With 3 million new users in 4 months, how to use data to drive the growth of mini programs?

This article shares specific cases of mini program growth, including how to build a growth team, how to cold-start a mini program, and how to handle the tough battle after launch. It is worth learning.

Today, I mainly want to share some specific cases of mini program growth, including how to form a growth team, how to cold start a mini program, and how to fight the tough battle after the launch. I hope my sharing can be of some reference to you.

1. Establish a Mini Program Growth Team

1.1 Product deployment - Positioning of mini programs

Because we have many product ports, including web pages, apps, and mini-programs, we need to first clarify the positioning of each product end when forming a growth team.

The different products (including functions and activities) in a company are like the military of a country. We can simply divide us into military advisors, generals and soldiers. Only by performing their respective duties can we promote overall growth.

• The data team should be the military advisor, plan the strategy and grasp the direction;
• Generals need to play a role in different battlefields, just like the different ports in a product;
• Soldiers refer to various functions and activities in different battles.

For Internseng, our core battlefield at this stage is on the App side, and the purpose of peripheral product ports is to divert traffic to the App. Therefore, we position the mini program as a channel to divert traffic to the outermost circle of the entire product, with the purpose of attracting new customers, just like the soldiers standing at the front during a march and battle. Therefore, for mini programs, we will continue to use various activities to trial and error.

1.2 Build a Growth Team

Every company has a marketing department, and we all believe that the responsibility of the marketing department is to increase user growth. But in the past, the marketing department of Xingshiseng was separated from other departments. When faced with growth tasks, products and R&D were not very concerned and lacked a common goal. Therefore, we separated the marketing, R&D, operations, and product teams from the horizontal functional departments and reorganized them into vertical organizations.

First, we push the team to the commanding heights, and everyone serves growth, but the focus of the service is different. Secondly, we established a growth team with operations, marketing, products, and R&D as the core, and divided it by product lines. Finally, we broke up the horizontal functional departments and formed three cross-functional PDT (Editor's Note: PDT stands for Product Development Team) teams. Each team is responsible for a different port, and everyone's core task is to achieve growth. After the reorganization of the team, we can carry out more refined operations on data. Here I mainly want to emphasize two key points:

1. Establish a clearer core user portrait. Find more direct and accurate demand points to make new customer acquisition more elegant;
2. Shorten the time it takes for users to achieve their key core demands, thereby increasing their dependence on the product. For example, for a recruitment software, if a user needs to spend 30 days to find a job, he will definitely not use it again. If a user can find a job in 2 days, I believe he will recognize this product.
3. Once the team members and work goals are determined, subsequent growth work can be carried out more smoothly.

2. How to cold start a mini program

The entire growth process is actually a relatively long and highly complex campaign. So how do you cold start a mini program? In fact, there are not many lofty principles here. They are often very simple things, but only by doing simple things well can you achieve satisfactory results. The actual implementation of the trainee monk is very simple - sending red envelopes. The more groups a user shares in and the more groups he signs in, the more red envelopes he will get. It's very direct.

Will this fail to attract core users? I think the answer is yes. There must be some people who are trying to take advantage of the situation just for the red envelopes. They will not add any value to your platform at all. However, we think this has two effects:

• Test the waters to see if this method works and whether red envelopes can stimulate people to share;
• Build momentum and create a potential energy in the group, telling everyone that the more they contribute in the group, the more they can get.

Therefore, the goal of this small cold start campaign is not to attract new users, but to create momentum. The maximum number of people sharing in a single day reached 140,000, the number of shares reached 550,000, and the number of new users sharing reached 170,000.

3. How to fight the continuous offensive battle of mini programs

We might as well compare fighting a tough battle to falling in love. At the beginning, you must take the initiative to attract others, but what specific things and methods should you use to attract them? This brings us back to the most fundamental question: what are the core demands of your users?

3.1 Where to start the growth battle?

Find the core demands of users, use these demands as stimulation points, and continue to satisfy these stimulations to constantly "seduce" users.

For example, in a recruitment scenario, what do users want?

• Increase the number of times you submit your resume
• Provide an opportunity to revise your resume
• Training courses available

Only by meeting these core demands and converting users from mini-programs to apps can we achieve a phased victory.

3.2 How to measure whether a phased victory has been achieved?

My point of view on this issue is: you must take it out for a stroll, which means you must share it. If you always share within your own user pool, it will eventually be exhausted at some point in time.

I believe everyone understands the concept of sharing, but how can we share more effectively? Here’s what we do at Internship Monk:

• Find platforms where users are active. For example, users of Xingshiseng are more active on platforms for learning languages, doing sports, and socializing;
• Cooperate with these platforms and resource providers to attract users to use products;
• Use continuous actions to continuously stimulate users, carry out the next round of sharing iterations, and form a closed loop of growth.

In the end, our mini program took 120 days and cost less than 500,000 yuan to gain 3 million users. The acquisition cost of a single valid user with a resume completeness greater than 60% is less than 4 yuan.

3.3 How to improve the retention of new users?

The last point I want to share with you is that any growth that is not aimed at increasing core user retention and activity is rogue.

We talk about attracting new customers and growth every day, but what is the core purpose? It is not to attract new users, but to increase the retention and activity of core users. So, I have just discussed with you how to grow mini programs. Next, I would like to share with you how to achieve retention.

The indicator we pay most attention to when it comes to retention is the effective conversion rate. This actually comes from a simple mathematical formula: the last effective user = new users × conversion rate of each link. Let’s take a look at the results first: In September (before any conversions were made), the average effective conversion rate was 12%. After the revision, the conversion rate increased to 16%, with the highest reaching 23%.

Our specific implementation idea is to start with the scenario of filling out resumes and continuously provide incentives to users. When the user's resume is 30%-40% complete, we will tell him what positions his seniors and juniors can apply for by filling out this resume; and after they have enriched their club, extracurricular and internship experiences, which companies they have successfully joined.

Let users know that as long as you fill in more, you will have a greater chance of getting a better job opportunity. When the user completion rate reaches 60%, we will prompt your classmate which company he went to this year, which company he went to after changing jobs, and how much his income increased.

By comparing him with similar groups around him, he can be stimulated to better improve his resume. Simply put, it is to target user usage scenarios and allow them to see hope and taste the sweetness in stages. After all, for a company, the more data it has, the better. Finally, I would like to give you four words: start with appearance, focus on efficiency, last for value, and be loyal to the brand.

I hope all my colleagues can make good products based on these core demands.

Source: GrowingIO