How to improve user activity and retention of B-side products? Remember these 5 points

C-end products are still different from B-end products. Therefore, although there are many methodologies for activating C-end users, not many of them are applicable. Here are 5 ideas for improving user activity and retention of B-side products. I hope they will be helpful to you.

After working in B-end product operations for more than a year, I have also felt that compared with C-end products, B-end products pay more attention to logic and rules, and less attention to product design and experience.

The users of your product also look at your product with the mentality of "it doesn't matter whether the cat is black or white, as long as it can catch mice, it is a good cat". They do not value many fancy features that can increase the activity of C-end users. Therefore, although there are many methodologies to activate C-end users, we cannot use them right away.

Here are some of my thoughts on promoting user activity and retention for B-side products:

1. Let users feel the value of the product from small things

I believe that all products for B-side users have real value and can bring benefits to the enterprise. No one will make a product for an enterprise just for entertainment.

But sometimes such benefits are not so obvious, and they need to be promoted more within the product. The more promotion here does not mean talking about a lot of benefits on each product page, but telling the user what this step has brought him in a personalized, data-based way when he completes each step during the user's use.

Just like we often say when we are working or studying that breaking down a big goal into small process-oriented goals can give us a greater sense of accomplishment and more confidence in completing the goal, the encouragement at these small nodes in the product will also enhance users' confidence in the product.

For example, a product that improves work efficiency can tell users how much time they have saved each time a task is completed.

2. We don’t want to be big and comprehensive, but there is nothing shameful in expanding product functions

Many articles teach us to insist on doing the core functions of the product well, and not to try to do everything, which would result in a product that is neither fish nor fowl.

First of all, I agree that we should persist in polishing the core functions of the product, but I also think that on the basis of doing a good job of the core functions, when there is spare capacity to do some simple expansion functions, there is no need to be afraid that the product positioning will change.

By creating some extended functions with low investment, on the one hand, you can give customers a slight advantage when they compare several products. On the other hand, these functions can indeed meet the needs of some users who have such needs and can drive them to use your products more frequently.

3. Not only should customers know how to use the product, but they should also know how to use it well.

For B2B products, since their functional logic is relatively complex, new users will be trained on how to use them.

In addition to training on how to use the product, we should also organize more training on how to make good use of the product, and combine it more with real-life scenarios, so that users can make good use of the product and gain benefits, which will promote user usage and renewal.

Part of the training materials come from the ideas of the product team when designing this function, but more should come from excellent users. They may have discovered some methods that we ourselves had not thought of during use, and we can let these customers who use them well or find them interesting share them.

4. For enterprises, information is the most valuable

If a company leaves enough information with you (including employee information, customer information, document information, etc.), it will be difficult to replace other products in order to avoid the trouble of information transfer and loss.

Correspondingly, if your product has a quick and convenient function to help customers synchronize the information stored on the product they used previously, you also have a weapon to persuade users to switch products.

5. The growth system that works well for C-end products can also be used by B-end products

Although enterprises are the ultimate payers for B-side products, the real users are still employees, real people.

As human beings, we have desires, so the user growth system and point reward methods are effective. When designing rewards, some people may think that since this is a product for corporate use, the reward should naturally be given to the company, with some advanced functions or office supplies as prizes. But in fact, employees have no need to say that they want to use their points to exchange for office supplies to save costs for the company.

Therefore, the reward and achievement system should still be targeted at individuals. The rewards can be some small gifts, some industry-related online courses, etc.

If it is a tool product that requires skills, such as tabluea, Yiqixiu , etc., you can create a relevant certification system. Users can obtain certification if they meet certain standards. This certification will help them in job hunting or promotion. However, you must have a strong brand and the industry must recognize your certification system, otherwise it will easily become a joke.

The above are my immature suggestions on B-side product operations .

Now more and more companies are investing in the ToB field. Companies that used to only focus on products or sales will pay more attention to operations. I believe that the B-side product operation methods will become more and more mature.

The author of this article is @几几. It is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting!

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