Thinking + sense of rhythm + refinement, see how excellent operations widen the gap with ordinary operations?
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In this article, we will talk about the difference between ordinary operations and excellent operations, mainly from three aspects to discuss how to break through low-level operations and move towards mid- and high-level operations? In operations work, the most direct determining factor as to whether you can quickly move from ordinary operations to mid- to senior-level operations of the company lies in your contribution value in this position and the contribution value you can expect when you reach your target position. If you want to make a greater contribution in operations, it is definitely not enough to just execute specific operations. In fact, mid- and high-level operations generally require three capabilities in three areas: Thinking - systematic operational thinking. The specific aspects of the systematization here will be explained in detail later. Sense of rhythm - the ability to control things. That is to say, the rhythm of operations, you have to learn to control things and make things go in the direction you expect, rather than passively following the development of events. Refinement - make data analysis a subconscious process. That is to say, we need to quickly verify the effectiveness of each step and each method in the operation process through data analysis, and this data analysis must not be single-point, but is based on horizontal and vertical comparisons and correlations in different dimensions. Here we need to develop the habit of establishing operation logs. Systematic operational thinking is the most core ability that must be possessed in operations. Here are some examples to illustrate: For example, when we operate the community, in addition to the points system, we also have a gold coin system. Points here are equivalent to experience points, and are the basis for the growth of community member levels. They are linked to the community member level system, and points are non-consumable. Gold coins are an incentive system outside of the level system, and their purpose is to motivate and guide user behavior. So the question is: if the gold coin system is given to you as an operating project, how would you operate this project? Let’s first talk about the wrong way of thinking, which is also the common thinking of many operators at present. Everyone can think of that the purpose of gold coins is to motivate user behavior. After many people get this project, many operators will directly consider which user behaviors should be rewarded with gold coins, such as how many gold coins should be rewarded for posting? How many gold coins are rewarded for replying? Modify personal information to get rewards such as coins, etc. In addition, gold coins can be exchanged and used to buy things, so I need to launch a gold coin mall, list purchasable props or some items, and also set up a function to use gold coins to buy lottery opportunities, make up gold coin signings, give away gold coins, etc... The measures mentioned above are all correct, but the problem was considered too specifically at the beginning. This idea is similar to what Brother Chao said in "This may be the most down-to-earth and clear-minded method of writing an operation plan ! 》The article associates the word “apple” with the word “apple”. Many people think of specific conjunctions right away, instead of breaking them down first, which ultimately leads to an endless amount of ideas. Why do many friends still remain at the basic operation stage after two or three years of operation? This is a very important issue. Let’s look at the correct approach. The purpose of gold coins is to motivate user behavior. If you want gold coins to serve as an incentive, you must maximize the value of gold coins! Therefore, before starting this project, you need to consider the following issues: 1. What is the key point to maximize the value of gold coins? 2.What is the basic business logic of the gold coin system project? What basic work do we need to do around this basic business logic? 3.What are the operational purposes and goals of the gold coin system project? 4. What specific operational means do we need to ensure the realization of our goals and promote the achievement of our objectives? 5. ROI estimation, that is, the input-output ratio of the project needs to be considered Next, let's answer and disassemble the above questions step by step: 1. The key to realizing the value of gold coins is to enable them to circulate in both directions. If there is only money flowing in but no money flowing out, then the gold coins will be basically worthless, just like the Zimbabwean dollar. Because gold coins are a kind of virtual currency, the principle of virtual currency is the same as that of real currency, and circulation creates value. 2. Based on the thinking of the first question, we can basically sort out the business logic of the gold coin system operation: ●Ensure users' continuous gold coin acquisition ● Promote users' continuous gold coin consumption ● Ensure the balance of gold coin income and expenditure and stabilize the expected value of gold coins The specific logic can be summarized as follows: 3. Once we have sorted out the basic business logic of the gold coin system project, it will be easier to determine the operational purpose and goals: ● Purpose: Promote the income and expenditure of gold coins (let gold coins circulate) ● Goal: The income and expenditure ratio of gold coins within the cycle (or the consumption rate/conversion rate of gold coins in the cycle) 4. The fourth question involves the specific operational execution of this project. At the gold coin income level, we need to sort out the user behaviors we want to guide, set up gold coin reward rules and weights, and promote these user behaviors. The acquisition of gold coins must be combined with the overall operation of the community, because the incentivized user behavior is a concrete manifestation of the user's activity in the community, and is also an important indicator that needs to be evaluated in community operations, such as the number of posts and replies. This requires the cooperation of all members of the community operation. The people responsible for the operation of the gold coin system need to coordinate, support and communicate. The focus of the project is on how to get users to spend gold coins. There are many specific means here, such as launching the gold coin mall, setting up gold coin purchase lottery opportunities, gold coin re-signing function, etc. The operation of the gold coin mall here will be carried out as a key sub-project. The above ideas can also be used to operate the gold coin mall sub-project. 5. The last question is ROI estimation. This question is placed at the end not because it is the last thing to be considered, but it is a task that must be considered at the beginning of all operations. In the previous article "Why is it more reliable to say that everyone is an operator than everyone is a product manager ", it was mentioned that the definition of operation is: Operation is to transfer product value to users through some means and let users continue to use it, thus generating user value. Specifically, it is based on the analysis of the product's business logic to determine the goals that need to be achieved in order to "measure the effect of the previous sentence", and then a series of work ("things") based on people, money, and materials (resources) carried out around the goals is operation. The criterion for whether an operation is good or bad is whether you can achieve the set goals with the least amount of manpower, financial resources and materials. Therefore, ROI is a key indicator for us to measure the success of an operation, and I believe this is also an issue that bosses are most concerned about. Well, let's go back to the operation of the gold coin system project mentioned above. The correct thinking that corresponds to the wrong thinking is summarized as follows: For a detailed explanation of systematic thinking, you can read previous articles in Chaoge’s official account : "Which is more important, operational thinking or experience? If you understand this, you will become an excellent operator! 