In the transition to internet-based marketing, traditional enterprises have been generally conservative. Because large enterprises are rational enough. They won't transform recklessly just because someone sells anxiety. They won't go all-in just because someone says XX represents the future. No matter how fast the internet develops, one fact cannot be ignored: except for a few industries, offline share far exceeds online. Big brands became big brands because they were winners in traditional offline marketing. New traffic is only continuously cutting into offline traffic, but it has not yet reached the point where big brands would abandon offline traffic in favor of online traffic as the primary channel. Facing new internet-based marketing models, large enterprises must make judgments: First, what proportion of the enterprise's total volume does any new thing account for? If it doesn't reach a critical point, large enterprises won't go all-in; Second, even if they fall behind early, can they catch up with resource investment? Third, if new things don't meet large enterprises' mature judgment standards, they won't act easily. When Taobao rose, it was C2C, and big brands were late, giving rise to a batch of Taobao brands. But when Tmall came out, big brands joined. With resource advantages, big brands gained overwhelming dominance on Tmall. Platform traffic was ultimately harvested by big brands. In modern times, most Taobao brands don't know where to go. However, even though big brands caught up on e-commerce platforms, within their internal organizations, e-commerce organizations are still not core. The reason is simple: for most industries, e-commerce share is still not high, especially for big brands. E-commerce: traditional enterprises have joined, but only as new organizations. Recently, private domain traffic has become very popular. For startups, private domain traffic might be a low-cost path to entrepreneurship. But how big can private domain traffic get? You say private domain represents the future, but in the eyes of big brands, it's too small. What's the largest private domain traffic now? But traditional big brands with hundreds of billions or even hundreds of billions in revenue are normal. To attract the attention of big brands, it must have the potential to become an SBU (Strategic Business Unit). If not, even if big brands start to pay attention, it will only be operated by a marginal internal organization. Private domain traffic of a few hundred million might be impressive. But in some industries, if a big single product doesn't reach several billion, it should be abandoned. Without a big single product of several billion to pull, what will drive huge sales? SBU, in different enterprises, is at different magnitudes. Some are a few hundred million, some are tens of billions. Even so far, there is no large-scale private domain traffic. Traffic can be divided into three types: first, public domain traffic, such as channels and KA; second, commercial domain traffic, such as e-commerce; third, private domain traffic. Private domain traffic is traffic formed through social media. Among the three traffic systems, the largest is public domain traffic, followed by commercial domain traffic, and finally private domain traffic. This will remain the case for a long time in the future. I judge that private domain traffic is overall limited. When social relationships become commercial relationships, social media has reached its limit and has formed interference with normal life. In the future, some individuals may do well with private domain traffic, but overall private domain traffic is limited. This is the principle of "composition fallacy" in economics: individuals can do well, but it's impossible for the whole society to do so. As social platforms, private domain and commercial domain traffic have higher transaction efficiency. The only thing causing brand anxiety is B2B. Because if B2B holds, it could shake the "foundation" of big brands. In the past two years, big brands have basically established secondary B2B organizations. They tried to contact different platforms, fearing they would fall behind in choosing sides. B2B platforms haven't made big waves in the past two years, but big brands have felt the importance of channel digitalization. So, even if they don't do B2B, they must do channel digitalization. I've found a pattern: as long as it's a C-end model, even if big brands participate, they don't list it as an SBU; as long as it's related to the B-end, big brands pay high attention, fearing they might miss out. Missing the C-end can be caught up with resource power; missing the B-end could shake the foundation. Big brands are big brands because they have huge stock in the B-end. Only what is related to the B-end is what big brands truly focus on. Because it could shake the foundation. But in the era of social media, only the C-end is the most active. The activity of the C-end and the stock of the B-end create a huge contradiction for big brands: if they don't grasp the C-end, the brand is not active; if they don't grasp the B-end, sales cannot be guaranteed. In fact, big brands have been in this contradiction in recent years, and it seems unsolvable. If they don't do C-end, marketing has no momentum; if they don't do B-end, where does the huge sales volume come from? The reason for the above confusion is that the B-end and C-end have always been two separate systems that cannot be connected. Even if big brands are also doing C-end, it is relatively independent internally. For example, independent product systems, independent organizations, and separate assessments. However, there are already enterprises that connect the B-end and C-end. For example, Three Squirrels' five-year plan (2018-2023) includes a "three 100 billion" plan: 100 billion for e-commerce, 100 billion for investment stores, and 100 billion for alliance stores. Two developments in the internet may change big brands' attitudes and force them to go all-in. One is the integration of BC operations, and the other is technology-driven channels. Because both involve the B-end, big brands have to pay attention. Traditional marketing is B-end, even deep distribution only extends to terminals and KA, which are small b. Even with shopping guides and promotions, contact with the C-end is not常态. We know that the C-end is the brand awareness system, and the B-end is the product transaction system and customer relationship system. In big brands' marketing, in the past, awareness relied on advertising reaching the C-end, transactions were completed at the B-end, and customer relationships were also completed at the B-end. In the internet society, the C-end's awareness has shifted to social media, which is irreversible. So, although big brands have huge sales, they are often less active than private domain traffic enterprises on the C-end. BC operation integration is to complete F→B→b→C. Among them, F→B→b is a problem that traditional deep distribution has already solved. BC integration is now about reaching the C-end. BC integration can be F2C, B2C, b2C, or F2B2b2C. Traditional C-end ignition models have great contingency. BC integration relies on organizational power to ignite the C-end. Note: relying on organizational power and resource investment to ensure high-probability control and ignition of the C-end is what big brands are interested in. Traditional enterprises' interest in the internet lies in its ability to promote "stock to increment." The earlier mentioned from B to C is one of the increments. The second method is "making the stock bigger." In recent years, when deep distribution reached its limit, stock competition became a battle of investment. Even if stock was maintained, profits disappeared. Recently, new marketing technologies have emerged, a technology-driven channel revolution. It involves three aspects: first, channel digitalization, which is B2B from the brand's perspective; second, AI+IOT. This technology will become standard within two years, so a new term AIOT has appeared, which is AI+IOT. This technology helps; third, terminal VR, which has already started to be used, achieving interaction between terminals and users, helping to increase user purchases. Technology-driven channels and BC operation integration. This has a huge impact on big brands and is also the traditional advantage of large enterprises. Technology-driven channels can make the stock bigger; BC operation integration can bring increments. Whether it's new marketing or new retail, it seems that few things have such a big impact on traditional big brands. The 2020 New Marketing Opening Course will cover two heavy topics: technology-driven channels and BC operation integration. The theme of the 2020 opening course is: Traditional Enterprises in Action. Traditional enterprises in action are the biggest change.