Traditional marketing is customer-oriented, and the corresponding planning logic is to serve customers.

Customer service planning is to study the target group of the brand, find the customer's needs and design products to meet the customers.

Speaking of which, is there anything wrong?

There is a fatal problem: if the planning is customer-oriented, then you are doing the same thing as your competitors.

This is also the reason why the planning results of many brands are very different: at most, brand A is richer and more meticulous; Brand B has less money and is rough.

It is difficult for a brand to gain market through similar plans as your competitors. If you want to win, you can only compete with competitors and create brand differences.

Therefore, in this competitive era, the underlying logic of planning is competitive logic.

Up to now, business has actually formed such a trend: the substitutes of a product are actually infinite, and the barriers of industry boundaries are gradually weakening.

Therefore, today's brands are divided into three postures: leaders should maintain an "irreplaceable" position;

New forces should strive to be "substitutes" and new entrants should try their best to "make products into brands".

In such a market, every brand must participate in the competition, and the planning work is to face such a market and help brand owners get what they need in the competition.

Every brand owner has different needs at each stage.

Brand planning should create customer demand for leaders, realize customer value for new forces and meet customer demand for newcomers, all of which are determined based on market competition.

The first step in planning is to know where your brand is in the competition.

Only by figuring out which track you are on can you have a chance to overtake in the corner.

With this knowledge, planners' means, such as industry research, market analysis, consumer insight, brand awareness, channel policy, promotion methods and communication strategies, will be very useful.