Click to read the original text for details Can good feel be learned? Observing experts in action, I've noticed an interesting phenomenon: they all have 'good feel' (手感). Due to my work, in recent years I've had the opportunity to learn and exchange ideas with friends in the FMCG B2B field, entrepreneurs in community e-commerce, and founders of innovative companies that have grown through new marketing methods. For example, Mr. Tao of Jiangxiaobai, Commander Tang of Lidu Liquor, and Mr. He Zuqi of Xianyu Technology—all of them, without exception, exhibit 'good feel'. 'Good feel' once made me envious for a long time. I've tried to summarize similar words and phenomena, such as 'the subtlety of application lies in the mind' (运用之妙，存乎一心), or as many say, whether management or marketing, it's a science, a combination of technique and craftsmanship. These summaries are insightful, and I agree with them. However, I can easily understand science and technique because they can be replicated and learned, summarized into PDCA cycles, SWOT models, 4P analysis frameworks, and so on. But for words like 'craftsmanship' and 'feel', I always find them hard to grasp. Recently, I read Feng Tang's new book 'Achieving Success' (成事), which tells how Zeng Guofan transformed from a scholar into a general, and his inner mental methods for striving to 'achieve things'. Feng Tang reinterprets it with McKinsey thinking and methodology. I benefited greatly; in my understanding, it's the same as Wang Yangming's 'grinding on matters' (事上磨), the so-called unity of knowledge and action. Extracting these keywords—'achieving things', 'grinding on matters', 'good feel'—I think they all talk about one thing: finding a set of methods based on a new environment and background. It's about consistency in epistemology, methodology, and methods. First, it must be in a 'new environment'. This environment, broadly speaking, is the era's environment; narrowly, it's the environment of a specific industry. Now we are in the Internet age, meaning under the Internet environment, how do our operations, management, marketing, entrepreneurship, and channels grow? Second, repeatedly succeeding can be explained from two levels. Repeated success means at least having succeeded once and mastered the methodology of how to succeed in a certain matter, with experience, team, resources, and results, thus possessing the 'gene' for success. This is why many investors prefer people from BAT companies—because they have good genes. Succeeding more than twice means that in a new environment and background, you have a new dimensional understanding of new operational elements, thereby discovering pain points and needs, and forming new solutions. Finding the opening move, the breakthrough point, and the layout point is more difficult. Succeeding once is already hard, but succeeding multiple times—that's truly being a genius. I can't help but sigh: one's past is but a prologue. Nine defeats and one victory made Wang Xing of Meituan; two entrepreneurial attempts made Yue Lihua and Zhou Yingjie of Xingsheng Youxuan; without the experience as marketing director of Jinliufu, Tao Shiquan of Jiangxiaobai wouldn't have been made; without diversified experience in production, marketing, and culture in a distillery, Commander Tang wouldn't have rediscovered the value of Lidu's old liquor and created the so-called immersive experiential marketing. In my view, the above analysis isn't important; what's important is my judgment: good feel = consistency. What is consistency? Consistency is extremely important! This is an insight I gained from learning with Teacher Liu Chunxiong. Teacher Liu has a famous saying: the consistency of epistemology, methodology, and methods. Due to space limitations, I won't elaborate here; those interested can find Teacher Liu's articles. I'll just share my own experience. Because of my profession, every time I communicate with founders, when discussing problems, solutions, and approaches in various modules that create value for a company, I find this model very useful. I believe that epistemology addresses the dimension issue, the strategic issue, what to do and what not to do. Methodology addresses the goal-path issue, the arrangement and combination of elements to complete tasks, how to win a particular battle, and tactical issues. The key here is that the three must form consistency in concrete practice; this system of consistency is what we call good feel! For example, 'integration of cognition, transaction, and relationship' is epistemology, while the 128 model at the terminal is methodology, and how to ignite new marketing in a certain channel or county is a method. (Refer to Teacher Liu Chunxiong's discussion on the Xiaoshile case.) For example, 'New Culture Movement' is the epistemology that Lin Feng's consulting team gave to Lidu Liquor; immersive experience is the methodology; completing a study tour of nine community KOLs