△ Add friend, please note: community group buying registration In our daily lives, we make hundreds of choices every day. Some are very important, such as submitting a carefully prepared project report; some are trivial, such as "What to eat for breakfast, what to eat for dinner." We use rational thinking for the former, and irrational or intuitive thinking for the latter. Imagine that in the morning you go to a breakfast shop. When you see the food, it may take only a few seconds to decide what to eat. For example, when you see freshly fried, tempting youtiao (fried dough sticks) and fresh soy milk, you decide immediately. It is unlikely that you would use rational thinking to consider: the body needs balanced nutrition, so I will calculate precisely how many grams of protein, how many grams of sodium, and how many liters of water I need for today's breakfast, and then decide what to eat. If you really did that, your life would be spent in endless indecision. Even many important choices are driven by intuition. Imagine our ancestors hunting in the wild. When encountering a fierce beast, it was also a momentary intuitive decision that determined whether they got food or nothing. Opportunities often pass in a flash; only correct intuitive decisions ensure survival. "If people relied on rational analysis to make decisions most of the time, they would either miss opportunities or be killed." Matthew Willcox, author of The Business of Choice: Why Great Ideas and Products Succeed, points out that more than 90% of human decisions are made intuitively, while less than 10% are made rationally. This book applies this insight to marketing, concluding that successful marketing drives consumers to make choices intuitively or instinctively, without conscious thought. How to guide consumers to choose your brand intuitively is the most worthwhile thing for a brand to do. It says, "If you can make people choose your brand without thinking, you will surely take the lead." Think of Toutiao's information distribution model: it doesn't require users to think about how to find information; instead, it uses algorithms to deliver content intuitively, saving consumers from thinking. Matthew Willcox did not name this marketing approach, but I call it "intuitive marketing." He demonstrated its effectiveness through various experiments in his book. Why do world-renowned companies like Coca-Cola continue to invest heavily in advertising? This is a question on Zhihu, with many schools of thought, but no answer seems to approach it from a psychological perspective. Before answering, consider a psychological experiment: In one of his most famous studies, Zajonc had experimental subjects who did not know Chinese write Chinese characters. Some characters were seen 5 times, some 10 times, some 25 times. The researchers told the subjects that these characters were adjectives, and at the end of the experiment, the subjects had to guess whether the characters were positive or negative. Although the characters were meaningless to the subjects, they consistently believed that most of the characters they saw represented something good. This representative study by Zajonc in 1968 and similar studies (hundreds of papers show this effect) found that the more frequently people are exposed to something, the more positively they view it. This theory is called the exposure effect. Another study by Zajonc decades later revealed an interesting aspect of the exposure effect. In this experiment, subjects were divided into two groups. One group saw 25 different Chinese characters at once. The second group saw only 5 characters, but each character was seen 5 times. Compared to the first group, the second group, which had repeated exposure to the characters, reported a better mood. The more people are exposed to something, the more positively they view it, and the more it can improve their mood. Some people think that well-known companies like Coca-Cola don't need to keep advertising. In the short term, I think sales won't be greatly affected, but if a critical period passes—say, 5 years without any advertising—consumers' familiarity with the brand would greatly decrease. Additionally, some consumers born after Coca-Cola stopped advertising would have no concept or exposure to the brand, which would likely have a significant impact on sales. If Pepsi then intensifies its advertising bombardment, the shift would be clear: consumers become more familiar with Pepsi and less familiar with Coca-Cola. After a few more years, the outcome would be obvious. Why do brands love to create novel marketing campaigns? In this rapidly changing era, brands often rack their brains to create novel marketing campaigns to attract consumers' attention. The psychological basis is the brain's anticipation of novel information. The brain treats novel or surprising information as a special reward. New things lure us to investigate, giving us an impulse to explore new environments. Although we all have favorite brands or products—whether beer, deodorant, or fruit—we still occasionally break free from habits to try something different. In brain evolution, exploring novelty helped us avoid negative outcomes and sometimes led to better results. But perfect marketing should balance surprise and familiarity, being relevant yet unexpected, or a "familiar twist." This combination is more likely to win consumer affection. Google changes its logo on major holidays, called Doodles, and these drawings are quite popular with consumers. This is a prime example of a familiar brand making novel moves. Coca-Cola, as a century-old brand, is known to everyone, but it also attracts consumer attention through various novel product innovations, such as Buffett Cherry Coke, and marketing innovations, such as nickname bottles. However, the premise of novel marketing is consumer familiarity with the brand. For an unfamiliar brand, novel marketing has limited effect. A new brand first needs to solve intuitive marketing—how to guide consumers to choose it intuitively—rather than over-pursuing novelty. Many domestic brands often pursue novelty and coolness while neglecting intuitive marketing, which is putting the cart before the horse. Why is there Pepsi when there's Coca-Cola, and McDonald's when there's KFC? The failure rate of new products is generally high (ranging from 40% to 90% depending on the category). Regarding why new products fail so often, Gouville, author of The Curse of Innovation, has a unique perspective. Typically, the focus of innovation is what people will gain from the new product, and product developers are obsessed with introducing how the new product differs from previous ones. However, many differences brought by innovation require users to change their current behavior, meaning they must give up existing behaviors to experience potential new benefits. Innovation may be "good," but it can also bring an intuitive sense of "loss," leading to resistance to the new product. This is what happened with the doctors described earlier. If you want people to adopt an innovative product and break away from the status quo, you must understand how people need to change, especially what they must give up. This is a key point that is often overlooked. For