Chapter 30

Digital Marketing: From Relationship-Driven to Content-Driven

Compiled by Guangdong Fortune Stone New Material Co., Ltd.

Key Points

• Facade retrofit material marketing faces scenario-based demands: customers need enterprises to diagnose problems, design solutions, and calculate costs clearly. The starting point of digital marketing is to transform professional capabilities into content that customers can understand and use, so that marketing shifts from “I talk, you listen” to “you look at the data.”
• The three core actions of digital marketing are content assetization, customer journey digitalization, and sales tool digitalization, respectively realizing “experience into assets,” “precise content push by stage,” and “individual capability into organizational capability.” The landing point supported by the four theories is that marketing shifts from relying on personal relationships to organizational content assets.
• Digital marketing can be summarized as “three changes, three core actions, three tools, three pitfalls to avoid, and four paths”: customers, channels, and decision-making have changed; use WeChat, short videos, and online solution tools; avoid only posting advertisements, scattered content, and only doing online; the path is to inventory assets, build channels, establish a closed loop, and continuously iterate. Digitalization proceeds step by step.

30.1 The “Three Changes” in Facade Retrofit Material Marketing

30.1.1 Customers Have Changed

Customers in the past: clients, design institutes, and construction parties relied on relationship maintenance. Information was asymmetric—whatever the enterprise said, customers believed; decision-making was slow, but once decided, it was not easily changed.

Customers now: clients search online for information, compare prices, and look at cases themselves. Information is transparent—whatever the enterprise says, customers will verify; decision-making is fast, but they may be “poached” by competitors at any time.

Table 30-1 Comparison of Customer Changes

30.1.2 Channels Have Changed

Channels in the past: dinners, exhibitions, visits—relying on “three parts of warmth from meeting in person.” Costs were high, coverage was limited to local areas, and effects depended on personal social skills.

Channels now: WeChat, short videos, industry platforms—relying on “content attraction.” Costs are low, national customers can be reached, and content can be repeatedly disseminated and continuously generate value.

Table 30-2 Comparison of Channel Changes

30.1.3 Decision-Making Has Changed

Decision-making in the past: leaders make decisions, subordinates execute. Relationships in place, price negotiable. Decision process simple, risk low.

Decision-making now: multi-party participation (client + design + construction + supervision). Data speaks, solutions compared. Decision process complex, risk high. Enterprises need to provide differentiated content for different roles to reduce decision risks for all parties.

Table 30-3 Comparison of Decision-Making Changes

The three changes are not isolated market phenomena. Customer changes correspond to customer journey theory—customers shift from “relying on relationships” to “searching online,” from “trusting relationships” to “trusting data,” requiring enterprises to provide differentiated content for customer needs at different stages. Channel changes correspond to content marketing theory—shifting from “dinners and exhibitions” to “WeChat and short videos,” requiring enterprises to transform professional capabilities into disseminable, reusable, and retrievable content assets. Decision changes correspond to relationship marketing theory and signaling theory—shifting from “leaders deciding” to “multi-party participation,” from “relationships + price” to “data + solutions,” requiring enterprises to build trust through content and transmit quality signals through data.

30.2 The “Three Core Actions” of Digital Marketing

30.2.1 Content Assetization

Approach: Transform professional capabilities into disseminable, reusable, and retrievable content assets. Every project, every communication, and every Q&A should be transformed into content assets. The more content accumulates, the easier marketing becomes.

Table 30-4 Content Asset List

In content assetization, the enterprise’s independently developed series of flexible stone emulsion technologies and flexible stone cutting device constitute core technical assets. Technical analysis of the large-particle-size high-permeability emulsion technology’s breathability and flexibility, technical analysis of the non-migratory flexible stone emulsion technology’s interface stability, technical analysis of the high-flexibility flexible stone emulsion technology’s -30°C flexibility and 3500h weather resistance, technical analysis of the inorganic silicone resin modified acrylic emulsion topcoat technology’s stain resistance (whiteness recovery rate ≥80%), and technical analysis of the flexible stone cutting device construction equipment can all be transformed into technical articles, case reviews, comparison data, and other content assets, conveying to customers the professional signal of “technical accumulation, R&D capability, and engineering verification.” These technologies respectively correspond to sections such as “comparison data,” “case files,” and “construction guides” in this chapter’s content assetization, forming a “technology—content—trust” integrated content asset system.

