What should operators do before and after the App is released?
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This article is my own summary, which is suitable for students who have just started to operate App. If unfortunately there is no one to guide you, you will not be completely in the dark before and after the release. Operations experts can take a look at the subtitles and help supplement them. 1. When the App is a brand new product, operations need to intervene as early as possible. I often hear colleagues say that for some product developers, when they make product features or make some changes, operations are the last to know, even later than users. I have encountered this myself. You can complain, but it’s useless. If you encounter a team with poor information synchronization, then the operations team should be more proactive. After all, most of the blame for poor data will be placed on the operations team. (1) Understand the purpose and target users of the product, have a clear idea in your mind, and filter out unreliable ideas. As long as the product is not made on impulse, the boss or product manager will generally have expectations for it, that is, "what it will look like in your imagination." Many times, operations personnel will feel that the decision-makers’ ideas are unreliable. When I first started working in operations, I argued with my boss until I was red in the face. Now I think it was stupid. Firstly, if I met a stingy boss, I would be setting myself up for failure. Secondly, the boss might really be able to see things that you can’t. So why not trust the judgment of your companions. But, it is very obvious that unrealistic ambitions must be avoided, otherwise it will only dig a hole for the operation itself. For example, if the boss tells you that when the product goes online, it must attract tens of thousands of users, go viral on WeChat Moments, and spread like a virus, and that the product's tone must be fresh and simple, with substance, and also hope to be joyful and shameless, I can frankly say that I can't do it. . . who can who up. . . (2) When the decision maker is unsure about the above question, find out whether it is necessary to conduct a demand survey or market survey. I once experienced an "Android lock screen software". When determining the target population, the bosses were a little uncertain, but they also felt that occupying the entrance to the mobile phone was very important and it was a strategic product. Therefore, we conducted a relatively large-scale survey at that time. We went to some universities through the company's campus marketing channels and collected about 200 questionnaires by various methods. Then we conducted a questionnaire survey on people with lower cultural levels, such as chefs in the campus cafeteria, security guards, cleaners, and supermarket cashiers. We also selected a dozen users from the students and young workers who we "imagined" might be the target population for in-depth interviews. Later we made a surprising discovery: people with lower cultural level and younger age have no demand for lock screen on Android phones. They think lock screen is too troublesome and the content on the lock screen is too heavy. Most of them also think that lock screen is a factory setting of the phone and do not know that the setting can be changed. So later we gave up on this group of people. (3) Release time and rhythm, and prepare materials. Release time: This is very important. It’s really annoying to see the launch date being delayed again and again. The release time is related to the start time of the promotion, the selection of promotion gimmicks, the activity planning of the operation, etc. Release rhythm: small-scale experience? Grayscale? Officially launched? Small-scale promotion? Widespread promotion? For each different rhythm, operations require different things to be done. For example, for a small-scale trial, do we need to recruit 50 angel users? Should the grayscale version be launched on one or two channels with moderate traffic? Material preparation: external advertising materials, app store screenshots and other materials, event page preparation, PR soft article writing, and other various copywriting preparations. (4) Important content for the next 1-2 version iterations. I personally think that it is very taboo to change the direction repeatedly when developing products. At least you should know the product direction for next quarter this quarter. If you change direction and focus every few days, you will waste a lot of development and operation energy, and it will not be conducive to early preparation for operations. The more thorough the preparation, the better the effect that can be achieved. But in fact, in many startups and small and medium-sized companies, sometimes a function is launched, but the leader has already decided that the product needs a major revamp. (5) Sort out and categorize operations-related work so that you can become more efficient through practice and let your boss know what you have contributed to the version. This is the operation team's own business. Generally, a new product does not have a complete operation team. It may be supported by 1-2 people, so the work will be extremely trivial and scattered. One fatal flaw is that you are busy as a dog every day, but you don’t organize the summary and report. At the end of the year when it comes to salary increase and promotion, the boss says that you don’t seem to have any achievements. . . (Because most products will perform mediocrely, it is quite difficult to catch up with products that are advancing by leaps and bounds...) 