1. From concept return to product competition
With the iteration of consumers, their demand for consumer goods has shown trends such as diversity, sensibility, pursuit of beauty, novelty, and parity. In the face of the sluggish economic situation, the competition focus of consumer brands has gradually returned from concept to more essential product functions and experience.
From brand concept to product planning, one is to think about how to Number List do a good job in product innovation, to provide customers with solutions in terms of functions, and to trigger value; the other is to trigger consumers through the benefits and incentives extended by the product itself experience, and achieve impact transformation. It is not the eye-catching hype and overwhelming advertisements that make the products popular, but rational product planning based on consumption insights.
The ambition of many consumer product owners is to build their own products into brands, and the reason is not difficult to understand - if there is a brand, there will be a premium. On top of the value of the product itself, a new layer of value is created.
But this is the result, not the purpose.
Consumer brands can easily be separated from the product itself. In essence, the brand is born from the product, and it should follow the logic of product creation/planning to carry out the entire planning and work: market research, demand insight, market positioning, product planning, visual design, brand communication, marketing planning, network operation... …
In this sequence, which is almost known to everyone in the industry, brand concepts tend to skip the "product planning" link and go directly to communication and marketing. However, the product planning process is a targeted product work based on market demand, competitive product status, and user characteristics after completing market research and demand insight. However, in the actual work process, product planning is often prone to internal objective conditions such as production, team, cost, etc., rather than focusing on market positioning, user needs and functional experience, which limits the fundamental value of "product planning". performance.