The Unicist Theory for Market Growth
This is an introductory presentation of the Unicist Theory of Market Growth, which has been synthesized in an objects driven approach. The purpose of the Unicist Objects Driven Market Growth is to provide the necessary technologies, processes and objects to make market confrontation successful to ensure growth.
The research that led to the development of this theory was conducted by Peter Belohlavek at The Unicist Research Institute.
In this scenario, there is a need of “competing with the competitors” in order to grow but, on the other hand, there is a need for building a stable complementation with customers to establish a stable value adding relationship.
The basic condition to expand market share is to overcome the value proposition of the competitors, while building a complementary relationship with the customers.
Unicist Objects Driven Market Growth integrates the technologies of Critical Mass Building, Unicist Object Driven Strategies and Market Confrontation based on the basic technology of Unicist Object Driven Marketing to sustain growth processes.
The conceptual approach to marketing allows making the necessary diagnoses to define the critical mass that is needed to influence buying decisions and become contagious in a market.
This document explains the concepts that underlie the Unicist Theory of Market Growth, but it does not describe the specific objects that are used to manage it.
The theory of Market Growth includes 5 aspects:
- Object Driven Marketing
- Critical Mass Building
- Growth Strategies
- Market Confrontations
- Destructive and Non-destructive Pilot Tests
1) Object Driven Marketing
The Unicist Object Driven Marketing Process
In a wide sense, it can be said that the more object-driven a relationship between a prospect and a product is, the easier the individual can buy a product. If we consider the buying taxonomy (AIDA), we will see that there are three different approaches to buy: the rational, the ethical and the impulsive approach.
The more ethical the buying process is, the less legitimate the influence on buyers. The more massive the buying process, the less it is influenced by rationality.
Object Driven Marketing of Rational Products / Services
Rational products are those in which the functional use value of the product prevails in the buyer’s decision. In order to better understand this process we will begin by describing the object driven marketing of rational products.
Every selling process is based on a brand. Nothing exists without a brand. Even extreme commodities have a brand based on the origin of the product or service. Brands represent the subjective context that gives birth to a selling process.
In an object driven marketing process the fist step of awakening the interest of a buyer is stimulated by an object. This object needs to be able to provoke attention and awaken the interest of the buyer.
A marketing object is successful when it generates a need for a subjective link that can be covered by a real or virtual individual.
The subjective link drives to excite the desire of the prospect based on the subjective influence of the objective previous experience. The natural path of this second stage is to use a demonstration of the product or service to excite the desire of the potential client.
The third stage begins if this second stage has been successfully fulfilled. This third stage is based on a subjective action to close the sale. It is necessary to satisfy the subjective needs of the potential buyers in order to close sales.
The moment of the final decision is when the client takes risks. That is why prospects only take the decision to buy after they have covered their subjective doubts.
At this point the buyer’s mind makes a subjective evaluation to decide to buy or not to buy the product. That is why an influential personal approach is a powerful catalyst to influence the decision.
If this subjective influence doesn’t exist, the decision depends on the influential power of the last object the client received.
Object Driven Marketing of Ethical Products and Services
“Ethical products are not sold but bought.” That is why, when dealing with ethical products or services, only the first step of the selling process is considered legitimate.
Therefore it is necessary to have influential products with a powerful brand. It is the only way to influence the potential client to decide to buy the product or service without active selling.
When a selling process of ethical products or services is being designed, the definition of an active selling process produces paradoxical effects. Active selling is perceived as an unethical influence.
To build a positioning strategy for ethical products it is necessary to be aware of the brand attributes and the myths of a segment. It is important to understand that all those actions that collide with the myths of a culture hinder the buying process.
As there is no influence beyond the stage of interest, and considering the limits of the ethical products selling process, any conflict with the myth of a culture hinders the buyer’s decision.
Object Driven Marketing of Impulsive Buying
There is no rational control in the impulsive buying process. Therefore there is no need to awaken the interest of the client. Desire prevails. Therefore the object has to be extremely desirable to be able to awaken an uncontrollable buying action.
The core aspect of an impulsive buying strategy is the concept of the product and the packaging. Impulse strategies are based on the inhibition of a rational analysis of the buyer.
