Then I sorted out: marketing, operation, sales, and management. I think these things have opportunities. It is impossible to see opportunities for this highly conceptualized "enterprise business activity".
The correct way to find opportunities should be: first, we must determine the perspective and granularity of finding problems, and then carefully sort out the problems that need to be solved.
Taking the marketing of scenic spots as an example, we can cut in from these four perspectives: when tourists are in the source of tourists - before entering the park - in the park - after leaving the park.
The factors that may affect the purchase of tickets when tourists are in the source area are: OTA channel distribution, cross-industry alliance distribution channel distribution in the source area, IP marketing, etc., to sort out events with such granularity.
The second aspect of the source of problems and opportunities, what problems have arisen in the product in the past year and need to be solved.
This is easier to understand and better to plan.
That is, in your company's product architecture, which modules are not well done and need to be optimized and iterated; which modules are not detailed enough and need further details; which modules can be designed with more gameplay to solve business problems, etc.
This is to find problems from the internal perspective of the product, and then to give the next step.
03 Clear strategic positioning
In the Opportunity and Problem country email list Analysis module, we will find a range of problems and opportunities.
This is where refinement, high conceptualization, and strategic guidance are needed.
The task of strategy is to maintain the consistency of actions, to keep team members and different people highly understanding of the team's goals, and to be able to coordinate with each other.
For example, a Saas service provider in the catering industry, after analyzing the opportunities and problems, refined the strategic goal: to help the performance growth of catering companies through software + hardware + operating services.
For another example, a Saas service provider in the tourism industry, after analyzing the opportunities and problems, refined the strategic goal: to help the performance growth of the scenic spot through software + hardware + generation operation services.
The refined strategic goals are then used to guide a series of product design activities in the future.
Here, one thing is emphasized.
You will find that in the two examples I just gave, the strategic goals of the two Saas companies are highly consistent. The only difference is that they serve different customers.
Behind different objects, the opportunity points are very different (here once again highlights the importance of the second module to analyze opportunities and problems); that is, the strategy is only a guiding ideology. To make a good product, the core is to start from the opportunity. Start with the problem analysis and start the product design.
How can we think systematically and sort out a good strategy?
You can read an article I wrote before "How to conduct strategic sorting of To B business? " .
The article mentions that it can be sorted out from 4 key points:
analyze the current situation;
Take a series of coherent activities.
04 Strategic Roadmap
Once the strategic goals have been formulated, the next step is to develop a strategic roadmap.
A strategic roadmap, in general, is three things:
The strategic role played by each product and the strategic tasks undertaken;
The order of product introduction, which product is made first, and which product is made later.
How do you understand these three things?
Here I will give an example. For example, your company's strategic goal is to provide merchants with a full-scenario and full-link Saas solution.
And if your products provide product solutions by industry, it is possible to provide product solutions for different industries such as catering, retail, and hotels (this is the product mix).
The strategy undertaken by each product line is to complete the full-scenario and full-link Saas solution for the industry supported by this product line (this is the strategic task undertaken by each product line).
Then, according to the consideration of the company's own resources, industry digitalization degree, market size and other factors, the order of the retail-catering-hotel business product line was formulated (this is the order of product launch).