From March 17 to 19, the 10th China FMCG Innovation Conference, the 4th China FMCG Hard Discount Conference, and the 4th China FMCG Distributor Conference, themed 'New Order · Symbiosis', grandly opened in Chengdu. Mr. Kong Shou, founder of Bukongtan Brand Consulting and dean of the Scenario Marketing Research Institute, delivered a keynote speech titled 'The Three Souls of Scenario Marketing'. The following is an edited excerpt of his speech, organized for readers. The Three Souls of Scenario Marketing: Jobs-to-be-Done, Solutions, and UGC Today, marketing requires three maps. The first map is the scenario marketing map shared by Ms. Lu Xiuqiong from Bain. It identifies all the scenarios in which your brand and products appear in consumers' lives, and these scenarios need to be discovered. For example, in which scenarios are beverages consumed? Is it a late-night snack drink, a meal accompaniment, a wedding banquet drink, or a sports drink? These are the scenarios that brands need to capture. The more scenarios captured, the greater the sales volume. So first, you need to know how many scenarios your brand has in consumers' lives. Among so many scenarios, which ones should be prioritized? Which scenarios require more resources, and which require fewer? This leads to the second map: the 'scenario roadmap'. For a new brand, first find the origin scenario that can be deeply reached, then find a high-potential scenario. From the high-potential lead scenario, enter the main scenario of consumers' lives. Once you have the main scenario, expand into more side scenarios to increase sales. Next, look at this map. How should scenario marketing be done in each map? You can treat this map as the soul map or framework map of scenario marketing. What is a scenario? How to understand such a scenario? The most essential understanding of a scenario is the jobs-to-be-done that appear in consumers' lives. This job appears in specific time and space and within the consumer's social conditions. Because a task arises in the consumer's life, you need to provide a complete solution based on the product. This solution will affect channel construction, user operations, communication and promotion paths, and how to stimulate user-generated content (UGC). This is what we call the three souls of scenario marketing: jobs-to-be-done, solutions, and UGC. UGC is actually stimulated by a series of conditions based on the scenario. In this scenario, consumers feel emotions and the need for ritual. For example, a birthday requires a birthday cake, with the process of lighting candles, making a wish, and blowing out candles. The birthday cake is the most ritualistic moment in the birthday scenario, and this moment best stimulates consumers' emotional value. When the birthday person makes a wish and blows out candles, everyone takes photos or videos. So the content created is based on the highlight moments, ritualistic moments, and strongly emotional moments in the scenario, because ritual and emotion stimulate UGC. So how to stimulate UGC? It is actually based on our understanding of consumers' life scenarios. Jobs-to-be-Done Is the Key to Identifying Real vs. Fake Needs Today, I will focus on jobs-to-be-done and solutions. Steve Jobs once said: "We shouldn't do a lot of user research, because when you ask users, they only tell you what you already know." For example, with horse-drawn carriages, what is the real need of consumers? If you do research on carriages, consumers will definitely tell you that they want the carriage to be cheaper, faster, or the horse to eat less feed. This is actually the consumer's need, but not the consumer's job. What is the consumer's job-to-be-done? It is that there is a travel scenario in the consumer's life. In this scenario, how to move to another destination quickly, conveniently, and comfortably is the job-to-be-done. This job has many solutions: it could be a plane, a high-speed train, a self-driven car, or subway/bus. So we need to return to understanding the consumer's needs and their jobs-to-be-done. This is why Jobs and Henry Ford both believed that it is difficult to uncover consumer needs, because people cannot clearly express their true needs. In addition, people's needs are easily influenced by inherent cognition, which may prevent us from seeing the truth. So today's consumer research should return to the real needs in consumers' lives, that is, what are the jobs-to-be-done in consumers' lives. For example, in the liquor industry, if you ask consumers what they need from liquor, they might say, "I need a liquor that tastes good, is high-end, and gives face." But is this a consumer need? It is not an essential need. The essential need is what kind of liquor to drink in what scenario, because in different scenarios, the needs and standards for liquor are different. For example, in a business banquet scenario where you invite an important guest to dinner, what is the need for liquor in this scenario? In a gathering with friends, what is the standard for liquor in this scenario? The criteria for choosing liquor in these two scenarios are different. So only by understanding the user's job-to-be-done in the scenario can you truly know what the consumer's need is. Another example: instant noodle manufacturers ask consumers if they care about health and would buy healthier instant noodles. Consumers will definitely tell you: yes. But in reality, in the scenario, whether instant noodles are