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Shenze 2023 data-driven Conference: "Tao" and "skill" of Financial Marketing

2024-06-24 Update From: SLTechnology News&Howtos shulou NAV: SLTechnology News&Howtos > IT Information >

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Shulou(Shulou.com)12/24 Report--

At present, enterprise marketing usually uses a variety of methodologies, tools, with the help of a variety of media channels, but it is easy to ignore the most fundamental problems of enterprise survival and development.

This article is based on the sharing of marketing by Wang Jiping, CEO of Baijia Instant Technology.

First, the "Tao" of growth: customer group division, customer group analysis, driving growth.

Peter Drucker once said that the purpose of corporate existence is to guide consumption and create customers.

How do you understand it? Guiding consumption and creating customers can promote the two fundamental functions of the enterprise, namely, marketing and innovation.

The purpose of marketing is to fully understand customers, transform their potential demand into actual demand, and provide corresponding products and services. Creation and innovation is the task of giving manpower and material resources to create greater wealth, and to meet the needs of customers in ways that go beyond the past.

Based on this, we can clearly understand the root problem, and around the key to enterprise growth, enterprise marketing is simplified to a "core triangle" composed of market, channel and product.

Through further thinking on the "core triangle", we can draw the following conclusions: first, the growth comes from outside the enterprise; second, the excess income of the enterprise comes from the decisive advantage obtained through the "core triangle"; third, the password for enterprises to continue to lead lies in defining customers, creating industry barriers, and enabling continuous expansion of advantages through channels.

On the whole, in order to really solve the problem of survival and growth, enterprises will realize along such a path: thinking about user →, determining core advantages, → channel selection and positioning, → definition, product → achievement, → continuous iterative → thinking about the market.

For instance. In one of my previous work experiences, I was faced with such a question: what is the reason why customers can stay on our platform for a long time? If we can accurately identify this part of the customer base and magnify the product features and service advantages that can attract them for a long time, then the retention rate of the whole platform will develop towards a more ideal state.

So, how to divide and define the customer group? I think there are four key points:

First, scale. The customer group should have a certain scale in the market, which can support the volume required by the development of the enterprise.

Second, growth. Ensure that customer demand is on the rise or stable at different stages of the life cycle.

Third, it is identifiable and accessible. Enterprises should be able to identify customer needs, identify customer product preferences and channel preferences, and support customer access through label portraits.

Fourth, it is sticky. Enhance customer loyalty and stickiness by improving customer platform satisfaction.

After the definition of customer group is completed, by analyzing the key factors affecting customer retention, enterprises can easily build a moat of dominant customer group.

Next, enterprises can further landing new customers to obtain strategies, clear business strategies and strategic objectives, and comprehensively enhance customer loyalty.

When the enterprise achieves the improvement of customer satisfaction, customer number and retention efficiency, then the financial index will inevitably achieve growth, and the enterprise's "retention flywheel" will be established naturally. then enterprises can expand new customers, tolerate more industry competition, expand the pre-scale, and realize the "double flywheel growth drive" of the credit industry.

Second, the "art" of growth: delivery and operation.

1. Build a delivery system with the whole network data intelligence as the core.

Growth is aimed at the two core groups of new and old customers, but the problems are the same:

First, how to improve the efficiency in the "channel delivery triangle" of scale, quality and cost?

Second, to whom, at what time, through what channels, what value proposition is transmitted?

Third, how to reasonably evaluate the value of the media?

At present, the enterprise is in the "Uka era", which has four characteristics: Volatility, Uncertainty, Complexity and Ambiguity. In this context, the business characteristics of the credit industry can be summarized as two-way selection, low-frequency rigid demand, long effect link, and the customer group identification challenges faced by enterprises are gradually increasing.

With regard to delivery, we call the difference between media expression and individual expression "information hole". One difference is the difference in media expression. On the one hand, marketing students are unable to obtain complete and open customer tags, on the other hand, attenuation and ambiguity may occur in the process of information transmission to the media. Another difference is the individual difference, which is mainly reflected in the difference in the value proposition transmitted by the same product to consumer users and business customers.

In view of this, we put forward the simplest and clearer solution-- to build a delivery system with the whole network data intelligence as the core. Enterprises become the center of information integration and judgment, build the cognitive ability of users throughout the network, simplify expression, and enhance transformation. In the process of landing, we can use the ability of RTA to communicate with enterprise data to select people before advertising, which is what 100 Instant is doing now.

In addition, with regard to media value evaluation, I think it can be comprehensively evaluated and compared from five dimensions: scale value, quality value, cost value, brand value and spillover gain.

2. The purpose of operation is not to pile up action, but to transform value.

Operation can be defined as a process of transforming external resources (that is, knowledge) into external results (that is, economic value), that is, the process of integrating resources, providing services and achieving win-win results.

In the credit scenario, the core purpose of operation is to improve customer insight, integrate internal resources, and achieve win-win business growth and customer satisfaction. As shown in the following figure:

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