Strategic thinking has different levels: winning without fighting is superior, while forceful attacks are inferior. However, success in war cannot rely solely on strategy without the support of strength; effective strategy requires matching tactical means. The consistency between strategy and tactics is crucial, but the key link is tactical proficiency—a specialized skill developed and trained to ensure strategic goals are achieved.

Strategic thinking has high and low levels: the strategy of subduing the enemy without fighting is superior, while the forceful attack where generals are enraged and soldiers climb walls is a different strategic mindset and realm. However, in the rules of war, winning is not achieved merely by so-called "strategic schemes" without the support of strength—a strategy without strength is just wishful thinking. The effective achievement of strategy must be supported by matching tactical means.

This consistent matching of strategy and tactics (or strategic fit) is a big step forward from the erroneous view that separates or opposes strategy and tactics. However, the achievement of strategic goals and the execution of tactical means also require a key link: tactical proficiency.

Tactical proficiency is not the so-called "execution" that Chinese-style training turns into employee motivation: mindset, diligence, 4R processes, etc. This kind of execution is actually entry-level professionalism, not the specialized tactical proficiency formed by tactics specially trained (or even developed) to match the company's strategy. In other words, tactical proficiency is not general behavioral abilities like making resolutions, shouting slogans, self-motivation, daring to act, or not fearing setbacks, but a special skill that requires special research and training. This special skill is a tactic specially developed to ensure the achievement of strategic goals.

In the success of the Japanese attack on Pearl Harbor, there was a key tactic that Japan specially developed and trained for this attack: to destroy the US ships anchored in Pearl Harbor, Japanese planes had to lower their flight altitude as much as possible when dropping torpedoes, reducing the depth at which torpedoes entered the water to ensure effective hits.

To this end, the Japanese Air Force specially developed three tactics: modifying torpedoes by installing guide fins on the tail; lowering the release altitude; and based on the terrain of Hawaii's naval port, training torpedo pilots to dive-bomb after crossing mountains and quickly reducing altitude.

The development of these three tactics and the training of tactical proficiency allowed the attack on Pearl Harbor to achieve results that Japan did not even anticipate in strategic simulations: of the 8 battleships of the US Pacific Fleet, 4 were sunk, one ran aground, and the rest were heavily damaged; 6 cruisers and 3 destroyers were damaged, 188 aircraft were destroyed, 155 aircraft were damaged, and 2,403 military and civilian personnel were killed or wounded. Japan lost only 29 aircraft, 55 pilots, and a few midget submarines.

Marketing tactical proficiency is the professional capability of tactics and related personnel that ensures the achievement of company strategic goals. For example, the simplest and most important terminal distribution and sales activation proficiency is an indispensable marketing tactical proficiency.

Visit eight steps, communication scripts, objection handling, display standards, merchandising maintenance, customer relationship communication, store promotion planning and implementation, prize distribution, account settlement, visit plans, visit reports, SKU sales data analysis, new product sell-in, competitor dynamics, consumer opinions, and market opportunity capture—this series of terminal distribution and sales activation techniques is the tactical proficiency that FMCG company marketing teams must master.

This tactical capability must be customized, developed, designed, trained, and practiced to become a truly market-attacking tactical proficiency. The so-called execution or quality of a sales team can be seen from terminal tactical proficiency.

Among Chinese companies, the best at terminal tactical proficiency include Master Kong (beverage and pastry division), JDB Herbal Tea, and Nestlé Coffee: in the vast fourth-tier market of China, the above companies' various store displays, promotions, free tasting, and activities are almost never absent on weekends, holidays, and crowded places (parks, residential areas, etc.).

Marketing tactical proficiency also includes at least: consumer benefit points of the product (product scripts), media and PR communication (hot event sponsorship, media relations, soft article publishing, new media technology, etc.), distributor communication (training sessions, observation meetings, product launches, etc.), and sales planning and monitoring (detailed sales execution plans, budgets, process control).

Enterprise marketing not only requires brilliant strategy and unique tactics, but also needs to cultivate distinctive tactical proficiency. This practical method, which integrates strategy and tactics, is trained and becomes a habit in sales practice—this is what we call tactical proficiency. This is the true core and difficulty of marketing execution.

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