User growth teams and brand marketing teams are positioned and play different roles. Generally speaking, information asymmetry will lead to higher product premium for brands and marketing, and the more opaque the product, the more brand marketing is needed. The more transparent a product is, the easier it is for users to get an intuitive sense of its efficacy. For example, for an online information product, no matter what its brand is and what promotional activities it does, the quality of the information it provides and whether it can meet the needs of users can be easily determined through the interaction with the product. If it's a bottle of shampoo, it's hard for users to determine which brand it is and what's good about it without knowing the brand. Most of the feelings users get when using shampoo are actually from the mental perception of the brand. Therefore, in the Internet company, the core is always the product and research and development team. Of course, user growth teams have become increasingly important in recent years. Brand marketing departments, on the other hand, are far less influential in Internet companies than in traditional FMCG companies. The FMCG industry is mainly about selling goods. For users, many products have little difference in quantifiable experience, so the brand Marketing Department of this industry will focus on influencing users' every consumption decision.

Therefore, the traditional marketing 4P has a great influence on users' purchase decision. Moreover, traditional marketing emphasizes cognition over facts, and mainly emphasizes influencing the minds of users. The Internet industry, by contrast, wants users to use and experience products first, emphasizing facts over perceptions. For most Internet products, the most important purchase decision is actually downloading an App, but this is also much lighter than the FMCG purchase decision. Users not only do not need to spend money to download the App, but also may get a sum of cash after registration. There are no restrictions on the use of venues, and the Internet is fine. Therefore, the decision-making threshold of Internet products is much lower than that of FMCG products. In addition, many Internet products satisfy broad needs, so the burden of decision making is not that heavy, and the opportunity cost of downloading and registering is just some leisure time on the couch. However, FMCG generally meets users' immediate needs and requires users to spend money to buy, which may also involve users' cognition of the quality of life, although it may not have an impact on the quality of life. Obviously, when users buy FMCG products, the burden of decision-making is relatively heavy. At this time, the decision of users does not depend on the product experience to a large extent, but on their brand cognition and marketing 4P of the product.

As long as the quality of the FMCG is not very bad, it will not affect the user's decision. FMCG quality is actually a health factor here [inset] : Failing the quality of the product will definitely have a negative impact on the user's purchase decision (especially the repurchase decision); However, as long as the product quality reaches the pass line, it has no influence on the user's purchase decision, because the user usually cannot distinguish the difference between different products through the experience of the product. At this point, users' decisions are largely influenced by brand perception and marketing campaigns. Branding and marketing can be costly to guide users into making decisions. However, traditional FMCG products require users to pay for them after all, so as long as appropriate brand marketing methods are adopted and ROI is well controlled, this strategy is relatively applicable in this industry. Besides Branding and marketing (Branding+STP+3C+4P), there is no other good starting point for FMCG industry. Although it is more difficult to calculate ROI for FMCG products than for Internet products, it is still possible to estimate the input-output ratio. Making user growth is also about influencing user decisions, making users choose to download and experience our product, use a feature, make a transaction, and thus increase LTV. However, all inputs must be viewed in relation to the transformation and the ROI critically evaluated. Specifically, user growth is focused on managing and navigating the entire lifecycle of users from acquisition to their exit from the product, and this process needs to be strictly data-driven. In general, user growth and brand marketing are all about influencing user decisions. However, there are differences between the two: the decisions influenced by user growth are more micro, generally affecting a certain link of the product experience, such as whether to click a button to go to the next step, whether to use a function, whether to buy members, etc. And brand marketing affects more macro decisions, such as whether to buy a product. As Internet products generally adopt the mode of free use or free basic services but charging for value-added services, the threshold of macro decision-making for such products is relatively low, which cannot give full play to the power of brand marketing. In the case of Internet products, the business value is more driven by micro decisions, which is exactly what user growth is good at.