The Relationship among Strategy, Business Model and Marketing Logic

The Relationship among Strategy, Business Model and Marketing Logic

China's business and theoretical circles have been talking about strategy, business model and marketing, but it is a fact that many people do not know the basic meaning of strategy, business model and marketing, let alone the logical relationship between them. Below, we take pragmatism as the principle and method as the guidance to elaborate the most practical and concrete strategy, business model and marketing, and explain the logical relationship between them.

When it comes to strategy, some people spoke brilliantly, from the strategy in the history of China's 5,000-year war to the strategies of various schools of western strategic management. Up and down five thousand years, in Wan Li, a * * * said 20038 million? Kilometers (5000 years * 40076 kilometers at the equator). Bottom line: Very tired and confused.

Many corporate executives talk about strategy every day, but they don't know how to do it. Some executives simply understand strategy as how to make more money.

In fact, the strategy is not so complicated. The most practical and straightforward strategy is the direction, goal and method. We systematically summarize the enterprise strategy into four parts: strategic vision, strategic positioning, strategic planning and strategic competition, as shown in figure 1 Golden Bay Consulting Strategic Management System. The four parts fall to the ground layer by layer, becoming more and more specific.

The strategic vision is relatively empty, which is the value of enterprise existence and the ideal of enterprise. How did you make such an empty thing? Executives need to comprehensively consider the interests of shareholders, employees and customers, and finally put forward the enterprise ideal, that is, what kind of ideal state the enterprise should achieve. In fact, to put it simply, the strategic vision of most small and medium-sized enterprises is what the boss wants to develop this enterprise into.

A more realistic strategic positioning is the direction of enterprise development. What industry should an enterprise do, what market segment should it enter and what business should it develop? That's all. Don't make it too complicated. So how to do it? To clarify the development direction of an enterprise, the first thing is to take the strategic vision as the guide, that is, to move forward towards the ideal. I don't want the ideal of shareholders to be an astronaut, but your direction is a novel writer, which is the opposite. The most important thing to clear the direction is to choose industries, market segments and businesses according to your own strength.

The method is simple. On the one hand, it evaluates the enterprise's own resources and capabilities, and extracts the core resources and core competitiveness of the enterprise. To put it bluntly, it is to weigh your own strength and see what your advantages are. How to weigh yourself? In terms of resources, it is evaluated from seven resources: financial resources, human resources, channel resources, customer resources, information resources, technical resources and brand resources; In terms of ability, it is evaluated from six aspects: technology research and development, raw material procurement, logistics supply, manufacturing, marketing and brand service. On the other hand, analyze the external market environment, the attractiveness of various industries and the attractiveness of various market segments, and extract the key success factors for entering industries and market segments. How to evaluate? It can be analyzed from five aspects: the scale, growth, profitability, competition pattern and macro-environmental easing of the industry/market segment. The way to extract the key success factors is to analyze the core needs of consumers through market research, then meet the core competence of consumers' core needs, and then realize the key resources of core competence. Combining the two dimensions of internal strength evaluation and external attraction evaluation, we can make clear the development direction of enterprises.

Strategic planning is the landing of strategic positioning. Enterprises are the most familiar with it, theorists are the most disdainful, state-owned enterprises are the most enthusiastic, and private enterprises are the least valued. Strategic planning is a modular content, including overall goal and stage decomposition, guiding ideology, key work, core capacity building, key resource allocation and strategic implementation measures. Many times, in order to make the planning more comprehensive, internal and external environment analysis, strategic vision and strategic positioning will be placed at the forefront.

How to make strategic planning? First of all, the overall strategic objectives include economic indicators (sales, profits, total assets, etc.). ), business scope, brand objectives, number of stores, industry ranking, market share, etc. The crux of the problem is how to determine these specific indicators. In fact, there is no need to make a decision at the beginning. We can adopt a bottom-up approach, set phased goals according to the marketing strategic planning objectives, and then set the overall goals. Staged decomposition is what stages are divided into, and what are the specific time, guiding ideology, key work, core capacity building, key resource allocation and strategic implementation measures of each stage.

The strategic implementation measures include three parts: business support, technical support and internal management support. Internal management support, also known as management guarantee, has routines to follow, including organizational process optimization and human resource planning. Technical support is a technical development plan that can support development goals. Business support is difficult to grasp, and many consulting companies avoid it. In fact, business support here mainly refers to marketing strategic planning.