healthy is not the core job for consumers to purchase. So consumers buy products not to own your brand, but to use your brand to solve tasks in their lives. When there is no such task in their lives, no matter how good the product quality or taste is, consumers will not buy. Ms. Liang Ning wrote a book called 'Real Needs'. Why talk about real needs? Because in the past, when doing user research, from consumer interviews to needs analysis, a large number of fake needs were discovered. From the needs that consumers ultimately generate, we find that there are jobs-to-be-done in their lives, and these jobs are influenced by scenarios. For example, a brand's target users are consumers aged 20-45, living in first-, second-, third-, and fourth-tier cities. Among them, a 25-year-old young person, as an individual consumer, plays different roles in life. In the gift-giving scenario, a 25-year-old gives gifts to friends for housewarming, to elders or parents during the New Year, and to company leaders. Everyone finds that the same person gives gifts, but in different gift-giving roles, the roles are different: sometimes a junior, sometimes a friend or brother, sometimes a subordinate. Different roles affect his choice of gifts. So only through the framework analysis from consumer to scenario to job-to-be-done can we more clearly know what the consumer's real need is. Without these insights, what we see may be fake needs that do not exist. The analysis of scenarios and the understanding of jobs-to-be-done are key to identifying whether consumer needs are real or fake. Jobs-to-be-Done > Needs Solutions > Products I want to share two viewpoints: First, jobs-to-be-done > needs; Second, solutions > products. First, jobs-to-be-done > needs In a scenario, consumers generate a series of job-to-be-done lists. When purchasing a product, they consider tasks to solve practical problems and tasks to satisfy emotional needs. For example, in a late-night snack scenario, what are the jobs-to-be-done? They need to satisfy the basic physical attribute of appetite; they need to satisfy the emotional need for ritual. In this job-to-be-done, what you provide to the consumer is a solution. Like soda water, it provides a solution for consumers in the drinking scenario, completing their job. If you only communicate how good soda water is, or that it is the leading brand in the category, users will not buy. The real reason for purchase is that soda water solves a problem in their lives and completes their task. Second, solutions > products Scenario is the third marketing paradigm. You need to examine user needs based on scenarios and provide products based on scenarios. On one end is the user, on the other end is the product. Use scenarios to integrate the two. This is what we need to do today. For example, a New Zealand dairy company makes cheese slices in China. If in marketing they simply communicate "Choose Anchor for cheese slices" or "I am the global leading brand in cheese slices," will consumers buy? No. Because there is no scenario for eating cheese in your life. So first, find the scenario for eating cheese slices. Anchor integrates cheese slices into user usage scenarios around making fire chicken noodles and crayfish. Look at its content. There is a universal formula for viral food content. In Anchor's 30-second short video, 10% is super visual, showing the visual effect of cheese on food; 30% is the process of making food with cheese; 30% shows the finished product; and 30% is taste description. This formula is very important for online content. How to build product experience and how to create online content around experience. When creating content, first look at the scenario where users use the product, whether it is related to their lives. From this scenario, look at the five senses of the product: visual, olfactory, and taste descriptions, as well as consumption methods and rituals, and what emotions can be stimulated. This is a complete process. Cases that became popular on Douyin, whether it is osmanthus Fenjiu, Guolifang, or Shuirong C100, all have very strong scenarios: the scenario of young people drinking. In this scenario, consumption methods are created to present the sensory experience the product brings to users and what user emotions are stimulated. Including Synear Foods, how to mobilize consumers' mainstream emotions during the Spring Festival by placing Synear products in the New Year scenario. This is a very important part of UGC creation today, and it is also a thinking framework for UGC. So UGC requires a big premise: first, the content is related to the mainstream emotions of society, and then specific content is created. But content creation has an ability threshold. Not every consumer has the ability to create content. So you need to provide a good script. This script is the scenario, the character relationships in the scenario. Shoot content according to the script, then incorporate rituals, incorporate the five senses, and try to generate some memes. Then leverage opinion leaders in the user group, especially young women, to spread. Because online communication must be driven by UGC, but how to stimulate UGC returns to our understanding of scenarios. Finally, looking back at the entire scenario framework map, only by more deeply understanding the series of preconditions generated by consumer scenarios can we provide better products, provide better solutions, and better stimulate UGC content.