When product functions converge and experience is difficult to widen, content is no longer just a “marketing method”, but a part of the product itself. This article will combine multiple real cases to dismantle the underlying logic of “content is product”, and discuss how to use content to reconstruct user cognition and business path when the product is not dominant.
This article will start with a very common problem in the operation process, that is, when the physical attributes of the product are relatively fixed and may not fully match the real needs of current users, how should the operation rely on content to achieve the continuation of sales. It gradually expands to a more extreme situation, that is, assuming that the physical attributes of the product do not have a competitive advantage at all, but the company needs to survive by selling such a product, what value should the content play? Then discuss the master-slave relationship between products and content with physical attributes in the current marketing environment.
The article simply starts from the actual situation of operation and enterprise operation, and makes a series of discussions and conjectures, and does not have complete theoretical support, but only provides a broad perspective for those in need, and lets me talk about it as a reference.
1. When the product has been solidified, how to rely on content to match user pain points
Products are fixed, while user needs are diverse and dynamic. This is a very contradictory but often occurring situation in marketing. Although it is offensive to force a product that does not fit the market perfectly, things still have to be done after all.
In this case, the recommended approach is to move from “product-centric” to “user value-centric” to provide perceived value in the content, build trust, manage expectations, and guide users to the unique benefits of the product, even if the product does not solve 100% of the pain points.
For specific implementation levels, please refer to the following suggestions:
1. Deepen the dimension of “pain point solving” – focus on core pain points & provide alternative/auxiliary solutions
Accurately locate core pain points: Identify the core pain points that your product can best solve and solve best (even if not all). Content focused firepower amplifies the scenario, severity, and significant improvements your solution brings about at this core pain point. A more typical way of playing with one force and ten times, one move is fresh all over the world, and a hundred uses larks.
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2. Strengthen “scenario-based application” and “value perception”
Highlighting irreplaceability in specific scenarios:Even if the product has limitations, its advantages are magnified enough to allow users to ignore other shortcomings in certain scenarios. The content should deeply describe this scene (pain points + emotions + needs), and clearly show how the product can become the “optimal solution” or “key role” in this scenario.
Quantifying value & effect visualization:Use comparison charts, data, user testimonials, etc. to clearly demonstrate the specific improvements (even if only partial) brought about by using the product. For example: “After use, XX problems are reduced by 50%”, “80% of users report that the experience is significantly improved in scenario A”. Let users intuitively feel the “value”, isn’t this trick familiar?
Emphasis on process value and emotional value:A product may not solve the ultimate pain point in one step, but it can simplify the process, improve efficiency, bring a sense of security, pleasure, and more. The content should explore these value points. For example, a sophisticated project management software that can highlight how it “reduces anxiety caused by communication confusion,” essentially similar to the previous one.
3. Use “industry science popularization” to establish professional trust & management expectations
The complexity of popular science pain points: Explain why a certain pain point is difficult to be perfectly solved by a single product (technical limitations, individual differences, environmental factors, etc.) through popular science content. This helps users understand the realities of the industry and reduce unrealistic expectations.
Explain the logic and trade-offs of product design: Frankly explain what core principles (such as safety, reliability, core performance, cost control, etc.) are based on when designing the product. Let users understand “why is this” instead of feeling like the brand is avoiding the problem.
4. Cleverly present “product advantages” – related to the core interests of users
Advantage = User Benefits: Don’t list cold parameters. Always translate product benefits into tangible benefits that users can perceive. For example, in addition to saying “XX material”, it is said that it is more resistant to falling, so that you can use it with peace of mind. What material you use has little to do with the user in terms of perception, but the resistance to fall is related to the user, and the perceptibility is stronger.
How advantages compensate for limitations: While acknowledging some limitations, highlight how the product’s core strengths can bring significant compensatory value in other aspects. For example: “Although it is not the smallest in size, its long battery life and powerful performance allow you to go out all day without worrying about battery anxiety.” ”
2. The product has no advantages, how to rely on content to win a glimmer of life
Now we can take the above question to the extreme. Assuming that the products your company wants to sell are lacking in core rigid demand, lagging behind industry development, and the price is not competitive, the traditional logic of “advantage publicity” almost fails. But if you don’t sell this product, the company will be unsustainable, how do you deal with it?
At this time, the core goal of operation should be adjusted to: try to extend the window period for product survival in the market and win a glimmer of life for transformation or product upgrade.
Specific content construction ideas and strategies:
1. Tap into and amplify the unique value or emotional connection of “non-rigidity”
Looking for “soft advantages” beyond rigid requirements:
- Sentimental Value/Sentiment:Does it carry some kind of memory, culture, and niche feelings? (e.g., vintage design, specific craftsmanship, old user habits). The content can focus on “nostalgia”, “craftsman spirit”, “classic inheritance”, etc.
- Extreme Simplicity/Ease of Use:When the industry pursues complex functions, has it achieved the ultimate simplicity, stability, and ease of use? Emphasize “return to the source”, “fool’s operation” and “zero learning cost”.
- Irreplaceability in specific scenarios:Is there an extremely narrow but real scenario where your product is the only or optimal solution? (For example: compatibility with old systems, stability in extreme environments, and extremely special aesthetics).
