Friendly reminder: Click the blue text above to follow "FMCG Distributor Professional Consulting" for more marketing and distributor internal management content. Because of the internet, we have internet thinking, but it is not exclusive to internet companies. True internet thinking is a re-examination of the traditional enterprise value chain, reflected in strategy, business, and organization, as well as in all value chain links from supply, research, production, and sales. It transforms the traditional business "value chain" into the "value loop" of the internet era. Suddenly, the term "internet thinking" has been widely criticized. Since everyone has different starting points and depths of understanding, it is not surprising that there are differences in perception. However, it is quite a spectacle that internet thinking, as a way of thinking, has attracted so much commentary. In a previous speech, I had already given a preliminary explanation of internet thinking. If you haven't read it, please search for "Internet Thinking's Nine Swords" on Baidu. Many recent events have also stimulated me to think further, so I have compiled these thoughts and summaries into a book. My definition of internet thinking: In the context of the continuous development of technologies such as (mobile) internet, big data, and cloud computing, it is a way of thinking that re-examines the market, users, products, enterprise value chains, and even the entire business ecosystem. Regarding some recent misunderstandings of internet thinking, let me share my views.

  1. It is not because of the internet that internet thinking exists. Rather, it is because the development of internet technology and its continuous impact on traditional business forms have led to the concentrated outbreak of this thinking. The reason is simple: productivity determines production relations. Changes in technology and business at the internet level will inevitably bring about changes in higher-level thinking.
  2. Internet thinking is not the patent of internet people. It is not that you have this thinking just because you work in an internet company, nor is it that traditional enterprises lack it. Internet thinking is a way of thinking; it does not belong to any particular group. Many people from internet companies do not possess this thinking either.
  3. Internet thinking is not a panacea, but it is not overly abstract either. Under the guidance of internet thinking, we can re-examine some of our original business habits. The habit of fragmented reading in modern society often leads us to have a superficial understanding. Many people use internet thinking without deep understanding, which is a bit sad.
  4. Most people use internet thinking for marketing, but few complete a systematic consideration of it. After cases like selling beef brisket and pancakes were widely criticized, many people used internet thinking to package other products: TVs, buns, sanitary ware, home furnishings, and so on. Some even tried to use internet thinking to reform a brothel! That said, using internet thinking for marketing is itself about attracting attention, gaining attention and traffic; traffic thinking is itself a form of internet thinking.
  5. Internet thinking: if you think it is important, it is meaningful to you; if you think it is not, it is meaningless. For traditional enterprises and entrepreneurs, we should not be spectators or just watch the excitement. With a new business phenomenon and business logic, we should think about how to use it for our own benefit, because we are actually doing business! If we don't understand, we should study and learn; if we understand, roll up our sleeves and get to work. So, how exactly should we understand internet thinking? It is still the "Nine Swords" I summarized earlier, including: user thinking, simplicity thinking, extreme thinking, iteration thinking, traffic thinking, social thinking, big data thinking, platform thinking, and cross-border thinking. Here I will explain the business logic behind it, especially for traditional enterprises facing internet transformation. True internet thinking is a re-examination of the traditional enterprise value chain, reflected in strategy, business, and organization, as well as in all value chain links from supply, research, production, and sales. It transforms the traditional business "value chain" (see Figure 1) into the "value loop" of the internet era (see Figure 2). (Figure 1) (Figure 2) The "value loop" is user-centric. Strategy formulation and business model design must be user-centric; business operations must be user-centric; organizational design and corporate culture construction must be user-centric. The strategic, business, and organizational layers are all designed around end-user needs and user experience. This is the "value loop" model of the internet era. In the business layer, the user end and the supply chain end are connected to form a closed loop, continuously achieving dynamic value transmission. Users provide feedback to R&D and production, which then form products or services that are transmitted to the sales end, and the sales end, through contact with users, forms a second cycle. This "value loop" model, transformed by internet thinking, will have a profound impact on traditional business ecosystems and business theories. The "value loop" requires us to continuously pay attention to user needs, listen to user feedback, and respond in real time. This is the foundation for future enterprise business models. So, how is internet thinking distributed in this "value loop"? I. Strategic Layer Main propositions: How to define industry positioning? How to formulate strategy? How to design business models? Typical thinking: user thinking, platform thinking, cross-border thinking II. Business Layer (A) Backend: Product R&D and Supply Chain Main propositions: How to do business planning? How to do brand positioning and product design? Typical thinking: user thinking, simplicity thinking, extreme thinking, iteration thinking, social thinking (B) Frontend: Brand and Product Marketing Main propositions: How to do brand communication and business operations? How to make business decisions? Typical thinking: user thinking, traffic thinking, social thinking, big data thinking III. Organizational Layer Main propositions: How to design organizational structure and business processes? How to build organizational culture? How to design assessment mechanisms? Typical thinking: user thinking, social thinking, platform thinking, cross-border thinking From this perspective, internet thinking is not just limited to the marketing link but involves all aspects of enterprise operations. I will elaborate on each part later. Daonong PS: Let's analyze user thinking in internet thinking with a simple scenario: Scenario 1: You are dining at a restaurant. Because the restaurant is very busy, your food takes a long time to arrive. You are annoyed and complain to the manager. To appease your anger, the manager gives you a fruit platter. Scenario 2: You are dining at the same restaurant. Because the restaurant is very busy, your food takes a long time to arrive. You are annoyed but haven't complained yet. The manager already brings a fruit platter and expresses deep apologies. Let's analyze these two scenarios: From the consumer's perspective, in the first scenario, the manager's behavior is what should be done (to appease my anger). In the second scenario, the manager's behavior makes me feel a different experience (because I feel valued), so I am more willing to come back to consume. Service and experience are two completely opposite perspectives in traditional industries and traditional industries in the internet era, leading to different behaviors. In the first scenario, the manager gives you a fruit platter to appease your anger. This is called service, or quality service. Its occurrence is triggered by user feedback. In the second scenario, the consumer has not yet acted, but the manager has anticipated it and handled it properly. This is called experience. Its occurrence is because the manager analyzes problems from the user's perspective and forms an effective handling mechanism, resulting in an outcome. Service analyzes problems from the enterprise's perspective. Experience analyzes problems from the consumer's perspective. Don't underestimate these two scenarios; they basically determine the final outcome of a brand in the internet era. --------------------------------------

Like this article? Feel free to share it to your Moments by clicking the top right corner. About us: WeChat name: FMCG Distributor Professional Consulting Management Account introduction: 20 years of FMCG distributor operation and management experience, professionally matching distributor internal management: We understand distributors better than manufacturers, and we understand internal management better than distributors. Senior marketing experts help your enterprise develop.

Learning and exchange QQ groups:

Group 1: 344257092 (full) Group 2: 231512457 Click "Read the original" below to enter our micro-community for interactive communication and questions.