Case: The editorial team assisted an enterprise in establishing a content asset library during technical services. After each project ended, the problems, treatment solutions, and lessons learned in the project were organized into cases; when a new project started, the content asset library was consulted first to understand problems encountered in similar projects and prevent them in advance. When a customer asked “how long can flexible stone last,” the measured flexible stone durability report was directly provided; when a customer asked “is flexible stone expensive,” the 30-year life cycle cost comparison table was directly provided. After seeing the professional content, the customer’s trust significantly increased. This case shows that content assetization turns “one-time experience” into “permanent assets,” becoming more valuable as it accumulates.

30.2.2 Customer Journey Digitalization

Approach: Digitally manage every stage of the customer journey from “knowing the enterprise” to “closing the deal.” Each stage has corresponding content, and each content piece has a corresponding conversion goal; use systems to record which stage the customer is in and push content precisely.

Table 30-5 Customer Journey Digitalization Management

In the awareness and interest stages of the customer journey, the enterprise’s independent R&D technical analysis can serve as popular science content, conveying professional information to customers about “what the technical principles of flexible stone are and why it is better than traditional materials.” In the comparison stage, performance data corresponding to independent R&D technologies (such as 3500h weather resistance, -30°C flexibility, and whiteness recovery rate ≥80%) can serve as data basis for solution comparison, enhancing persuasiveness.

30.2.3 Sales Tool Digitalization

Approach: Transform salespeople’s “oral capabilities” into “digital tools.” Do not rely on individual capabilities, do not worry about personnel loss, and ensure unified sales messaging and traceable evidence.

Table 30-6 Sales Tool Digitalization Comparison

In sales tool digitalization, the enterprise’s independent R&D technologies can be embedded into the sales process as “technical trust tools.” For example, in the customer comparison stage, salespeople can use online solution tools to retrieve performance data corresponding to independent R&D technologies and objectively compare with competitors; in the customer decision stage, publicly released technical materials can be provided for customer verification, enhancing technical credibility.

Case: The editorial team equipped a sales team with a digital sales toolkit during technical services: online quotation system—customers input project parameters and automatically generate quotations; automatic comparison tool—customers select comparison materials and automatically generate comparison tables; case video library—when customers want to see cases, videos are sent directly; FAQ knowledge base—customer questions are directly queried in the knowledge base. Salespeople reported that in the past, responding to customer questions required consulting large amounts of materials and relying on personal experience; now, querying the knowledge base enables fast and accurate responses; customers commented that the tool was more professional than the salesperson. This case shows that sales tool digitalization turns “individual capability” into “organizational capability,” not relying on individuals and not worrying about loss.

30.3 The “Three Tools” of Digital Marketing

30.3.1 WeChat Ecosystem

Approach: Enterprise WeChat for customer management, content push, and follow-up records; official accounts and video accounts for content output, case display, and brand building; Moments for project updates, construction progress, and customer testimonials.

Advantages: Customers are in WeChat, with the lowest reach cost; content can be forwarded, retained, and traced.

Table 30-7 WeChat Ecosystem Operation List

30.3.2 Short Video Platforms

Approach: Shoot construction processes, sample effects, and case comparisons; publish popular science content such as “What is flexible stone” and “Flexible stone vs. ceramic tiles”; use real project footage to build trust.

Advantages: Video is more persuasive than text; can reach young decision-makers not covered by traditional channels.

Table 30-8 Short Video Content Topic Library

30.3.3 Online Solution Tools

Approach: Customers input project parameters and automatically generate solution recommendations; online generation of cost comparison tables, material recommendations, and construction points; customers can “do the accounts” themselves, reducing communication costs.

Advantages: Strong customer participation, faster decision-making; transparent data, stronger trust.