- Community/Belonging:Build a close-knit community around the product to allow users to find “like-mindedness” and a sense of belonging. The content focuses on community stories, user communication, and common interests.
- Value Recognition:Does the brand adhere to some kind of unique values, even if it’s different from the mainstream? Such as environmental protection concepts (even if the products are not advanced), localized support, care for specific groups, etc. Tell your brand story well and attract referees.
At this time, consumers are not paying for physical products, but for the “emotional added value” created or guided by you through content operations. It should be noted that water can carry a boat or overturn a boat, and emotions can be driven in a positive direction or in a negative direction. Nostalgia must buy and IQ tax cut leeks, and there is only a thin line.
2. Focus on the “iron fan” market and be a big fish in a small pond
- Abandoning mass-market illusions:The content no longer pursues wide reach, but penetrates deeply into the extremely narrow segment that may still recognize the value of the product.
- Deeply understand the “iron fan” users:Research their unique language, gathering places, and nuanced unmet needs (even if they are not related to your product’s core functionality).
- Deliver highly relevant content:The content should be extremely relevant to the interests, pain points and language of this small group. For example, provide maintenance tips for specific models of old equipment, share extremely niche user experiences, and organize offline fan gatherings (even if they don’t sell products directly).
3. Shift focus: from “selling products” to “selling services/knowledge/solutions”
- Emphasize value-added services around products:Even if the product itself is defective, does it have unique advantages or accumulation in consultation, customization, installation, training, after-sales support, community operation, etc.? Shift content focus to these services. For example: “Although the equipment is old, our engineers can tune it to the best condition”, “Teach you to squeeze out the last bit of potential of this machine step by step”.
- Become an expert in knowledge in a specific field:Leverage the experience gained in the product field (even those working with old products) to provide valuable industry knowledge, pit avoidance guides, repair tips, historical reviews, etc. Establish a professional image and attract users with relevant needs, and the service itself may become a source of income or a diversion entrance. For example: “Ten years old mage in the XX industry, online answers to the difficult problems of antique equipment”, “The pit we stepped on in those years – XX industry lightning protection guide”.
- Offering “combined solutions”:Acknowledge the shortcomings of your own product, but promote it as a link in the overall solution (which may be the lowest cost or the most compatible). The content shows how to combine your product with other tools/methods to achieve acceptable results.
Achieving these goals is not an easy task, and it requires great courage and execution. Although it can win a glimmer of life for enterprises, it is also dancing on a tightrope, not only to make consumers pay, but also to prevent the infamous knife from cutting leeks on their heads. The key is to grasp the scale, what you have to do is to survive, not to beat the industry to compete for the market.
3. Whether the physical attributes of the product are the same, and the content can create value independently
Through the analysis of the above two phenomena, we can now look at this problem in an abstract way. That is, the physical attributes of the product and the value of the content, or whether the content can also create value independently, so as to define the product in a broader sense.
That is, a product is no longer just a product with physical attributes, but a synthesis of physical attributes + content.
This is out of the scope of operations, but a revolutionary thinking about the nature of business. For a better understanding, we can assume that the physical properties of the product are infinitely convergent, and how the independent value of the content should be reflected at this time.
1. Content is a product
When everyone sells the same cup, the physical “cup” is only the basic carrier. What customers are actually buying is likely to:
- The trust behind the selection (“This store always helps me avoid inferior goods”)
- Scenario-based solution (“Teach you how to make a ceremonial breakfast with this cup”)
- Emotional connection (“The owner understands my minimalist philosophy of life”)
- Decision-making security (“their after-sales policy is reassuring”)
In the current market consumption environment, more sales seem to be determined by the soft value created by these contents, rather than the cups on physical properties. But be careful.The cup remains the basis for the existence of these soft values, and if they are separated from the existence of the foundation, they will slide into a huge abyss.
2. Content becomes the core carrier of differentiation
For the same product, Company A uses dry parameters to describe it, and Company B uses real user stories + scene pain point dismantling + solution demonstration, the latter is essentially reconstructing the value of the product.
Case:
Selling ordinary thermos cups→ “Morning self-help for working mothers: the secret tool for making nutritious breakfast in 5 minutes”
Selling the same data cable → “Fruit Powder Pitting Avoidance Guide: Why do 90% of people not know that choosing the wrong cable will hurt the battery?” ”
3. The accumulation efficiency of trust assets determines life and death
When a product fails to provide technical barriers, customers are paying for “who can be trusted”. Continuous output of content (popular science, evaluation, after-sales cases) is the most efficient way to build trust.
4. There are impenetrable boundaries
- The bottom line of physical attributes:If the product itself has potential safety hazards or basic functional defects, no matter how good the content is, it will be difficult to sustain (such as selling expired food).
- Cost structure constraints:When the content investment far exceeds the product profit, the model is not sustainable (such as customizing a film and television advertisement for a 9.9 yuan product).
- Anchor points of customer perception:The content can only amplify the existing value, and cannot completely reverse the essence of the product (it is extremely difficult to package ordinary paper towels as luxury goods).
This model redefines the product, where the physical product is the carrier of the foundation, the content layer is the presentation of scenes, emotions, or knowledge, and the end user pays for the perceived value.
