What is the difference between product promotion in large companies and small companies?
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On a large platform like Baidu, it is relatively easy to acquire traffic and users. I remember that a webapp promotion position can bring 8K-12K new activations every day. There are at least 3-4 positions like this. Although the scale of different positions is different, 20,000-30,000 new activations every day is easy to achieve, and this is just the situation I encountered. In this context, the focus of new customer acquisition efforts is on how to better utilize and secure these resources. For example, improving conversion rates through promotional materials and accurate display, even if it can only increase the conversion rate by a few thousandths, the effect will be very obvious. For example, if you want to find ways to obtain more such resources, you will inevitably have to present facts and reason with your boss and colleagues. This is a normal competition for resources within a large company. You must have convincing reasons to obtain the corresponding resources, and the boss will also look at the results. For a new product, it is a good thing to have such resources, which can help quickly expand the user base. However, it will also cause operations colleagues to be caught up in a battle for resources, which will limit their way of thinking and vision, and they may even become addicted. If you put yourself in their shoes, you can understand it. You spend a lot of time planning an event, which requires all kinds of support from products, technology and bosses. It takes at least a week from preheating to the end of the event, but the final effect is not as good as the number of new users brought by a promotional spot in one day as mentioned above. The disadvantage is that too much attention is paid to numbers rather than users themselves. User experience and feedback seem insignificant in the face of these huge numbers, and don’t seem worth spending much thought on. In fact, this is completely "forgetting one's roots". When we are making a user product, the user's needs and experience are the most important, and the value that the product can bring to the user is the most important. If this is ignored, it may lead to problematic decisions of the entire product and operations team and deviate from user needs. However, because the resources are so powerful and there is a constant influx of new users, the existing problems will be covered up, and a vicious cycle will gradually form, and the problems will become more and more serious. Even if there is retention data to monitor, it may not necessarily provide real feedback on problems. For example, if the next-day retention rate is 40%, it does not mean that your product or operation is good. There is no strict causal logic here, and there are many factors that are affected. This is the problem that large platforms with resources will encounter. The principle is a bit like "people will become bad when they have money." Because when people are poor, they don’t have the capital to learn bad things, and the environment around them is relatively simple; when they have more money, the environment changes, there are more choices, and the possibility of making wrong choices is greater. The problems faced by large companies sound a bit complicated, but are small companies necessarily "small and beautiful"? Of course not. The first thing small companies face is the pressure of survival. To survive first, this means having expected user growth or revenue. Moreover, there is not much time left for small companies. After all, investors want to see returns and will not let you support a slow company. So, how should small companies increase their user base? In theory, there are three ways: Method 1: Hold the thigh Get some kind of in-depth cooperation with large-traffic platforms and then direct traffic to yourself. A little bit of scrap resources from a large platform can be of decisive help to a small company. This cooperation model is definitely valid in theory. Large platforms hope to integrate the resources of small platforms in various vertical fields and continuously provide professional content that they are unable or too lazy to handle; small platforms hope to use their own professional content in exchange for large platforms to direct traffic to them. However, many specific issues will affect the effectiveness of cooperation, such as the degree of commitment of both parties, communication costs, etc. It is rare to ultimately have a very pleasant cooperation and a true win-win situation. Generally, the interests of small companies are harmed, and large platforms are the dominant party. Specifically, many top companies in vertical fields want to cooperate with large platforms, but from my experience, some cooperation models cannot bring predictable and scalable benefits to small platforms, the input-output ratio of the cooperation is problematic, and the resources contributed by both parties are not equal. The big platforms said: Hey, give me your core content. I am not as professional as you, nor do I have that much energy to work in these vertical fields. I can add your logo at this and that position on the page to direct traffic to you. The PV of this position of mine can be in tens of millions a day. The small platform said: Okay, okay, I’ll give it to you right away. I also hope that there will be deeper cooperation in the future. After all, this is just the first step. In fact, for the big platforms, they didn’t think about any deeper cooperation at all. They just wanted to get some professional content this time. For the small platforms, they also knew that the so-called tens of millions of PVs would not reach them much in the end, and few people would click on the LOGO, so don’t expect much traffic. But there is no other way. This is the only way to get close to him, so I can only compromise. When I was at Baidu, a partner with whom I had a good personal relationship said: This is our most core content resource, and this cooperation must continue for a long time. You can't just quit halfway like the guy from Big Search! Obviously, she actually felt that this cooperation was not very reliable, but she had no choice but to agree to it because there was no better choice. Method 2: Word of mouth This term has been around for a long time and it feels like nonsense. If there is a word-of-mouth effect, there will certainly be self-propagation, but the question is how to make it happen. The word-of-mouth communication I am talking about here refers to the communication direction and process from upstream to downstream of the target user group, from early adopters to followers, from core opinion leaders to extended onlookers, emphasizing the communication direction and process from top to bottom and from inside to outside. Therefore, the operational strategy is to first capture the trend-setting and influential opinion leaders, find them, introduce them, and serve them thoroughly. After such people choose your product, they will slowly influence others downward and outward. In theory, the speed of this spread will be geometric, thereby increasing the user scale of the entire product. The difficulty of this model lies in the cold start, which will encounter the chicken and egg problem. When a product is just launched, we first look for KOLs to serve as the source of word-of-mouth. However, new products have no onlookers, and opinion leaders have no one to lead. They are faced with a blank sheet of paper, and the product cannot provide them with value, so there is no reason to continue. On the other hand, if a product does not have such a KOL, it is even less likely to attract onlookers. It is also impossible to first attract a large number of onlookers and then wait for kols to move in. This logic is wrong. The only solution is to start with kol, to find the non-top people who can be dealt with in the early stage, and knock them down one by one, to strive for a success rate. After you have collected a certain number of likes, you can then invest a little money or resources to get a few top KOLs, and your campaign will basically be complete. Then consider how to package and utilize them to attract a larger number of onlookers. To do this well, operators must have a very good understanding of this group, including individual attributes and the rules of the game. Only in this way can you know who is the most powerful among these people, which factions they are divided into; who has a good relationship with whom, and who has a bad relationship with whom; where to find such people, what their needs are, what they like, what they despise, etc. I personally think this is the most difficult part for operators. Because in most cases, the work done by operations personnel is not necessarily the area they are most familiar with; even if it is a familiar area, always putting themselves from an operations perspective rather than a user perspective will lead to a distorted view of the problem. If this can be done well, other subsequent problems can be easily solved. There are many specific forms of operation, such as online and offline activities , community operations , content planning, popular videos, etc. These are just forms to achieve the goal, and the overall idea is word-of-mouth communication. Method 3: Paid delivery Paid placement in channels only serves as a booster, provided that the product is valuable to users. This principle is a bit like VC investing in a project. First, the project must prove that its model is feasible, and then the VC will appear to provide funds and resources to expand the scale based on this model. For example, I have the technology to plant trees and I hope to build a forest. Then I will plant 3 trees to show the VC to prove that this technology is feasible. As long as more people come in and continuously replicate this technology, thousands of trees can be planted. So, first of all, I have the technology to plant trees, and VC just allows more people to use this technology. This is a logical relationship of sequence and cause and effect. You can't use money to hire a lot of people and then study the technology of planting trees. The principle of paid delivery is the same as the above case, which is to spend money to expand the scale. You just need to make the product good first, make it valuable to users, and have a stable retention rate , and then go to the market channels to make paid placements. Mobile application product promotion service: APP promotion service Qinggua Media advertising This article was compiled and published by @韩叙 (Qinggua Media). Please indicate the author information and source when reprinting! |
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