on the hot pot restaurant channel scene, starts the mental cognition of “fear of getting angry”.
Without the unique experience of seafood restaurant, HEMA fresh can’t let people know the appearance of new retail consumption.
Jiangxiaobai’s cognition is not from the meeting of wine appointment and expression bottle, but from the channel scene of small drinks gathering, such as the landing of large stalls, to realize the first step of landing.
Lululemon, a popular brand of sportswear all over the world, never advertises in China and does not invite celebrities to speak for it. Relying on Yoga shops and coaches, lululemon builds a community to visualize the brand’s cognition. Moreover, the product is combined with free yoga classes, and the scene experience is used to facilitate the purchase.
The experience of many famous brands in the start-up period reveals that they have the power to “buy”, and they need to achieve “Four Haves” channels:
With scene, content, location and planning
(1) There are scenes
Scene, the last two years is a business buzzword. However, the focus of scenario marketing is mostly on category / brand positioning, product capability and content communication.
But successful brands know more about channel scenarios as an important scenario strategy. Whether there is an exclusive channel scenario is the key to the sustainable growth of a brand.
Compared to slogans such as leaders and experts. The real strong brand is more willing to create exclusive channel scenes: for example, Nike’s first house of innovation in Shanghai Shimao and Starbucks’ largest selection baking workshop in Shanghai.
Look again at Su Xiaotang in Xiamen and tea color in Changsha. Which of these fast growing new brands does not have a distinct channel scene.
Some people say that the experience advantage of tea color is beyond the product brand.
Let’s see how Lidu, a regional liquor brand that has sold more than 100 million bottles of liquor to 700 yuan, built an immersive channel scene covering millions of high-end users around product quality.
Others will say that Lidu’s success is community marketing. However, if you are closer to Lidu, you will find that the community is just the tip of the iceberg floating on the surface. The core competitiveness sunk under the iceberg is the channel scene organized around the cellar, winery, product and character IP elements.
The bottleneck of the channel is often the ceiling of brand / category growth. Whether the big can and color can products of small can tea can complete the task of growth in 2020 does not lie in other factors of marketing (product / price / promotion). The key is to break through the limitations of existing tea channels and match the appropriate channel mode and scenario.
(2) With content
The same handicraft, put in the handicraft shop, and put in the art museum, our cognition is different. This is the “scene content” brought by the channel, which directly affects people’s cognitive behavior.
The scene content of the channel comes from the user’s five sense atmosphere experience. Compared with the audio-visual information content of content marketing, it can more intuitively stimulate the cognitive instinct of human “old brain”.
Therefore, we naturally believe in the quality of red wine in professional cellars, which is more reassuring than that in supermarkets; we believe in the value of cosmetics sold in high-end shopping malls; we believe in the products recommended by mature people
For new brands, we should pay special attention to whether they can follow the trend, take advantage of the natural scene content of the channel, and smoothly enter the user’s mental cognition.
When Wang Laoji first appeared on the market, neither the supermarket nor the convenience store was as good as the hotpot store, which could better reflect the awareness of fear of getting angry. But also by Wang Laoji operators, the launch of Jiulong Zhai sour plum soup failed. Because in the same scene of Beijing restaurant, we believe that the sour plum soup made by the local method of the restaurant is more effective in relieving greasy, rather than fast-moving consumer goods.
In different brand stages, only when the channel has the right rhythm can the power of “buying” be released.
For the brand in the initial stage, the channel should emphasize the power of “buying”, find the cognitive point of the scene in the competitive environment;
The power of “buy” and “sell” of brands in the development period should be developed synchronously and linked;
Break through the bottleneck stage of the brand, focusing on the “sell” efficiency, and “buy” the strength of the adjustment may be.
For example, three and a half tons of coffee, in the 0-1 initial stage, aims at Nestle and other similar instant coffee, and finds development space in e-commerce channels.
But his second step is to develop offline channel scenarios, broaden and deepen consumer scenario cognition and experience, which is the only way to achieve a breakthrough from 1 to 10.
In recent years, in the domestic tea, clothing, liquor, cultural and creative industries, many brands are well positioned and products are excellent. However, channel planning overemphasizes the power of “selling” and often encounters the bottleneck of growth.
For example, although the pocket teahouse launched by Monton in 2014 has a clear mental cognition, Monton is unable to build appropriate channel scenes, complete consumer education and scene body, online and offline