How Do You Build a Scenario Strategy? A Complete Methodology from Product and Brand to Marketing (with Case Studies Including Li Auto and Proya)

Business strategy can be distilled into the product strategy, brand strategy, and marketing strategy multiplied together. The common starting point for all three is user needs, and understanding those needs requires going back to specific scenarios. Scenarios define needs, products meet needs, brands build awareness, and marketing drives decisions; business results provide the final validation.

If we look at the journey from users to transactions, business strategy can be distilled into a formula: business strategy = product strategy × brand strategy × marketing strategy.

Product strategy addresses supply-and-demand issues, brand strategy addresses differentiation and premium pricing, and marketing strategy addresses reach and conversion.

The common starting point for all three is user needs. To understand those needs, we must go back to specific scenarios.

Users do not develop needs out of nowhere. Needs are triggered and amplified in specific scenarios. The same problem can cause very different levels of pain and vary greatly in importance from one scenario to another.

Scenario strategy is not separate from product, brand, or marketing strategy; it provides the basis for the needs that these three strategies address.

Scenarios answer why users need something; products answer how to meet that need; brands answer why users should choose us; and marketing answers how to prompt users to act.

Scenarios define needs → products meet needs → brands build awareness → marketing drives decisions → business results provide validation.

But a scenario is only a way of thinking, not an answer in itself. We also need to validate its value from multiple perspectives: Is the need strong enough? Does it affect enough people? Is the user value high enough? Is there room in the competitive landscape? Can the business deliver?

Next, I will break this down through “systems thinking + simple logic + plain language + specific case studies,” and hope to offer you some useful insights.

1. How Does Scenario Strategy Drive Product Strategy?

Scenarios define needs, and needs determine products.

Do not start by thinking about what product to make. First ask what problem users need to solve in a particular scenario.

1.1 Reconstruct the Scenario First, Then Define the Problem

“Families,” “young white-collar professionals,” and “ingredient-conscious consumers” are just audience labels; they cannot directly guide product definition.

Only by looking at specific scenarios can we identify specific needs.

A scenario can be broken down across five dimensions: time + place + state + relationships + events.

When is it? Where is it? What state is the user in? Who are they with? What has happened? The purpose of breaking down a scenario is not to fill in all five dimensions, but to identify the key conditions that genuinely shape user needs.

First, clarify the scenario in which users need to complete a task and achieve a particular outcome. Then identify what existing solutions fail to do well, and finally decide how the product can solve the problem.

This is also the core logic of JTBD: context → task → path. The product is just the path; completing the task is the goal.

1.2 Scenarios Determine the Weight of Needs: Different Scenarios, Different Levels of Pain

Scenarios determine not only whether a need exists, but also how important it is.

The same problem can cause very different levels of pain in different scenarios. Something you can put up with under normal circumstances may become “unbearable—completely unbearable” in a particular scenario.

Li Auto’s early choice of the range-extended route can be understood from this perspective.

When traveling alone or as a couple, recharging may be only a minor inconvenience. Stopping to charge along the way and waiting a little longer may be acceptable.

But on a long road trip with the whole family, the recharging issue becomes much more significant.

It takes a lot to get the whole family together for a trip. But if range anxiety disrupts the itinerary, the impact is not limited to recharging efficiency; it affects everyone’s time and the entire travel experience.

That is because, in this scenario, both time and experience become more valuable.

The same applies to space and comfort.

When traveling alone, a comfortable front seat and enough room for luggage may be sufficient. But the needs are completely different when three generations of a family travel long distances: everyone needs to fit and sit comfortably. There must also be enough room for a stroller, suitcases, and all kinds of personal belongings.

Scenarios amplify needs and reorder their priorities.

This is also an important way to understand Li Auto’s early range-extended route: range extension is not the goal in itself; it is intended to reduce the impact of recharging on the family’s travel experience during long-distance trips.

What businesses really need to do is not identify ten needs, but determine which need matters most and deserves priority.

The more specific the scenario, the clearer the relative importance of the needs. The clearer their importance, the easier it is to make product trade-offs.

1.3 Scenarios Determine What to Build: From Individual Features to Complete Solutions

Once the need has been defined, the next question is what solution to use.

Many products do not lack features; rather, their features do not work together to solve users’ core tasks.

Take Li Auto L9 as an example. Range extension, six seats, a large SUV, a refrigerator, a TV, a large sofa, and a queen’s seat may seem like different product features, but they all address the same task: how to make travel together more comfortable and hassle-free for the whole family.

The hassle of recharging on long trips → range extension; three generations traveling together → six seats; many people + lots of luggage → a large SUV; a family’s many food and drink needs → a refrigerator (for example, chilling drinks, freezing ice cream, warming milk and baby food, and storing breast milk for nursing mothers); children getting restless on long trips and wanting to watch cartoons → a TV; older people and children feeling uncomfortable after sitting for a long time → a large sofa; looking after a partner’s riding experience → a queen’s seat.