That is why the impulsive buying process requires the stimulation of the most basic needs of humans, including the awaking of their instincts.
Developing objects to stimulate desire implies, in the case of impulse driven buying, the integration of the attributes of the brand, the product and the packaging.
2) Critical Mass Building
The Social Critical Mass Building Process
Objects need to have the necessary critical mass to produce the value added to the process they participate in. Social critical mass is defined as the minimal amount of focused energy necessary to trigger a planned social phenomenon.
Its ontogenetic map is defined by extreme aesthetics, extreme influence and extreme credibility to provide the energy to produce results. Any social action requires having the necessary critical mass to produce the predefined results. Action without results is just unnecessary movement.
Critical mass is a basic condition for any social object, including the business objects. The final driver of SCM is the generation of an expansion process.
It implies having an extreme aesthetics which is defined by the need to complete the essential needs of the participants of a social phenomenon.
This requires having the knowledge of the ontogenetic map of the phenomenon in order to be able to define the desirable aspects that need to be completed and the harmony that needs to be designed in order to generate an extremely aesthetic value.
Completing implies covering an explicit need. That is why completing requires having an extreme influence in order to be accepted.
Extreme influence implies having a complementation driven influence which integrates both cooperation and competition.
Extreme influence requires establishing a complementation driven bond which includes both functional and personal aspects.
Extreme aesthetics can only be accepted with an environment of extreme credibility. That is why the credibility is the complement of aesthetics. Extreme credibility is an optimism based relationship.
Optimism makes people believe that what is possible will occur and that the validity of the process has been proven.
Without optimism there can exist no social critical mass. Optimism is extremely far away from mania.
Social Critical Mass can be achieved when there is the necessary conceptual aesthetic, the complementation driven influence and the necessary social optimism.
3) Growth Strategies
Expansive Strategy Building
Specific strategies are based on the input provided by the wide context scenarios and the restricted context scenarios. These scenarios have to provide the information of the gravitational forces that influence the specific activity, the possibilities for developing them, the catalyst that may exist and the inhibitors that need to be avoided or accepted as limits for the strategy building.
Maximal strategies are designed to expand the boundaries of an individual or organization, while minimum strategies happen within the boundaries of an organization.
That is why maximal strategies require dealing with uncertainty and risks and only a conscious knowledge of the unified field that integrates the wide context, the restricted context, the specific strategy and the architecture of the solution allows managing it.
To deal with maximal strategies it is necessary to have a high level of consciousness that allows dealing with backward-chaining thinking that allows envisioning the solution.
Backward-chaining thinking implies approaching a strategy with a hypothetical solution and beginning a falsification and validation process that allows building a final solution.
Minimum strategies are those that happen within the known boundaries of an individual’s or organization’s activity working in a context of certainty.
Therefore, in these types of strategies, only a medium level of consciousness is required.
Minimum strategies are based on forward-chaining thinking that allows working step by step based on the known methods of a known field.
Segmentation of Strategies
Each one of them develops a different type of strategy:
- Surviving Strategies
- Defensive Strategies
- Dominant Strategies
- Influential Strategies
These segments can be described in unicist standard language as follows:
1) Surviving Strategies
These are the strategies that aim to survive within the boundaries of an activity. They are based on a win-win approach that has to be managed as a zero sum strategy in order to avoid appropriating value from the environment. These strategies are natural for marginal activities developed by people who work at the “border” of their environment. The price they pay is that surviving activities have no critical mass that sustains them. Therefore they need to be continuously active in order to ensure survival. They need to work 24/7.
2) Defensive Strategies
They aim to defend the boundaries of their activity against true threats. They are based on establishing the necessary operational and control systems to defend the “borders” of their activity. They are power driven because they need to exert power in order to defend their activity. They are focused on paying the necessary prices to sustain their business. The prices they pay sustain their survival and at the same time hinder their expansion. They work necessarily with strict zero-sum low cost, self-sufficient activities because they cannot trust others to defend their business.
