What is the essence of “super user thinking” in Luo Zhenyu’s 2017 New Year’s Eve speech?

For super users, spring is here. But ordinary users should also be able to feel the appearance of sunlight and petals, so that they can find the door to "spring flowers" in the way they are most accustomed to.

In his 2017 New Year's Eve speech, Luo Zhenyu mentioned a question:

In the Chinese market, if you are a new player, how do you find your way to play?

Then a new way of playing is given: super user thinking

Old way of playing - traffic thinking vs 2017 new way of playing - user thinking

The past was the era of traffic Eden, where online stores needed traffic and offline stores also needed traffic. But as traffic becomes more and more expensive and increasingly scarce, we must move out of the Garden of Eden and move from the "hunting and gathering era (obtaining from traffic)" to the "agricultural era". How big the land you enclose is up to you, but the crops in it are what you use for food (obtained from your own farmland).

They are not clicks , they are real living users, they are your bread and butter, and yet you still dare to call them "traffic"?

Wu Sheng, founder of Scenario Lab, calls it: super user thinking.

In the process of moving from traffic thinking to super user thinking, we don’t care how many users there are. Companies should care more about how many super users there are.

If we read this passage carefully, you will find that what he is talking about is actually emphasizing the concept of " retention " in growth hacking .

If you still don’t understand, think about it again. In the many articles you read in 2017, did you see such a sentence at the beginning of some articles:

"As the demographic dividend and traffic dividend fade, market competition intensifies..."

"As the demographic dividend, traffic dividend, and capital dividend fade, more and more companies are facing growth challenges..."

These articles remind you of the importance of retention from different perspectives.

Drucker said: The mission of a business is to create and retain customers.

If a product has no stickiness, no matter how many users it attracts, they will slowly slip away like sand in an hourglass, making it difficult to achieve cumulative or exponential growth.

The "super users" mentioned in Luo Pang's speech refer to paid members, which actually involves the "revenue" link after "retention" in the growth hacker AARRR model . However, in the funnel thinking model, retention is a prerequisite for monetization. We will talk about the monetization part later.

Therefore, good retention is the basis for having super users, so the next question is: how to improve retention?

1. The “techniques” and “principles” for improving retention

1. Technique: From the logic of data analysis

It can be divided into new user retention analysis and product retention analysis.

New user retention analysis. When users first use our product, this is what determines whether they stay or leave. We basically only have one chance to showcase our products, and we must show the most valuable aspects of our products, otherwise users will be lost.

Product retention analysis. After a new user stays and continues to use your product, he will gradually discover and explore the features of the different functions of the product. At this time, we need a function to impress users and come up with new features to make users feel that your product is good. Only in this way will users stay for a long time.

2. Tao: From "funnel thinking" to " pyramid thinking "

Everyone is familiar with funnel thinking, but what is pyramid thinking? This is the redefinition of enterprise growth proposed by GrowingIO CEO Zhang Ximeng.

He believes:

First, the product must have a core value. Whether users can become loyal fans of the product, all growth should start from here, starting from a valuable service, which is the foundation of growth.

Second, we need to focus on users who are trying our product for the first time. Especially the first time user experience .

Third, recall lost users. The reason for churn is not necessarily because the product is of low value, it may also be because people are too busy and don’t remember to use it. Therefore, we can use various push methods such as SMS, email, WeChat , etc. to allow users to come back and experience our products again.

Fourth, we need to find users with needs. For example, when a user searches for a product online, it means that he has a very strong intention to use it. We can provide them with access to our products through SEO , SEM and other methods.

Fifth, find the core matching population.

The last step is to achieve brand awareness in the entire market.

Under this mindset, we start by cultivating a loyal user group from a core value point, and then continue to cultivate more core user groups by improving the first user experience. Then, we let these users who have their first experience come back to experience our products repeatedly. After they form habits, we find those users who are willing to actively use these products and provide them with precise marketing and services.

2. How can we serve super users well?

After achieving good retention, we return to the topic of serving “super users” well. The super users mentioned by Luo Pang are users who have already paid. The "revenue" link for these users lies in "renewal".

Many paid communities that were thriving in the first half of this year died in the second half. Do you think they made any profit? They have indeed gained a lot, but they have not served "good" users. I think the definition of "good" can be divided into two aspects.

1. Continue to provide value to users

For companies providing enterprise services, it means "customer success." When they sell products, they have to think about how my products can help you create value. After the customers purchase, I have to explore how I can help you create more value faster. Because users buy your product essentially to solve problems.