Table 30-9 Online Solution Tool Functions

Case: The editorial team promoted the combined application of “WeChat ecosystem + short videos + online solution tools” during technical services for an enterprise: Enterprise WeChat managed customers, official accounts output content, video accounts displayed cases; short videos shot construction processes and case comparisons and published popular science content; online solution tools allowed customers to input project parameters and automatically generate solution recommendations. After implementation, customer inquiries increased significantly, and the transaction cycle shortened significantly. Salespeople reported that in the past they acquired customers through relationships; now they acquire customers through content; customers attracted by content have higher trust. This case shows that tools are “weapons” and content is “ammunition”; with good weapons and sufficient ammunition, marketing becomes fast, accurate, and stable.

30.4 The “Three Pitfalls to Avoid” in Digital Marketing

30.4.1 Do Not “Only Post Advertisements Without Providing Value”

Posting “flexible stone is cheap, flexible stone is good” every day is advertising; nobody reads it. Posting “5 pitfalls in facade retrofit material selection” and “how to calculate 30-year cost” is value; people forward it. Provide value first, then discuss sales.

Table 30-10 Avoiding Only Posting Advertisements Without Providing Value

30.4.2 Do Not “Have Scattered Content Without a System”

Posting cases today, prices tomorrow, and construction the day after tomorrow—customers cannot remember. There must be a content system: cognitive education → case proof → data persuasion → action guidance. Only when content is systematic can customers follow the enterprise’s rhythm.

Table 30-11 Avoiding Scattered Content Without a System

30.4.3 Do Not “Only Do Online Without Doing Offline”

Online content attracts customers; offline experience builds trust. Sample walls, factory visits, and on-site inspections of completed projects are all key links in building trust. Online lead generation + offline conversion is the complete closed loop.

Table 30-12 Avoiding Only Doing Online Without Doing Offline

Case: The editorial team implemented three digital marketing pitfall-avoidance measures during technical services for an enterprise: do not only post advertisements—post knowledge, cases, and data; systematize content—cognitive education → case proof → data persuasion → action guidance; combine online and offline—online attraction, offline experience. After implementation, customer inquiries and conversion rates both increased significantly. This case shows that digital marketing is not “posting advertisements,” but “building trust.”

30.5 The “Landing Path” of Digital Marketing

30.5.1 Inventory Content Assets

Organize existing cases, data, and experience into documents; systematize and modularize scattered content; form a “content library.”

Table 30-13 Content Asset Inventory List

30.5.2 Build Distribution Channels

Open official accounts, video accounts, and Enterprise WeChat; publish content from the content library according to plan; form a “content calendar.”

Table 30-14 Content Distribution Channel Construction

30.5.3 Establish a Conversion Closed Loop

Content attracts customers → customer consultation → solution tools → transaction; data tracking at every link; form a “conversion funnel.”

Table 30-15 Conversion Closed Loop

30.5.4 Continuous Iteration and Optimization

Optimize content based on data feedback; optimize tools based on customer feedback; form an “iteration loop.”

Table 30-16 Continuous Iteration and Optimization

Case: The editorial team recommended that an enterprise advance digital marketing in three steps during technical services: first, inventory content assets and organize existing cases, data, and experience into documents; second, build distribution channels and open official accounts, video accounts, and Enterprise WeChat; third, establish a conversion closed loop to realize content attraction → customer consultation → solution tools → transaction. An enterprise leader asked whether it could be done in one step. The editorial team’s advice was: digitalization is a matter of one step at a time; taking too big a stride makes it easy to fall. This case shows that digitalization is not “one-step到位” but “step by step”; only by walking each step steadily can you reach the destination.

Decision Reference for Facade Retrofit Offices

I. Applicable Object Determination: This chapter applies to the digital marketing construction of facade retrofit material and related technical service enterprises. Before decision-making, first determine the enterprise’s current situation and digital marketing needs: enterprises in the “relationship-driven” stage whose customers rely on personal relationship maintenance should start with content assetization; enterprises that already have certain online channels but whose content is scattered and unsystematic should start with building a content system; enterprises that have initially established an online content system can advance customer journey digitalization management and sales tool digitalization. Then determine the resource base: whether the enterprise has professional personnel capable of content production, channel operation, and data management, and whether senior management can continuously invest and support long-term construction.