They may look like different features and product choices, but in essence, they are all built around the same family travel task.

An individual feature solves one problem; a complete solution solves a task.

Scenarios not only determine features, but can also shape product form, spatial layout, and technology choices.

1.4 Scenarios determine what not to do; only by making trade-offs can you stay focused

Scenarios determine not only what to do, but also what not to do.

A company’s resources are limited, so it cannot meet every need. The real task is to distinguish between basic requirements, core needs, and things that can be put aside for now.

The Porsche 911 and Cayenne are typical examples.

911 is more focused on the driving scenario, so handling and driver engagement are given higher priority. The Cayenne needs to serve both family life and everyday use, so space, comfort, and practicality carry more weight.

It is not that other needs are unimportant; rather, different core scenarios mean different priorities.

The same applies to whether a refrigerator should have a larger screen. The key is not how smart the screen is, but returning to the kitchen scenario: what important problem does it actually solve? If a phone or tablet can solve it more conveniently, there is no need to add features just to make the product smarter.

A good product definition needs not only a To do list, but also a Stop doing list: whom not to prioritize serving, what not to focus on solving, and what solutions not to adopt.

The essence of product trade-offs is concentrating limited resources on the most important needs in core scenarios.

1.5 Scenarios shape the product portfolio, giving different products a clear division of roles

The more specific the scenarios, the more concrete the needs—and the more different products are needed to address them.

When a company expands from one product to several, the key is not to add SKUs, but to answer: Why does each product exist, whom does it serve, and what problem does it solve?

Take Li Auto’s L series (before the L era) as an example: L9 and L8 have six-seat layouts, while L7 and L6 have five-seat layouts. Differences in size, configuration, and price also create distinct tiers.

The logic is not simply “five seats for one child, six seats for two.” Rather, differences in family size, number of people traveling together, frequency of third-row use, luggage needs, parking conditions, and budget ultimately lead to different product choices.

Different scenarios → different needs → different product definitions.

A product portfolio is not based solely on the logic that “different products serve different needs.” Proya’s “Morning C, Evening A” is another example: Dual-Anti and Ruby address different skincare needs, and using them together in the morning and evening creates a complete skincare regimen.

Therefore, product portfolios generally follow two types of logic: different products separately address different needs, or multiple products work together to accomplish one task.

Products can be similar, but their positioning should not be the same. Products can be added, but their value should not be duplicated.

1.6 Good management means doing fewer things and focusing resources where they matter most

Ultimately, using scenarios to drive product strategy is about reducing waste and getting the product right.

First, reduce R&D waste

The clearer the scenarios, the better you understand what users truly need. Concentrate resources on important needs and reduce features that users do not value.

Second, define the product well

Be clear about whom the product is for, the scenarios in which it will be used, and the problems it will solve; the product direction will then become clearer.

Third, improve decision-making efficiency

Instead of debating “Should we add this feature?”, the team can return to three questions: Do users have this problem? Is it important? Does our solution solve it?

The logic of scenario-driven product strategy: reconstruct the scenario → identify needs → assess priorities → design a solution → make trade-offs → build a product portfolio.

Product strategy is not about doing more; it is about spending limited resources on users’ most important needs.

2. How does scenario strategy drive brand strategy?

Products solve problems; brands shape perceptions.

Brand strategy needs to answer two questions: When will people think of you, and why will they choose you?

The role of scenarios is to turn the value created by a product into brand perceptions that users can understand and remember.

2.1 Derive shared value from specific scenarios

Products solve problems in specific scenarios; brands distill the shared value underlying different scenarios.

Extended range, six seats, a large SUV, a refrigerator, a TV, a big sofa, and a queen seat all address individual needs in specific scenarios. But behind them is one shared need: taking good care of the whole family.

Li Auto's idea of “creating a mobile home and creating a happy home” essentially brings different family scenarios and different product capabilities together under the shared value of “home.” Product value is a collection of individual benefits; “home” unifies these product benefits into a single brand value.

The logic from scenarios to brand is: different scenarios→shared needs→shared value→brand perception.

A brand does not tell a separate story for every scenario. Instead, it identifies the same value across different scenarios and communicates it consistently and clearly.

2.2 Users “think in scenarios and express through the brand”

Users develop needs in specific scenarios and then turn to brands to find answers.

Li Auto can represent “family,” but it also needs to extend into specific scenarios such as family outings, weekend trips, and long-distance road trips. As these scenarios recur and the brand remains visible, a lasting association between “scenario→brand” is ultimately formed.

Valuable scenarios are ones everyone wants to compete for. Our goal is to become the most specialized brand in each such scenario.

The goal of a brand is not just to be remembered by users, but to come to mind when they need it.

2.3 Scenarios amplify value: usefulness + emotional appeal + expression

Take Li Auto as an example. Functional value means there is enough room for the whole family to sit comfortably and travel with peace of mind. Emotional value means feeling reassured and at ease. Identity value means being seen by one's family as someone who knows how to care for them.