For individual users, I will take the community I just mentioned as an example. While paid communities are dying out on a large scale, there are also many communities that have survived and are doing better and better. Ou Chengxiao ’s community on Fenda costs ¥249/90 days; the Data Circle founded by Deng Kai, a big name in data mining and data analysis on Weibo, has upgraded its membership fee from ¥199 to ¥498; and there is also a PPT expert whom I admire very much, Shao Yunjiao, who started a paid community in March. When I first joined, I was the 800th person, and now there are more than 5,100 people.

So you see, "good" service in the eyes of users may depend more on whether you are continuously providing value to them. Moreover, this value should improve as their personal level improves, and the level of your output should also continue to improve.

2. Give super users status

I put quotation marks around the word "status" here. What I actually want to say is that you should make super users feel that they are important to you, and you will consider their feelings first when you do anything. It is very appropriate to use the "fatal question" mentioned by Luo Pang in his speech here. The title is: Bottle Cap Test.

“When you are watching a movie with your wife or girlfriend, and a good-looking single lady next to you asks you to open the bottle cap for her, will you open it or not?

If you say that the person is alone and can't open it, just give him a hand.

Sorry, no. Because your wife will be unhappy if she sits next to you.

The correct posture is this: "Wife, here is a drink, can you help me unscrew the bottle cap? Wife said she couldn't unscrew it either. At this time you say, Wife, let me help you unscrew it."

This fatal test tells you: no matter how good your relationship with your ordinary friends/ordinary users is, please pay attention to the feelings of your super users first. So if some members no longer renew their memberships, it may really be because you answered this fatal question incorrectly.

In this matter, Luo Pang said that there are two principles for the Get App:

(1) Do things that make users feel proud. It makes users feel that Luo Pang and his team are serious, and I feel proud.

When deciding whether to launch a product, we consider whether it will make users feel proud and worth recommending to friends and relatives; when we choose a teacher, we also consider whether the teacher will be proud to share knowledge.

(2) Never do anything that would embarrass users.

This is not the same thing, the latter is about us overcoming our own greed.

For example, we can pay out of our own pockets to issue coupons, but we will never discount products because previous users will be unhappy; when the advertising resources on the back of 300 million lottery tickets were given to me for free, I expressed my gratitude but rejected the resources. Because the people who need to use the lottery to change their destiny will not be the ones who get it, and we also cannot let the current users see us appear on the lottery and embarrass them.

3. Is the saying “face the super users and turn your back to strangers” correct?

Luo Pang said that only by focusing on super users can we achieve success.

How important are super users? Let’s look at the several sets of data he listed.

• Amazon 's membership annual spending is $1,300, which is twice as much as the average user.
• COSTCO loses $70 million a year if it only relies on selling goods, but earns $2.68 billion from membership fees;
• Vip Kid has 200,000 super users and its revenue is expected to reach RMB 5 billion in 2017.

Data tells us that the importance of super users may be far beyond your imagination, and they can even be said to be the lifeblood of some companies.

In 2017, I saw several companies start to guide their users to become super users.

In the e-commerce field, there are JD.com 's Plus membership, NetEase Kaola's Black Card membership, in the art exhibition field, there are Zhiyixing and V AR T, and in the knowledge payment field, there is Zhihu Live .

Luo Pang mentioned that under the traffic thinking model, everyone is competing for user acquisition, targeting unfamiliar users. With super user thinking, user retention is much more important than acquisition. We face super users and turn our backs on strangers.

Good products will have good reputation, users will spread the word spontaneously, and new users will naturally flock in.

This is actually the last link in the AARRR model: Referral. Good word of mouth will continuously bring new traffic to the product. These traffics are the recognition and gifts from super users after you have served them well, and you are passively receiving these traffics.

IV. Conclusion

But is it really as Luo Pang said, that we should turn our backs to strangers?

I don't think so.

As mentioned in Zhang Xiemeng’s “Pyramid Thinking”, after having a core user group, you also need to find users with needs.

Because this is an era where "even good wine needs to be hidden if it is not well-known" and "gold needs to be seen by others to shine."

You have a product that provides value to users and you also have a lot of “super users”.

But for new users, in addition to recommendations from friends, they should have many other ways to get to know you and find you. These super users whom you have served well are like the buyers’ full five-star reviews on Taobao , which reveal to new users that they made the right choice by choosing you.

For super users, spring is here. But ordinary users should also be able to feel the appearance of sunlight and petals, so that they can find the door to "spring flowers" in the way they are most accustomed to.

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

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