Internet companies attach great importance to strategic positioning, but rarely use positioning theory.

We have never heard the founders of the top 10 Internet companies in China publicly use positioning theory to introduce their companies.

who I am?

Reason for consumption?

Credentials?

How do Internet companies (including traditional industries + Internet) strategically position themselves? Today, we will interpret it from three perspectives:

First, the actual combat of Internet growth strategic positioning;

Second, ten elements of Internet growth strategic positioning;

Third, the essential difference between Internet growth and the strategic positioning of consumer goods companies.

1. Strategic positioning of Internet growth in practice

Let's take 4 real cases.

The first one is 2C, the social e-commerce platform - Pinduoduo;

The second is 2B, the textile trading e-commerce platform - Baibu;

The third one is 2C, which mainly sells online on Tmall - Ramen said;

The fourth one is 2B, a smart canteen service provider - Majestic Technology.

How does Pinduoduo develop its growth strategy?

From 0-0.1, three arrows are fired. Made fruit fight, fight duoduo, and games respectively.

From 0.1-1, with fruit as the starting point, it has run through the business closed loop and grown into a regional fruit online wholesaler.

From 1-10, Tencent blessing, China's largest offline 10 yuan store online traffic entrance.

From 10-100, China's largest online fruit wholesaler, China's largest agricultural product upstream platform.

From 100 to now, it is working hard to become the largest alliance of factories in China.

To summarize:

Pinduoduo is to increase user growth first: the product has little advantage, but it uses fruit as the entry point for product selection, and has a unique vision.

Form a cognitive advantage for social e-commerce: The product form and the massive WeChat users have formed a chemical reaction.

It has a comparative advantage for social e-commerce: 9.9 yuan for free shipping, replacing the national offline 10 yuan store, easy to remember, easy to spread and easy to make decisions.

In the end, a differentiated competition barrier was formed that is different from Tmall and JD.

Currently, it is taking the strategy of sharing factories from Taobao to Tmall.

How does Baibu develop its growth strategy?

From 0-1, first make China's largest textile fabric database to form a strategic starting point.

From 1-10, China's largest textile fabric trading platform.

From 10 to now, use AIoT+SAAS to empower the upstream and build a smart cloud factory.

To summarize:

What Baibu does first is the largest textile fabric database in China: it has the dual attributes of tool attributes and consultative sales.

Very similar to Dianping in the 2C field: China's largest country email list restaurant consumer reputation database.

Because it is a tool, Dianping's monetization ability is not strong, but it has the largest online catering traffic in China, and when combined with the trading platform of Meituan, it forms a competitive barrier.

With the flow of the fabric database, Baibu has reduced dimensionality in the B2B textile fabric transaction, and soon the transaction volume will lead its opponents, reaching a scale of tens of billions.

At this time, the traditional B2B trading platform can no longer threaten Baibu, and the biggest competitor is cross-border, called Zhibu Internet. It is cut from the intelligent cloud factory, and it is also possible to trade fabrics naturally.

As a result, Baibu separates a whole cloth, specializing in intelligent cloud factories, to meet the cross-border challenges of intelligent cloth interconnection.