Almost all Internet companies are “running fast in small steps” because the times are progressing too fast. Innovations in technology and models are coming one after another, user preferences are changing, and personalization and discreteness are becoming more and more common. Therefore, when trying to build a cross-border e-commerce marketing framework system, friends in the e-commerce industry often laugh it off. Some say it is useless, some say it does not conform to the actual situation of the industry, some say it violates the principle of “rapid iteration”, and some say it hinders innovation. Therefore, it must be pointed out that the framework is not to shackle innovation, nor do we want it to be out of touch with the industry and become a useless “knowledge”, but to promote rapid iteration, to emphasize keeping pace with the times, and to use cross-border e-commerce marketing innovation to encompass all other activities.
The marketing framework system is divided into three layers and nine items, of which the main task of the strategic layer is only one: market positioning and brand building (the first “1” in the 13N1 model). Market positioning and brand building is to complete the SWOT matrix through macro-environment and micro-environment analysis, segment the market, and then determine your target market, and finally determine the brand positioning of the company. This process requires comprehensive consideration of all relevant factors at the tactical and combat levels, and is the responsibility of corporate executives (such as the chief marketing officer) or “boss”.
The main tasks of the tactical level are three: customers and needs (people), channels (fields), and commodities and their pricing (goods) (the second number “3” in the 13N1 model). At this level, we must deeply analyze the customer groups we are facing, that is, who are the “people” in the business model, what needs our products or services solve for this group, that is, what “goods” we provide, and what channels and where we meet the specific needs of this group, that is, where the “field” of business occurs. Simply put, it is the “one person, one product, one field” tactical model of cross-border e-commerce. For example, Company A sells golf training simulator kits on Alibaba International Station. The tactics of Company A can be described as: Through the official flagship store (field) of Alibaba International Station to assist other online marketing models, provide high-end business people (people) with golf training simulator kits (products) that can be used in the office (demand) and priced no more than twice the cost of golf courses (pricing).
The task of the tactical level is to connect the upper and lower levels, and is the responsibility of middle-level cadres (such as marketing supervisors) of the enterprise. The main tasks of the combat layer are given as five items: visual experience, SEM marketing, social media marketing (i.e. social media marketing), EDM marketing and service marketing. In practice, there are many tasks in the combat layer, which are not exhausted here (so they are abbreviated as N in the 13N1 model). As long as it is conducive to the achievement of strategic goals and generally requires dedicated personnel to apply professional technology to achieve activities, they can be defined as combat tasks. For example, live broadcast marketing, which has emerged in recent years. The combat layer changes rapidly with the advancement of technology and the times, and is the focus of current industry attention. In cross-border e-commerce companies, combat tasks are performed by front-line personnel.
In addition, innovation is a unified requirement for the three layers and nine tasks. From this perspective, marketing innovation should belong to the strategic layer tasks. At the same time, marketing innovation also has specific tasks and connotations. For example, the integrated marketing discussed can be considered a combat task, and the construction of an innovative environment belongs to the strategic layer tasks. Therefore, marketing innovation is given as an independent task and is not included in the three layers and nine items (the last number “1” in the 13N1 model).