3) Dominant Strategies
Dominant strategies are based on the influence the individual or the organization has in an environment. They are focused on developing the necessary value propositions that can be sustained with their influence. They tend to impose functional monopolies that allow them to establish the standard for their activities in the environment. They need to invest a high level of energy in developing their influence through image building and the exclusion of the individual or organizational competitors that do not accept their standards. They work with value adding strategies in order to legitimate their dominance.
4) Influential Strategies
They are based on exerting influence by improving the value proposition of their competitors. They are based on having the necessary speed to be “faster” than the competitors which allows them winning in their environment. Their value propositions are innovative and they are successful when they have the necessary critical mass to influence the environment. They are innovation driven in order to exert the influence of a higher value proposal. They naturally build alliances in order to obtain the necessary influence for their value propositions.
4) Market Confrontation
Market Confrontation Strategies to Sustain the Dissuasion Power
Marketing is a permanent confrontation with competitors. Confrontation may be active or passive but it is always present. If the parties understand that confrontation is a permanent condition they will be conscious of each one’s possibilities and the objectives that can be achieved in the market.
That is the reason why developed and developing countries have such different conceptions of marketing. In the conquest of markets, clients acquire a product or another, so that, one competitor wins and the other one loses in each purchase.
This is a natural situation in every developed culture. On the other extreme, underdeveloped countries have a very different conception of confrontation.
Underdeveloped cultures are characterized by their identification with the victim, while they seek for obtaining benefits from the victimizer.
That is why it is very difficult for them to participate in confrontations to achieve a competitive advantage in relation to a competitor.
Independently of each person’s individual attitude, companies need to be in condition to start a confrontation against their competitors.
The different types of confrontations that have been researched in the history of wars and competitive strategies, including the benefits for winners and the consequences for losers can be synthesized as follows.
Marketing implies positioning products as “the first option” for the client. Everybody has to “want them”.
That is the reason why there is a confrontation. Confrontations have winners and losers. There are always winners and loser, even when it is about a stable, not competitive, technological or commercial oligopolistic market.
There are no confrontations under monopoly conditions. All the competitors prefer their suppliers’ markets to be competitive, but their own market to be a monopoly.
Few people realize that in monopolistic markets, there are either appropriate succedaneums that balance monopoly, or a third party (usually the State) that interferes. In this case a conflict with the State begins that may end as a confrontation or not.
5) Destructive and Non-destructive Pilot Tests
Objects are omnipotent fantasies unless they have been tested. Object testing implies testing their functionality and requires a precise design of the tests. The “trial and error” use of objects is not a pilot test.
Pilot tests are the drivers of the unicist reflection processes. Pilot tests have two objectives:
- Falsification of knowledge
- Validation of knowledge
1) Falsification – Destructive testing
Falsification, in the field of complex problems, implies finding the limits of the validity of a given knowledge. To do so, it is necessary to develop experiences in homologous fields until the limits of validity are found.
Two elements are homologous when they have the same “nature”. A whale and a dog (an extreme example) are homologous if they are considered as mammals. A dollar and a yen are homologous considering that they are both money.
These two cases demonstrate that homology can be total or partial. When the knowledge necessary to influence a reality is falsified in a totally homologous field, then it is naturally secure knowledge. The extreme condition of this example is the homology of two identical elements.
The falsification process is a destructive test for knowledge that is applied to realities with incomplete homologies. The destruction occurs when a condition is found to demonstrate the fallacy of the knowledge.
There are different models of destructive tests:
- Substitute Clinics
- Complexity Research
- Ontological Reverse Engineering
- Succedaneum Clinics
- Real Operation
2) Validation – Non-destructive testing
Validation implies the factual confirmation of the validity of knowledge. Validation is achieved when knowledge suffices to exert influence on a reality in a predictable way.
The validation process is homologous to a non-destructive test in the field of material research. Validation implies cause-effect relations. Therefore, validation can only be applied to a simplified field of a complex reality.
Validation provides a reliable knowledge to operate under controlled conditions. The knowledge is valid if the conditions of the application environment are analogous and homologous to the characteristics of the validation environment.
Models to Validate a Specific Reality
The available models to validate a reality are:
- Analogical models
- Mathematical models
- Rule based models
- Scientific-empirical models
- Conceptual models