2. When the App is a mature product, operation will be easier, but you will also lose more freedom. Mature products have been in operation for a long time, and the operators have long since figured out a set of release processes, ways to cooperate with other teams, and potholes that need special attention. Newcomers can just follow the steps. Particularly complete mature products even have various archived documents for newcomers to get started quickly. But, the other side of the coin is that it is not easy to innovate. Whenever you want to do something that is not in line with the "rules", there will be friends who will tell you "We have always done it this way before", "We have mentioned this a long time ago, there is nothing we can do", etc. (1) Understand the major updates in this release. It is convenient to respond to user feedback in advance; it is convenient to coordinate activities; it is convenient to clarify the focus of operations. (2) Confirm in advance whether operational activities are required. The coordination of activities needs to be prepared in advance: if it is a text-based activity such as posting, it can be done in minutes; if it is an H5 page activity, depending on the functions on the page, it usually takes at least 2 weeks to be reserved for visuals, development and testing; in addition, you must understand the purpose of the activity, is it to cooperate with channels to attract new users, or to cooperate to accept new users, increase daily activity, and improve retention? This also determines how the activity is designed. (3) Data collection, verification methods, and judgment criteria. Think about how to write the version analysis before publishing. Confirm with the product manager and boss in advance what functions and data you want to verify in this version. For example, if an App adds a new "Friend PK function" in this release, then the boss will definitely want to know whether this function is popular with users, how users use it, whether it can be judged whether this function is successful or not, and by what criteria. So, please pay attention to a few things: data points (you can't do statistics without data points...), verification methods (compare the data of the new and old versions? organize user feedback? Questionnaire survey?), judgment criteria (what churn rate is considered a failure? What is the industry level?) (4) User feedback processing: Usually the feedback burst period is within 1 week after the release. F&Q for major updates can be prepared in advance, which is especially useful when user feedback surges in the first week after the release. If it is a large company with a dedicated customer service team, customer service needs to be trained to a certain extent. At least they should know what this function is and who to transfer the user to when they cannot answer. (5) Version analysis report. This is after the release. We usually start analysis one week later, which mainly includes two parts: quantitative analysis + qualitative analysis. Quantitative analysis is objective data. How rich the data is and what conclusions it can support depends on the level of detail of your early point placement and the formulation of early verification methods. As I said before, think about how to write it before publishing it, otherwise you will find out that you are missing data when you are writing it, which will be a tragedy. Qualitative analysis is generally user feedback, and some may include some questionnaire results analysis. For how to organize user feedback, you can refer to my previous article "Basics of User Operation: Handling User Feedback Well " . Users are one-sidedly confused, but they are also the most real and fundamental, so we need to look at both sides. Good user feedback organization is distillation and thinking, not portership, which can help product decision-making for the next step or even the next stage. As for the questionnaire, I will write it later. It is generally difficult to form such a version analysis report for a brand new product: 1. The positioning of the new product may not be clear and may change; 2. The number of users is small, and the sample size is too small to have reference value; 3. Speed is important nowadays, and many times new products will be launched with many flaws. Just imagine that you promote a young girl with fair skin and beautiful looks, but due to limited resources and time, what you finally give users is a girl with rough skin and messy hair, and then you ask the users what they think. . What do you want users to say? . The complete form is easier to judge, but the juvenile form is harder to say. （6）Understand the important content of the next 1-2 iterations of the product. It’s still a question of lead time. Before some major functions are launched, operations need to spend a long time preparing. Especially for brand new products, they even have to start by recruiting trial users. The cold start is very difficult, and the channels to be selected and the required quantity must be made clear early on. APP Top Promotion (www.opp2.com) is the top mobile APP promotion platform in China, focusing on mobile APP promotion operation methods, experience and skills, channel ASO optimization ranking, and sharing APP marketing information. 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