How to create a super user? Let’s clarify 3 points first!

Creating super users is not just a slogan, but a necessary path for companies to succeed in an era of rising traffic costs. The thinking and framework provided in this article will give readers a context to follow in strategic planning and operational management, from acquisition to replication to operational management, and step by step to building their own super users.

With the term super user becoming popular, everyone is no stranger to this idea. However, when it comes to how to create a super user, most people still have no idea. Take the common example of pursuing girls, which is the same as creating a super user. First of all, the first impression is definitely the most important. Only by leaving a good impression on girls can there be a chance of further development. Every subsequent meeting can not be careless. After all, girls are always evaluating whether you are considerate, humorous, and have a good personality. Therefore, you must ensure that this process is particularly pleasant and satisfying, so that you can win her heart step by step.

Back to the topic, to turn ordinary users into super users, you must start by leaving a good impression, and then gradually develop a passion for the product after users have accumulated enough likes. But the question is how can companies achieve this path? Taking the example of pursuing a girl, you must do your homework beforehand, such as understanding what the girl likes and cares about, so that you can cater to her preferences and arrange a suitable meeting place, activities or topics. Afterwards, you should find an opportunity to ask her whether the restaurant you ate at was good or whether she liked the movie , so that you can keep improving.

For enterprises, this plan to pursue girls is the so-called " user operation ". The essence lies in deeply understanding users, planning ideal experiences according to their preferences, and constantly optimizing. Such refined operation methods can help enterprises gradually build their own super users from 0 to 1. This article provides some thinking directions and execution methods for enterprises that are exploring super user operations through the following three questions:

1. Who is the super user?

To create a super user, you must first know who the super user is.

When discussing the core difference between super users and ordinary users, we have to talk about the term Life Time Value. The value that super users can bring to a company is not limited to consumption and purchasing power. It should also include their willingness to give feedback to the company, actively build word-of-mouth, or actively share and like actions in their lives. These cannot be measured by price, but can bring substantial contributions to the company in various aspects of operations such as brand value transmission, product innovation, and marketing promotion . This is the core value of super users.

NPS (Net Promoter Score) can help us find super users accurately. As an indicator of user loyalty , NPS has been favored by major companies in the global and domestic markets in recent years. The reason is that NPS has a certain degree of discrimination in measuring loyal users and the commercial profits they bring. Using this indicator to group users, we can divide them into recommenders, neutrals and critics. Among them, recommenders are very likely to repurchase and recommend to others, which are the super users we are looking for.

Combined with qualitative research, we can gain a thorough understanding of them

There must be a reason why super users are super users. Maybe it is a touching service experience, an unexpected surprise, or maybe the product just solves his long-standing troubles. As long as we find the real reason behind it, we have the foundation for creating super users. Therefore, the goal of this stage is not only to circle out super users, but also to understand them thoroughly.

In terms of implementation, you can use the experience blueprint tool to sort out the current experience status, as shown in the figure below. The experience blueprint is composed of scenarios, customer needs and experience elements. It is recommended to use qualitative research to explore and deconstruct the complete profile of users, take stock of the full touchpoint experience based on users' actual behaviors and experiences, and then combine it with quantitative research to draw a complete experience blueprint.

Take the Taiwan market as an example

At this point, the question you may have is, why do we talk about experience blueprint instead of user journey? As user experience evolves, the user journey, which explores user behavior in a linear way, is no longer applicable in today's era. Currently, user behavior is becoming scenario-based, fragmented, and complex. Behaviors at different stages of the consumer journey are often repetitive and incoherent. Take online shopping as an example. Users may not necessarily want to buy clothes only after seeing advertisements. They may see clothing recommendations from influencers in other channels , or they may think of buying clothes for travel when buying air tickets . In addition, users nowadays may consider or evaluate the goods only after receiving them, and return them if they don’t like them, unlike in the past when they would consider before buying. User behavior has become more unpredictable with the Internet .

Therefore, the experience blueprint is extended from the user journey map, adding the concepts of "scenarios" and "experience elements". The scenarios are not linearly connected, but interconnected. From a global perspective, all details from product use to service experience are reviewed, which can better explore user needs and behaviors in all aspects, and is more suitable as a tool for service process optimization or innovation execution.

Through quantitative research of big data , we can fully describe the user profile

The above-mentioned qualitative research goes in depth, while combined with the quantitative research of big data, it goes in breadth, exploring the needs and preferences of users in life, including food, clothing, housing, transportation, education, family, work, and love, helping companies to have more comprehensive and rich input in the portrayal of user portraits and find opportunities for innovation.

In practice, you can use tools such as crawlers to piece together and analyze the clues left by users on the Internet, and then find innovative opportunities suitable for combining with your own products/services. The key is to extend your focus to the people and things that users are interested in in their daily lives, rather than just focusing on the popularity or reviews of existing products on the Internet. The following three ideas are provided with crawler applications as the core:

(1) WHERE: Where is the target customer group?

In order to ensure that the mined data has reference value, we should first determine whether the platform for performing the analysis meets the conditions for the target audience to visit, such as whether the XX forum has a sufficient number of active target audiences, etc. Next, we should comprehensively consider the richness of the channel content and the feasibility of collecting data to select the most indicative and reference-worthy platform for analysis.

(2) WHAT: What does the target audience care about?

The next step is to determine the content to be explored, that is, the issues that the target audience cares about most in their daily lives. If the target audience is white-collar workers, they may care about real estate, the job market, investment , etc. It is recommended to start from the perspective of the target audience and summarize all aspects or themes suitable for exploration.

(3) HOW: How to connect with business?

