---
title: "Deconstructing the Operational Logic Behind Current Channels from Four Dimensions: Point, Line, Surface, and Volume"
description: "The people-goods-place framework has undergone new changes on the consumer side: People are now consumers, transactors, sharers, and creators; Goods now encompass functionality (experience, health), social aspects (belonging, existence), and emotions (growth, reconciliation); Places now include delivery venues, consumption venues (experience), communication venues (meaning), and transaction venues (relationships). In the past, people-goods-place was two-dimensional, based on time and space; today, it is three-dimensional, incorporating time, space, and scenario. The three-dimensional logic differs fundamentally from the two-dimensional: the latter centers on transaction venues, while the former centers on consumption venues. Viewing the market from a three-dimensional perspective, we can deconstruct this logic using the dimensions of point, line, surface, and volume."
author: "赵波"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2023-05-17"
language: "en"
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# Deconstructing the Operational Logic Behind Current Channels from Four Dimensions: Point, Line, Surface, and Volume

> The people-goods-place framework has undergone new changes on the consumer side: People are now consumers, transactors, sharers, and creators; Goods now encompass functionality (experience, health), social aspects (belonging, existence), and emotions (growth, reconciliation); Places now include delivery venues, consumption venues (experience), communication venues (meaning), and transaction venues (relationships). In the past, people-goods-place was two-dimensional, based on time and space; today, it is three-dimensional, incorporating time, space, and scenario. The three-dimensional logic differs fundamentally from the two-dimensional: the latter centers on transaction venues, while the former centers on consumption venues. Viewing the market from a three-dimensional perspective, we can deconstruct this logic using the dimensions of point, line, surface, and volume.

The people-goods-place framework has undergone some new changes on the consumer side:
People: consumers, transactors, sharers, + creators
Goods: functionality (experience, health), social (belonging, existence), + emotions (growth, reconciliation)
Places: delivery venues, + consumption venues (experience), communication venues (meaning), transaction venues (relationships)
In the past, people-goods-place was two-dimensional, based on the logic of time and space. Today, it is three-dimensional, based on time + space + scenario. The three-dimensional logic is fundamentally different from the two-dimensional: the two-dimensional centers on transaction venues, while the three-dimensional centers on consumption venues. From a three-dimensional perspective, we can deconstruct the market using the dimensions of point, line, surface, and volume.

**Point: Scenario vs. Product**
Today, we need to re-understand the significance of scenarios. Why? Because the change from "goods move, people don't" to "people don't move, goods move" is revolutionary. Many companies seriously underestimate the importance of this:
  * In the past, the transaction venue was fixed; now it is uncertain.
  * In the past, the person transacting was likely the buyer; now it is likely the consumer.
  * In the past, marketing was brand-driven in transaction scenarios; now it is pain-point-driven in consumption scenarios.
  * "People don't move, goods move" means transactions can happen anytime, and the premise is demand based on scenarios. Therefore, scenario is channel, and channel is transaction.
  * Scenario ≈ Channel
A crucial prerequisite for brand operators to manage scenarios is that the enterprise must have the infrastructure for large-scale direct connection with consumers (digitalization). Therefore, products should be based on consumers' consumption scenarios, insight into consumption motives, needs, and pain points, and provide targeted solutions.

**Line: Value Chain vs. Supply Chain**
Based on scenarios, how to persuade consumers and enable them to purchase the solutions provided is a major topic.
Enterprises must first connect the value chain:
  * The OBPPC theory solves the value chain construction in public domain traffic (weak relationships) transaction scenarios.
  * The 1990 theory solves the value chain construction in private domain traffic (strong relationships).
  * bC integration solves the value chain construction in community ecosystems (semi-acquaintance relationships).
  * The logic of community bC, circle bC, near-field bC, and channel bC are completely different; conversely, every scenario has a bC integration solution.
Then connect the supply chain:
  * Digitalization: online, linking, connecting, precision.
  * Separation of business flow and logistics: efficiency, routing, flexibility, agility.
  * Manufacturer-distributor (FB) connection: products, orders, expenses, inventory.
  * Bb connection: transactions, delivery, promotions, logistics.
  * bC connection: all-time, all-domain, all-product, all-scenario.
  * Public chain + private chain, long chain + short chain, public domain traffic + private domain traffic.
**So when you connect all the chains, and then look at emerging channels and ponder scenarios, you will find that the significance of promotions in these new channels is not increment, but value-added (customer acquisition, repurchase, new product promotion, activation).**

**Surface: Channel Portfolio**
Users exist in three-dimensional space (online, social, offline), and their AISAS behavior (Attention, Interest, Search, Action, Share) jumps freely across different spaces. However, all jumps cannot escape the characteristics of the category and scenario. Therefore, we must map the consumption needs in three-dimensional scenarios onto the two-dimensional channel surface of time and space: we must make channel combinations based on the characteristics of the category and scenario. You can think of it as a cocktail-style (most efficient) combination.

**Volume: Omnichannel Integration**
When points, lines, and surfaces are all connected, online and offline are basically connected, but this is based on one type of consumer and demand. Large brands need to connect the needs of various consumers, which requires systematic sorting and integration of various scenarios, value chains, and channels. This requires enterprises to have systematic thinking logic in omnichannel operations. They must consider not only online-offline synergy, but also the relationship between cost efficiency and experience, and more importantly, the balance of interests inside and outside the organization.

Image source: Luogo Research Institute

The success of an enterprise is the result of the successful operation of an entire system. The system needs to self-operate and possess certain functional attributes. A system must have three elements: elements, connections, and functions (goals). Take 1+1=2: everyone knows 1 and 1, but what makes it equal to 2 is the plus sign. So, 1 is the element, + is the connection, and 2 is the goal or function. However, a system is not a simple pile of functions, but a self-organizing, self-protecting, self-evolving organization that, for a certain purpose, through internal connections, makes the whole greater than the sum of its parts. Systems thinking allows us to see the essence through phenomena. The butcher in the fable can skillfully dissect an ox mainly because he understands the connections and interactions among the various systems within the ox. Today's market is not as simple as a combination of channels; it is also composed of various elements (consumers, products, needs), connections (channels, relationships, scenarios), and functions (meaning, value, functionality).

We must see through the complex system, find the relationships among the elements within the system, and based on these relationships, design our marketing system and embed it into the larger social and commercial system.


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