a new product, having features that distinguish it from existing products is important, but you cannot ignore the familiarity and dependence consumers have formed with existing products. The first product in an innovative market often does not succeed. Why is there Pepsi when there's Coca-Cola, and McDonald's when there's KFC? On one hand, a single brand cannot monopolize the market; on the other hand, the pioneering innovative brand has already established consumer familiarity with the category—Coca-Cola, KFC. Later entrants adapt to consumers' existing habits, creating products highly similar to the existing brands, so consumers understand that Pepsi and McDonald's are similar to Coca-Cola and KFC, just with slight brand differences. Consider: when do you, who usually drink Coca-Cola, drink Pepsi? When you choose Pepsi, you know in your mind that Pepsi tastes similar to Coca-Cola; it won't change your habit of drinking cola. Why do many products have prices ending in 0.9 yuan? Why do many products have prices ending in 9? I often discuss product prices with friends. If a phone costs 2999, when asked the price, they often answer "less than 3000." A 9999 yuan item feels like it's under 10,000, but 10001 is completely different. Prices ending in 9 satisfy people's intuition. JCPenney (JCP) is a department store in the United States. The company once made a move to make pricing transparent, called "fair and square everyday pricing." Specifically, items previously priced at $19.99 were now priced at $20. It also abolished discount pricing, meaning items could not be priced high for a period and then discounted later, but they could be re-priced (at the discounted price) and continue to be sold. The result of this measure was that JCP achieved its "lowest sales in nearly 10 years" in 2012. In the crucial fourth quarter, net loss surged from $87 million the previous year to $552 million, and annual revenue of $13 billion was reported by Bloomberg as "the lowest since 1987." The author Willcox believes that JCP's problem was not just that a series of changes after hiring Johnson ignored existing customers; some changes were even more destructive: ignoring human nature. It created a pricing scheme that was simple from a rational perspective but erased the cues that allowed intuitive decision-making. JCP unconsciously suppressed customers' cognitive shortcuts. Another person who made a similar decision to JCP was Luo Yonghao. I remember when the T1 price was first released, Luo explained that the T1's price was a whole number, not playing the game of ending in 9. This explanation seemed righteous but ignored human nature. Sure enough, not long after, the price on its website was changed back to a pattern ending in 9. Why are some brands keen on "hit-and-run" marketing (碰瓷营销)? Hit-and-run marketing is played very skillfully by many domestic brands. Major domestic phone brands "beat" Apple, Luckin Coffee strongly sticks close to Starbucks, Shenzhou Zhuanche "Beat U," and so on—too many to enumerate. Some hit-and-run marketing is clever, while some is very low-class. But most achieve their goal. The psychological basis for hit-and-run marketing is the anchoring effect. The anchoring effect, simply put, is that when a person doesn't know the value of a product, they usually find a related or easily accessible (nearest) product value as a reference, which influences their judgment. This reference is like an anchor in their mind. Usually, I wear a watch that costs no more than $300. Once on the street, I was attracted by the window of a high-end jewelry store. The window displayed IWC watches, one of which was priced at about $18,000—very expensive, 60 times my reference price. Also displayed were watches at $14,000 and $12,000. At the bottom of the window was also an IWC watch, very simple in style, priced at $4,000. Although it was still 12 times more expensive than any watch I had bought or expected to pay, at that moment, the price seemed quite reasonable—almost a bargain! Here, due to the context, the author's anchor changed from $300 to $4,000. Apple once ran a "Mac vs. PC" campaign in its early days. Although it didn't say Mac was better than PC, Apple used Microsoft as a reference point. Moreover, such comparisons greatly helped Apple's growth; it made Apple computers seem even more like Microsoft PCs than people thought. For leading brands, hit-and-run marketing is an annoying strategy. Once a leading brand is targeted, it gives consumers an illusion: the two brands are in the same camp. Consumers will view the new brand that uses the hit-and-run strategy in the same light as the leading brand. Why do fans actively defend brands? Often, once consumers purchase a product, they unconsciously become its spokesperson. The reason behind this is the confirmation bias effect. Confirmation bias is the tendency to selectively seek information that supports decisions already made. Except for information that definitively shows we made a wrong decision, we ignore other negative factors and even self-righteously praise evidence and memories that support our choices. Baba Shiv of Stanford University believes that when people are satisfied with their choices, they derive more utility from the product and have a better impression of the brand. If a product itself has no problems, once it accumulates its first batch of users, those users are likely to become brand advocates, actively defending the brand's reputation, which also demonstrates the correctness of their own choices. The original Apple fans were born this way. There is a saying: "Choice is more important than effort." Many important life choices are made in a short time, mostly driven by intuition. The same applies to marketing: good marketing is that which skillfully uses human intuition. Source: Xunkong's Marketing Revelations (ID: xunkong2005) The 10th B-end E-commerce Investigation - Community Group Buying Changsha Special Session Event time: December 12-13 Event location: Changsha · New High Bridge Event agenda:

Morning of Dec 12: Community group buying exchange salon

Afternoon of Dec 12: Kaola Select Heroes League Launch

Night of Dec 12 to early morning of Dec 13: Field visit to Kaola Select logistics center—This period is the peak sorting time in the warehouse, allowing direct observation and learning of the backend operation process of community group buying e-commerce Guest speakers: Zhao Bo, founder of New Distribution Tang Guangliang, CEO of New High Bridge Liu Chunxiong, renowned marketing expert Wang Jun, new retail industry expert Ren Xiaodong, CEO of Magic Cube Cloud Sales Song Fang, partner of New High Bridge Cai Jingzhong, partner of Galaxy Venture Capital Chang Ke, co-founder of Kaola Select Welcome distributor friends interested in community group buying to join us for understanding and field investigation: Organization format 1. Expert exchange salon************2. Company visit

  1. On-site explanation
  2. One-on-one communication************5. Actual market case visit Participating distributor friends only need to pay a registration fee of 199 yuan Other expenses are self-covered Long press this QR code or click "Read Original" to register in one click! Add friend, please note your intention -END-