II. Key Decision Indicators: Core digital marketing indicators include four dimensions—content asset dimension: the content library should cover six types of content: comparison data, case files, cost accounts, compliance maps, construction guides, and common misconceptions, and each type should be updated regularly; customer journey dimension: corresponding content and digital tools should be configured for all six stages of awareness, interest, comparison, decision, transaction, and repurchase, and conversion rates at each stage should be continuously tracked; sales tool dimension: five types of tools—online quotation, automatic comparison, electronic contracts, case videos, and knowledge bases—should be in place, and salesperson usage should reach 100%; conversion effect dimension: customer inquiries, transaction cycle, and conversion rate should be continuously monitored as core effect indicators. The ultimate effect of digital marketing should be measured by improved customer trust and improved conversion rates.

III. Solution Comparison Recommendations: Digital marketing solutions should advance according to the principle of “content first, channels second, systems third.” In the initial stage, first inventory content assets and build a content library, and simultaneously open official accounts, video accounts, and Enterprise WeChat; in the advanced stage, establish a conversion closed loop and launch online solution tools and customer journey management; in the mature stage, realize data-driven content optimization and sales tool iteration. Tool selection should meet three conditions: simple operation, frontline personnel can use after training; traceable data, content effects and conversion data can be quantified; controllable cost, flexible configuration according to enterprise scale. Performance data involving enterprise independent R&D technologies, such as the 3500h weather resistance and -30°C flexibility of high-flexibility flexible stone emulsion, and the stain resistance of inorganic silicone resin modified topcoat technology (whiteness recovery rate ≥80%), can be incorporated into the content asset library as core materials for technical articles and comparison data.

IV. Cost and Schedule Reference: Digital marketing investment is divided into three tiers. The lightweight solution mainly includes official account and video account opening and operation costs and content production labor costs, with relatively low expenses; the advanced solution adds online solution tool development or procurement costs and Enterprise WeChat management tool costs; the system solution adds customer journey management system and data platform costs. Content inventory and system construction take about 1–2 months; channel opening and content calendar execution take about 1 month to enter normalization; building the conversion closed loop and seeing results takes about 3–6 months. Operational labor investment should be included in the annual budget; content production requires continuous investment to accumulate assets.

V. Implementation Risk Warnings: The three major risks are content quality risk, data distortion risk, and tool idleness risk. Content quality risk—avoid only posting advertisements without providing value and scattered content without a system; content production should be oriented to customer problems and insist on knowledge, cases, and data first; data distortion risk—customer journey data and conversion data should be recorded truthfully and verified regularly, avoiding “good-looking data” but “distorted effects”; tool idleness risk—clarify content update responsibility and frequency, incorporate tool usage into marketing team assessment, and prevent “building but not using.” Digital marketing is not a short-term customer acquisition tool but a long-term marketing strategy, and should adhere to step-by-step progress and continuous investment.

Reflections on Stone, Insights on Fortune

Facade retrofit material marketing used to rely on “relationships,” now it relies on “content.” Relationships are personal assets; when the person leaves, the relationship breaks. Content is organizational assets; the more it accumulates, the greater the value. Customers do not distrust the enterprise; they distrust “what the enterprise says,” but customers will trust “the data the enterprise provides.” Turn marketing from “I talk, you listen” to “you look at the data,” and the conversion rate doubles. Digital marketing is not about making the enterprise an internet celebrity; it is about making the enterprise “productize” its professional capabilities—packaging experience, data, and cases into something customers can understand and use, so the enterprise transforms from “a material seller” into “a solution provider.” Digital marketing is not “posting advertisements,” but “building trust.” From relationship-driven to content-driven, what changes is not the essence of marketing, but the way trust is built—let content become the enterprise’s business card, and let data become the enterprise’s confidence.

References

[1] Philip Kotler. Marketing Management[M]. Beijing: Renmin University of China Press.

[2] Berry, Parasuraman. Relationship Marketing[M]. Beijing: China Financial & Economic Publishing House.

[3] Spence. Market Signaling[M]. Beijing: The Commercial Press.

[4] T/CECS 728—2020 Technical Standard for Comprehensive Renovation of Old Urban Residential Areas.

[5] Related general clauses in Chapters 17, 27, 28, and 29 of this book.