》 "Why it is more reliable to say that everyone is an operator than everyone is a product manager" (original title "Everything is an operation: the operational logic in life"). It is because systematic operational thinking is the most core ability of operations. Therefore, Chao Ge’s official account articles are more focused on sharing at the level of operational thinking. The purpose is to provide partners who are engaged in operations with reference and reference on the core capabilities of operations. Ability to control things In this regard, common mistakes made by ordinary operations are unclear operation objectives, unquantified goals, no phased goal breakdown, no phased goal management and evaluation and optimization, no specific review and summary after the operation project is completed, and the entire operation lacks a sense of rhythm. The specific scenarios are as follows: ● Turn operational work into disaster relief work and deal with various problems passively. ● The operation work is fragmented and disorganized, various things are handled at the same time, and the phased goals and key tasks are not clear. ● The result deviates from expectations, I want A to become B. ● There is no sedimentation or summary after the project is completed, and the same problem occurs again in the next operation project. The article also mentions at the beginning that excellent operations require the ability to control things. You must learn to control things and make things go in the direction you expect, rather than passively following the development of events. Therefore, during the operation process, it is necessary to clarify every link of the project, grasp the key nodes of the project, maintain the rhythm of operation, and ensure that every link in the operation project is basically carried out along the originally designed path during execution. Here we take a promotional video as an example. The real rhythmic operation should be: 1. Clarify the promotion background: that is, why do we want to promote this content? This is the basis for clarifying the purpose of promotion. 2. Clarify the purpose of promotion: For example, our goal is to increase the exposure of this video and enhance the brand image? Or should we attract traffic and conversion through the promotion of this video? 3. Set promotion goals: If our promotion purpose is just to increase the exposure of the video, then our promotion goal can be set as the cumulative number of views of the video. 4. Promotion target decomposition: This can be decomposed according to the promotion cycle and promotion channels: ● Break down according to the promotion cycle. If we set the promotion cycle to 7 days, then we need to break it down into the number of views we want to achieve each day. ● Disassemble the promotion channels. After we have selected the specific promotion channels, we need to set the viewing goals brought by each channel promotion . 5. Staged goal control and evaluation and optimization: We need to evaluate the daily promotion results to see whether the goals for the day have been achieved. If not, we need to analyze the reasons and propose optimization and adjustment strategies. In addition, we also need to conduct periodic evaluations of the effectiveness of promotion channels and focus our efforts on key and effective channels. 6. Post-promotion review and summary: This stage is mainly to evaluate the effectiveness of this promotion and summarize the experience on this basis, with the aim of optimizing the effect in the next promotion. The reason why we break down the goals into cycles in this process is to make our final goal controllable. Imagine if we set a 7-day promotion goal of 1 million cumulative views, and during the execution process we also aim to achieve the goal on the 7th day. If the number of views on the 6th day is only 200,000, how can you ensure that the promotion effect can reach 800,000 views on the last day? The above ideas are applicable to all operations. We can summarize this process as follows: Make data analysis a subconscious process All our operations must be based on data analysis, and data analysis must become a subconscious process during the operation. That is to say, every step and every means in the operation process needs to be quickly verified through data analysis to verify its effectiveness, and this data analysis must not be single-point, but is based on horizontal and vertical comparisons and correlations in different dimensions. During the operation process, we found that there are three aspects of operational problems: ● Operation staff proactively discover problems in product experience ● Discover problems through user feedback and behavior during operation ● Discover problems through background data analysis Under normal circumstances, it is difficult for us to proactively discover problems during the product experience process, and user feedback only occurs with a certain probability. Especially when we have just taken over a product that has passed the 0 to 1 stage and entered the 1 to 100 stage, it is difficult for us to discover problems in the product operation process through product experience and user feedback in a short period of time. Even if we can find problems, they are definitely not the deep-seated and most fundamental problems. So at this time we need to analyze the background data and data feedback formed by past operating time and actions to find problems. When you conduct a comprehensive summary and analysis of relevant data, you can often quickly discover the main problems that always exist in the operation process. Data analysis itself is a kind of refined operation, and many data analyses need to be based on the accumulation of daily operational events, methods and behavioral feedback. This refinement is reflected in the fact that we need to record every event node, problem feedback, operation segment and user behavior. Here are some specific ways and means of refined operation: For example, if we are doing the specific operation of the community, when PGC content posts are produced, do we record all the produced posts? For example, the following table: Through comparative analysis of a certain amount of posts and data feedback, corresponding rules are found, such as ● What kind of title is more attractive? ● What types of posts are more popular? ● For posts on the same topic with good data feedback, can we make them special and brand them? For example, when we push messages, do we have a summary record of effect evaluation and historical push information? Is there a summary record sheet for user feedback? And make periodic analysis and summary? Do you have the habit of establishing an operations log? Discover operating rules and techniques from the records of periodic operating time? (The following are examples only) The purpose of the above records is to conduct a vertical analysis of the data shown by these behaviors when our operational behaviors reach a certain frequency, so as to find out the data patterns and optimize our operational methods. Mobile application product promotion service: APP promotion service Qinggua Media advertising The author of this article @超哥Compiled and published by (APP Top Promotion), please indicate the author information and source when reprinting! |
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