TAN XIAOZHENG™

Practical Brand Management Trilogy (Part 3):Strategic Balance Between Corporate Direction and Product Direction

中文网页：https://mp.weixin.qq.com/s/yOnlSLw1dp6_pX8woljg4g?token=2129903203&lang=zh_CN

Speaker: Tan Xiaozheng (Founder of Dongke®)
Background: Graduated from the Animation Department of Central Academy of Fine Arts (CAFA), 15 years of vertical media experience in the animation industry, specializing in corporate brand strategy consulting.

I. Definitions of Corporate Direction and Product Direction

  1. Corporate Direction
    • Core Elements: Target audience, communication channels, partnerships, capital allocation, talent strategy.
    • Positioning Basis: City/national industrial policies, founder vision, team capabilities.
  2. Product Direction
    • Key Dimensions: Audience needs (e.g., age groups, usage scenarios), cultural attributes (e.g., “youth热血” or “family-friendly”), market competition barriers.
    • Typical Conflict: Short-term survival (OEM/contract work) vs. long-term brand value (original IP).

II. Dynamic Interplay and Synergy

  1. Mutual Constraints
    • Case Study: Vasoon AnimationPhaseCorporate DirectionProduct DirectionOutcome2007-2012OEM survivalKuiba web series trialFunded but limited IP recognition2012-2018Shift to original contentKuiba film seriesBox office grew from ¥21.97M to ¥104.77M2019+”China’s Pixar” visionCultural export-focused worksGlobal influence pending validation
    • Insight: Initial product quality is constrained by corporate resources (funds/team), while product success drives corporate evolution.
  2. Unified Pathways
    • Cultural Integration: Disney’s “family entertainment” positioning spawned films, parks, and merchandise with unified branding.
    • Ecosystem Synergy: Pixaxrs’ “tech innovation + emotional storytelling” drives R&D and product development.

III. Strategic Dilemma: Survival vs. Growth

  1. Philosophical Lens
    • Survival: Maintain cash flow (e.g., animation outsourcing, ad customization).
    • Growth: Build moats (e.g., original IPs, tech patents).
  2. Operational ChallengesFocusAdvantagesRisksSurvival-firstQuick ROI, team stabilityInflexibility amid market shiftsGrowth-firstLong-term competitivenessHigh initial costs, long cycles
    • Tan Xiaozheng’s Recommendations:
      • Founders must clarify “employee mindset” vs. “entrepreneurial mindset”;
      • Allocate ≥30% resources to growth initiatives (e.g., tech/IP incubation).

IV. Anchoring Brand Direction

  1. Consistency Principle
    • Cautionary Case: A Chinese animation firm diluted brand equity by simultaneously developing “热血少年” (youth热血) and “低幼合家欢” (family-friendly) IPs.
    • Solution: Establish a Brand Constitution defining forbidden territories (e.g., no horror themes).
  2. Ultimate Goal
    • Boost Product Competitiveness: Reduce user decision costs via corporate brand endorsement.
    • Reinforcement Case: Marvel’s cinematic universe planning increased standalone film box office by 200-300%.

V. Global Benchmarks and Insights

  1. International ModelsEnterprise TypeExampleStrategyStudio modelMakoto ShinkaiPersonal IP = corporate brand (vertical focus)Ecosystem giantsDisneyCorporate direction governs product matrixTech-drivenPixarR&D and product innovation deeply integrated
  2. Localization Strategies
    • SMEs: Focus on niches (e.g., “Chinese-style sci-fi”); avoid direct competition with giants.
    • Resource-rich firms: Acquire studios to consolidate product lines (e.g., Tencent Animation).

Summary:

  • “Brands are like people” — balance “survival realities” and “aspirational directions.”
  • Corporate direction is the lighthouse; product direction is the vessel — misalignment dissipates brand momentum.

Related Courses:

  • Foundational: Trademark Design, Usage, and Protection
  • Advanced: Effectiveness of Corporate New Media Communication

Note: Full case studies (e.g., Kuiba box office trends, Disney’s brand matrix) available via official channels.