Strategic competition is the landing of strategic planning, and it is also a key part of whether strategic goals can be achieved. Some consulting companies mistakenly believe that internal management support is strategic landing, which is a big misunderstanding. Strategic competition is the real strategic landing. Because strategic competition is a complex part, there seems to be no routine to follow, and many consulting companies deliberately avoid it.

The most famous strategic competition is Michael? Porter's strategic competition theory includes cost leading strategy, differentiation strategy and centralization strategy. Michael. Porter's theory of strategic competition only points out a general direction. How to lead the cost? Strategic positioning has determined differentiation and centralization.

What is strategic competition? How to make competitive strategy?

In fact, strategic competition is the way. So what is the method of the method? Let's review the strategic management system. Strategic positioning and strategic planning? Shape? Content, that is, clear direction, goal, stage, etc. Where did they all come from? Shape? To realize the strategic vision, not from? Quality? How to realize the strategic vision?

What is that? Quality appearance? This is a framework and process, and? Quality? This is an internal logic. Strategically? Quality? How to realize enterprise value and customer value, emphasizing the internal logical relationship between enterprise value and customer value. Strategic competition just emphasizes how to realize enterprise value (goal), and the premise of realizing enterprise value is to realize customer value. So, what does strategic competition belong to? Quality? The content of.

Let's take a look at the analysis of buzzwords in recent years. Business model. The whole country is talking about business model innovation, but what is the business model? Most people don't know.

The meaning of business model is to integrate resources, form a logical system and realize customer value and enterprise value (China Marketing, Zhan Zhifang, Xue Jinfu, World Book Publishing House, 2010/2), which belongs to? Quality? The content of. Its essence is value logic. Simply put, it is to maximize customer value and enterprise value by arranging the value process of the industry/business. The core of business model is customer value, enterprise profit and value process.

Taking enterprise profit and customer value as the goal, the design value process is the core. So how to design the value process? Design value process is to design industry/business/product combination. That is, what [1] industries/businesses/products make money; What industries/businesses/products are there? What star industries/businesses/products are there? How to realize enterprise profit and customer value through the combination of profit, resistance and star?

Business model is a method to realize enterprise profit and customer value by using value process design. The purpose of strategy is to realize enterprise value and customer value. Therefore, it is obvious that the business model is part of strategic competition.

Enterprises and customers are actually a kind of exchange game relationship. Enterprise value and customer value are also exchanged through the value process. So, how do enterprise value and customer value exchange?

Simply put, it is cash on delivery. But in fact, many business models do not simply pay for goods in one hand, but aggregate enterprises, customers and third parties to form a value process through industry/business/product combination, and finally realize multiple value exchange.

We know that the essence of marketing is to realize value through exchange. Obviously, marketing is a concrete measure and method to realize value, and it is the concrete landing of business model. From another point of view, marketing strategy must involve value process design. In the western marketing system, the marketing strategy is realized by STP (market segmentation, target market selection and market positioning), and there is no value process design content. So from this perspective, the business model is a supplement to the marketing strategy.

Traditional marketing specifically includes marketing strategies and tactics, and realizes market positioning and marketing objectives and completes marketing planning through product strategy, brand strategy, channel strategy, promotion strategy and price strategy. But in fact, there is a lack of process support between marketing strategies and strategies. After the market positioning, immediately jump to products and other strategies. And how can strategies such as products realize customer value? What is the process? Traditional marketing is not reflected. In fact, this part of the content needs to be supplemented by business models. Through business model design industry, business, product portfolio and its value process, the logical relationship between enterprise profit and customer value realization is clearly displayed. Next, it is to realize the strategy through marketing strategy.

Finally, we summarized the relationship among strategy, business model and marketing.

Marketing layers fall to the ground and overlap. Strategic competition in strategy includes business model, which belongs to the strategic level and is embodied in strategy. Quality? ; Does business model also include marketing strategy, or is business model a supplement to marketing strategy? Quality? The content of.

In a word, an enterprise can make a landing strategy from strategy (vision, positioning, planning, competition), business model (value process design), and finally marketing (strategy, strategy). ;