When the same product capabilities are placed in specific scenarios, the question shifts from “What features does the car have?” to “How do these features make me feel?” and “What do these features make me look like in the eyes of others?”

Functional value is about the task, emotional value is about oneself, and identity value is about others.

2.4 Three criteria for choosing a scenario: users want it × competitors are weak in it × we are strong in it

Users want it: Is this a value users genuinely care about, and can it influence their choice and willingness to pay?

Competitors are weak in it: Have competitors already claimed this space, or are they talking about it without actually delivering?

We are strong in it: Can the company consistently deliver through its products, technology, and services, rather than relying on marketing claims alone?

2.5 The core of brand strategy: getting people to buy from you and pay more for it

A scenario-driven brand strategy ultimately addresses two business objectives: getting people to buy from you and pay more for it.

First, improve communication efficiency so users are willing to buy from you.

Build clear awareness through scenarios so users can quickly understand who you are, what problem you solve, and why they should choose you. The lower the effort required to understand, the more likely they are to choose you.

Second, improve pricing power so users are willing to pay more for you.

Through product, emotional, and identity value, help users perceive how you differ from other brands and become willing to pay more for that difference.

3. How does scenario strategy drive marketing strategy?

Marketing addresses two core challenges: reaching and converting people—finding the right audience, saying the right thing, and prompting a purchase.

The value of scenarios is that they help marketing answer three questions: who to speak to + what to say + where to say it.

But reaching users is not the end goal. Ultimately, marketing must move users from developing a need→understanding value→believing in the product→taking action to buy.

Scenarios are the entry point for marketing; purchase is the outcome.

3.1 Scenarios determine who to speak to: find people with a genuine need

The same person can have different needs in different scenarios.

Take drinking coffee. On a weekday, when rushing to work, convenience, speed, and price matter more. On the weekend, chatting with friends, the setting, atmosphere, and experience matter more.

The person has not changed, but the scenario has—and so have their needs.

So marketing should not only ask “Who is this person?” but also “Why do they need this right now?”

Age, income, and occupation help us find people; scenarios help us find those who have a genuine need at this moment.

User profiles answer “Who should we speak to?”; scenarios answer “When should we speak to them?”

3.2 Scenarios determine what to say: from need to belief

Good marketing content does not simply list selling points; it moves users through three steps: Why do I need it?→Why should I buy from you?→Why should I believe you?

First: Why do I need it? Activate the need

First help users recognize their own problem, rather than showing them the product. The more specific the scenario, the easier it is for users to relate to it and think, “That's exactly me.”

Snickers' “You're not you when you're hungry” is a classic example.

Instead of starting by talking about chocolate, it focuses on the scenario of being hungry and not feeling like yourself, then presents the product as the solution.

Second: Why should I buy from you? Turn selling points into reasons to buy

Users do not care about what you have as much as they care about how it benefits them.

A spacious interior is a selling point; having enough room for the whole family and their luggage is a reason to buy. Extended-range technology is a technical approach; being able to take the whole family on long trips without worrying so much about recharging is a reason to buy.

A selling point is what a company has; a buying point is what the user gets.

Step Three: Why Believe It? Provide RTB

Even the best explanation of value is useless if users don’t believe it. If there’s plenty of space, show users the actual passenger and cargo space. If recharging is convenient, prove it with real travel experiences. If the product delivers good results, provide relevant data, tests, or user evidence.

Needs help users relate, buying points make them interested, and RTB makes them believe.

The complete logic of scenario-driven content is: activate needs → explain value → provide evidence.

3.3 Scenarios determine where to communicate: Go where the users are

Scenarios determine not only whom to address and what to say, but also where to say it.

Focus on two questions: Where are the target users? Whom do they trust?

First, go where the users are to reach them.

People in different scenarios gather on different platforms, in different types of content, and in different offline spaces. Don’t just look at which channel has the most traffic; look at where your target users are most concentrated.

The key to choosing a channel is not “where are there the most people?” but “where are there the most target users?”

Second, find someone the users trust to speak to them.

The people who influence users also differ across scenarios. For parenting and baby-care scenarios, find parenting and baby-care KOLs; for outdoor scenarios, find outdoor KOLs; for workplace scenarios, find workplace KOLs; and for professional decisions, find the relevant professional KOLs.

When choosing KOLs, don’t just look at their follower count. Consider whether their followers are the people you want to reach and whether they are qualified to speak about the scenario.

The logic of scenario-driven channel selection: Where are the users? → Go there to reach them. Whom do the users trust? → Find that person to speak to them.

Choose the right people to reach through channels and the right influencers as KOLs.

Summary

The three corresponding relationships between scenario strategy and product, brand, and marketing strategies are:

1. Scenario → Product: How needs become offerings.
2. Scenario → Brand: How needs become awareness.
3. Scenario → Marketing: How needs become action.

Scenarios answer why users need something; products answer how to solve the problem; brands answer why users should choose you; marketing answers how to prompt users to act.

Scenario strategy is the path; business results are the goal.