is a method. In my personal analysis, there is consistency among the three, and this consistency reflects Commander Tang's good feel. For example, 'TOC constraint theory' is epistemology; Mr. Fang of Nanfang Pastry, a major baking distributor, through external consultants, formed an efficient collaborative operation model between demand chain and supply chain. That's methodology, and their company's efficient turnover system for short-shelf-life products in a warehouse is a method. With consistency among the three, Mr. Fang was able to turn Nanfang Pastry from unprofitable to profitable. For example, 'activating individuals and liberating thinking' is epistemology, formed by Mr. Nie, a major southwest paper distributor, through study tours, changing circles, deep thinking, and reading; the implemented partnership model is his methodology; the management, equity arrangement, and profit accounting of a branch company are his methods; the three must have consistency. In recent years, I've seen many Internet entrepreneurs, distributor companies, or brand owners fail in transformation because their operators or teams have a split, fragmented, and unsystematic consistency among epistemology, methodology, and methods. Without logic, consistency naturally cannot form; bosses and teams can't find the feel, commonly known as 'the boss speaks bird language in the sky, and subordinates do pig things on the ground!' How to find consistency? How to find consistency? I have an insight: find the 'smallest XX unit'. Everyone knows that no matter how complex the human body is, it's made of cells. Major tissues and organs are produced by cell renewal and tillering. No matter how complex the thinking problem, it must be composed of sets of concepts and concept groups; the connotation and extension of these concepts are just like cells. And thinking is to solve problems; solving problems requires consistency in our cognition, path, and methods, and this consistency can be achieved by setting the smallest thinking unit. For example, scenarios, communities, IP, etc. Specifically for achieving things in enterprises, that is, modules like 'production, sales, HR, finance, R&D, IT', we can expand divergent thinking, such as: What is the smallest basic unit of FMCG marketing? What is the smallest basic unit of organization? What is the smallest basic unit of retail? What is the smallest unit of communication? What is the smallest unit of operation? What is the smallest business unit? Through thinking, determining, and focusing on the smallest XX unit, we can find our own 'feel'. Example 1: The concept of the smallest marketing unit. In the ground network, the smallest marketing unit is the terminal/county; in B2C e-commerce, it's the online store; in the people network (social e-commerce), it's KOL/KOC. In the ground network module, doing well in an eight-step terminal management closed loop and terminal visit management for 210 stores on one route is the smallest marketing unit. In 'Huawei Marketing Model', Teacher Meng Qingxiang summarized Huawei's iron triangle model as the smallest marketing unit. Example 2: The smallest retail marketing unit. In the B2C module, it's the complete closed loop of pre-sale, in-sale, and after-sale, and the AARRR model is the methodology. For example, the operational logic of Ximai's B2C e-commerce. Example 3: The smallest business unit. It can be divided into five levels: ecosystem—platform—company—super individual (studio)—micro entity (individual business). Alibaba is an ecosystem, JD is a platform, Dedao is a company, Luo Pang or Wu Xiaobo is a super individual, and Haier directly defines micro entities. Different companies' division of their smallest business unit determines how they fission, replicate, and grow. Example 4: A special forces soldier's smallest combat unit is a team, composed of firepower, intelligence, and sniper functions. In 'I Am a Special Soldier', it's interestingly called the Red Blood Cell Action Team. Example 5: In the 'Lean Startup' concept, the smallest business unit is called MVP. For example, WeChat's initial function was only voice, and later functions were added through iteration and optimization. Combining the above examples, what point am I trying to make? It's about how to find and implement this consistency, this feel. Finding your own 'smallest XX unit', finding the feel and direction, and then gradually iterating to form a complete set of innovative business models—this is a thought for achieving things in the mobile Internet era. And whether one is good at dividing the smallest 'achievement' unit is an important skill for good feel. Otherwise, what's the use of reading so many books, listening to so many lectures, and changing so many circles? This is the first article in my series 'Five New All-Network Marketing' on new model thinking. The next article is 'Saturation Attack Strategy: Used by Both Internet Companies and FMCG Companies'.