Operational Leap: How to make a three-stage rocket land on a point, line, surface and solid?

When planning a strategy for a product, we cannot avoid talking about 360 and Sogou . The three-stage rocket strategy model of their products is the most classic case in the current Internet market. "Three-stage rocket" is still a strategic-oriented term that is particularly easy to mention in the circle.

1. What is a three-stage rocket?

There are many reviews and summaries of successful business models on the Internet. To put it simply:

• 360's first stage rocket was to provide free antivirus tools . It used the free model to break the antivirus software market that had lasted for 10 years, gained the first batch of massive users, and became the most installed security tool in the market.
• The second stage of the rocket is brand upgrading, which upgrades the free antivirus tool to a secure network platform, and launches a large number of segmented products around security, antivirus and other aspects, locking the traffic firmly in its own moat.
• The third stage of the rocket is commercial monetization, which distributes advertisements through 360 browsers and application assistants to obtain business operating profits.

Sogou is also the pioneer of the three-stage rocket model. Sogou's first-stage rocket is the Sogou input method , which is built into the PC system. Achieved 70% market share. Afterwards, Sogou's second and third stage rockets, like 360, used a large traffic tool to promote browsers and searches, and then used these two models for commercial monetization.

In summary, the inspiration we can get is that the three-stage rocket is composed of:

• First level, head flow;
• The second level is to accumulate business scenarios for certain types of users;
• The third level is to complete the business loop.

We apply this strategic model to product planning, which is a strategic deployment from point to surface and then to body.

What are the points required for the second and third stage rockets to land?

Therefore, when our team reviews a product's strategic plan or develops a product operations plan, we must first clarify three points:

• The first point: First, make it clear which line the product will enter.
• Second point: To what extent can the traffic accumulated through this line be magnified?
• The third point: After the product has occupied a certain market share, how to build barriers, realize commercial monetization, and make the product a complete entity?

In the specific implementation scenario, we can look at it this way: for example, a newly launched e-commerce company attracts the first batch of traffic orders by creating a hot-selling product (summer crystal sandals for 9.9 with free shipping). After opening up the situation, we will promptly launch more relevant promotional products around the "summer" line to cover a wider area of ​​traffic. Afterwards, it expanded from summer daily necessities to other categories such as summer skin care products, gradually extending to form a whole.

3. Formulate a three-stage rocket operation strategy and learn to move from point to surface and then to form

For example: the Internet market often segments users into student users, first-tier city users, third- and fourth-tier users, urban users, mothers users, etc. In actual practice, many operators will choose a certain segment as an early entry point when doing product planning. After attracting the first batch of users, they will immediately want to start fission growth and spread to a surface. Obviously, such a rough operational plan is problematic.

As mentioned above, when the team is formulating a product operation plan, it must think about: how to find the first batch of users through the product segmentation lines? Can the market potential of this group of users be expanded to a whole area? After achieving a whole area, how can we achieve a closed business loop and make the product a whole?

When applied to our own products, we can imagine that if a new product wants to start cold in the student market in the early stage, we must think about and confirm the following questions:

1. What percentage of the industry does the student market account for? Secondly, can it constitute the right to speak (can it become an aspect of the product)?
2. What is the approximate proportion of the student market that competitors are currently encroaching on (to assess whether it is worth entering)?
3. After choosing the student market, can the product cater to the students’ scenarios and needs in terms of design, UI, and functions in the early stages?
4. What advantages does the product have at the resource level and what plans will there be at the operational strategy level to expand the users of one school to another school (or one province to another province) to form a surface?
5. After occupying a certain share of the student user market, how can we build product advantages (highlight a certain feature of our own products) and business barriers to form an entity?

Therefore, the strategic selection of points, lines, surfaces and bodies is very important. Once the points, lines, surfaces and bodies are chosen incorrectly or not planned clearly. Afterwards, no matter how you optimize product functions and improve the conversion rate of operational activities, you will not be able to achieve exponential growth.

4. Another successful case: learning from getting from point to body

The Get APP is a knowledge-based paid product for online university learning. As we all know, Get started from Mr. Luo Zhenyu ’s Luoji Siwei Public Account . The public account used the publication of audio, articles and other content as an early entry point and has been doing so for many years, attracting the first batch of loyal fans.

After gaining word-of-mouth and influence, the company launched the Get APP, which expanded its user base through key points such as famous teachers' courses, user word-of-mouth, and high-quality products, and consolidated user business scenarios.

Now, you can see that the Get APP has divided the content into different aspects. Compared with other paid learning products, which generally launch various courses online, Get follows the concept of online universities and forms college-type courses into different categories. A university is a complete ecological system that has already been formed and is in the process of forming its own body.

Is such a strategic plan from point to surface the result of the team taking one step at a time?

Definitely not. If there is no long-term plan for operations and no strategic approach to products, it will be like a headless fly, thinking about whatever it wants wherever it goes and will never achieve anything.