Among all life topics, the one with the greatest business opportunities is not necessarily the one that attracts the most attention from the target customer base. For example, after analysis, it is found that the life issue that white-collar workers care about most is food, and they are concerned about how to eat healthily and with quality. However, if you are a tobacco and alcohol merchant, then it may not be feasible and effective to innovate in this direction or to combine with other industries.

In other words, in addition to finding out the issues that the target customer group is concerned about, it is also necessary to consider the market size, the correlation with the product, feasibility, etc. Therefore, when performing various aspects of analysis, one or more appropriate commercial indicators should be added for screening and priority sorting. Finally, based on the analysis results, the one with the highest priority will be used as the input for future innovation.

Take the two-dimensional cross-analysis results of a past crawler project as an example

2. How to copy more super users?

Traditional Membership System vs. Innovative Membership System

After deeply understanding our super users from the two dimensions of depth and breadth, the next thing to think about is how to replicate more super users, which is our ultimate goal. As mentioned earlier, the path for ordinary users to become super users is from liking to loving, so replicating super users requires a series of services and experiences.

In this process, the membership system plays an indispensable role. It is worth noting that the membership system mentioned here is different from the traditional membership system. The "traditional membership system" focuses on existing members, often using points or redeeming prizes to maintain member stickiness and activity. Since its implementation, it has been severely homogenized and the effect has been very limited.

The improved "Innovative Membership System" covers all stages from potential users to loyal users. In terms of service and experience planning, it aims to maximize the user's lifetime value. It not only pays attention to the user's consumption and purchase, but also encourages users to make more diversified contributions through the connection of life scenarios and interactive experience design, such as sharing, liking or recommending. The purpose is to give full play to the user's influence in marketing promotion , sales, product innovation and other aspects.

Three core elements of the innovative membership system: rights, tasks, and growth paths

The key to the success of a membership system lies in whether the services and experiences provided are worthy of members' continued efforts. Therefore, the first core element is "benefits", which refers to a series of services and experiences. They should be planned based on the insights obtained in the anchoring stage, as shown in the figure below. It is suggested that in addition to rational incentives, emotional incentives should be added. Take the hotel industry as an example. They will surprise you with a cake on your birthday or wedding anniversary. If they find you have a cold, they will ask the kitchen to make a cup of ginger tea or rock sugar and snow pear and send it to your room. These services do not require too high a cost, but can surprise and move members, and make them more loyal.

With rights come obligations, so the second core element is the obligations that members must fulfill, which we call "missions." The design of tasks should start from the company's business goals, such as expanding the number of members, improving activity or increasing average order value, attracting traffic between ecosystems, etc. As shown in the figure below, taking the goal of expanding the number of members as an example, tasks can be to assist in forwarding, recommending, or participating in interactions. It is recommended to add gamification elements to the packaging so that members can complete tasks more actively and happily.

In order to maximize members’ perceived value of the company, rights and tasks must be allocated in a progressive manner so that members can feel that they are growing but will not reach the ceiling all at once. Therefore, the third core element is the “growth path”, as shown in the figure below. The key to designing a growth path is membership level. Common forms include level, points, VIP, ranking, etc. Generally, one or two types will be selected for planning based on the company's business goals and industry attributes, allowing members to climb up step by step, gaining rights and interests while also creating value for the company, forming a mutually beneficial situation.

3. How to operate for a long time and achieve results?

Understand user reviews through the NPS model

After planning a membership system that can create super users, the company’s biggest concern should be how to operate it for a long time rather than just being a flash in the pan? To address this issue, companies need a mechanism to ensure that the membership system can be continuously iterated and optimized. It is recommended to use the NPS indicator to execute quantitative questionnaires and regularly collect user feedback as a basis for iterative optimization. Due to space constraints, the following only briefly introduces three commonly used NPS models.

The first type, Analytical NPS, helps companies think globally and find out which experiences or services are more critical to overall user satisfaction, so as to allocate resources and formulate strategies. The second type, Relationship NPS, continuously tracks the current experience of a company's brand, product or service, with the goal of optimizing the experience of a specific business. Finally, Transactional NPS is to understand users' opinions and evaluations of a particular experience. For example, a satisfaction survey questionnaire can be sent out within 24 hours after the user makes a purchase. If dissatisfaction is found, immediate action can be taken.

User operations will eventually involve organizational structure transformation

By making good use of the three NPS models mentioned above, you can understand user evaluations, experience status, and make continuous optimizations. However, who should implement this mechanism? Who will review the results after execution? Who drives the optimization? The actual operation relies on organizational support, so user operations will ultimately involve organizational structure transformation.

In recent years, more and more companies have introduced the "NPS (Net Promoter Score) strategy" to drive user-centric organizational transformation. In the domestic market, all groups under China Ping An, as well as Internet representatives such as Tmall , Ant Financial , Didi Chuxing and other companies have set up relevant departments to implement the NPS strategy, including designing a user evaluation mechanism with the NPS model as the core, and promoting cross-departmental experience optimization and innovation.

Introducing an NPS strategy requires long-term planning and practice. Generally speaking, it takes three stages from the initial introduction to the formation of an operational optimization system with NPS as the core. First, the entire company, from management to all employees, must trust and identify with NPS. Quick wins can be achieved by executing short-term NPS projects. In the second stage, the influence of NPS in the organization must be further strengthened. It is recommended to incorporate NPS indicators into the operating system, such as replacing other indicators such as performance or profit to evaluate all employees. In the final stage, employees must be truly enthusiastic. In addition to placing NPS at the level of business operations, it must also be infiltrated into concepts and values ​​to form a truly NPS-dominated corporate organization. The above three stages can be said to be the final chapter in achieving user operations.

The author of this article is @贝比托咨询 and it is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting!

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