An APP activity operation example
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Let’s talk about operation today. In order to avoid being abstract, let’s take a very common example at work: giving coupons to new customers on the APP. We will use a reverse-engineering approach, starting with the flowchart on the far left. This is quite common in PRD, a form of requirement description that uses use case modules to distinguish steps. Usually, it starts from a pure text novel of BRD (sometimes PRD is still a text novel, there are always shocking teams, haha), and after being processed into PRD by a product with a slight technical background, it looks roughly like this when it reaches the hands of developers. Each judgment corresponds to termination/redirection, or triggers various errors to the user and background log, and combined with interface interaction, it is a complete and feasible requirement. This article is not about prd, so it will not be expanded. Now let's push to the right and see where the demand for each grid comes from: Is there any activity Taking the app registration and coupon giving as an example, obviously we don’t want this to be a quiet, unknown feature. Therefore, there is a lot of preheating, scheduling, and exposure work in the early stages, involving various aspects such as content materials, online and offline markets, and cooperative distribution. The highest level will be included in the allocation of resources for the entire event, similar to the concept of marketing operations director or product operations director. Does the user meet the requirements? Taking the case as an example, it is very common to distinguish new customers by device numbers and issue different coupons to different regions. If this topic goes to "How to identify new customer cheating", it will be another long article and I will not expand on it. In the topic of operations in this article, you only need to know that this step involves a lot of pre-, mid- and post-stage planning and data review, and is often the main component of the CRM budget (think of the price war of taxi apps). Contents of the voucher Theoretically, the content of the coupon and the recipient are inseparable, but in more mature teams, the management of products and users is usually separate. This part mainly follows up on the impact on products, including some fashionable terms such as cross-sale (recommend B to people who have bought A) and up-sale (give a coupon that can be used for 120 yuan or more to people who buy something worth 100 yuan, thereby increasing their single consumption amount). All of these are included in this link. Message center (internal messages, SMS, WeChat , etc.) Taking this activity as an example, users start by seeing information exposed in external advertisements, then download and register the APP, and finally receive information about coupons, forming a feedback loop (the first successful interactive experience has a huge and quantifiable impact on loyalty). In actual work, users will definitely encounter problems at various stages and contact merchants in various forms. This is the battlefield for product and service improvement, and it is also the finishing touch for truly realizing the role of these budgets (this step can often determine the life or death of a startup project, because startup projects often ignore subsequent customer service). Why is this article a reverse From the merchant's perspective, there is first a series of budget allocations and plans on the far right, which go down layer by layer until the demand is put forward to product development. By the time it is actually implemented, it is already a later stage. As a user or a novice in the industry, when you hear "app new registration coupons", you often only think of the content on the far left (sometimes you can't think of anything at all, haha). To experience all the previous processes, it takes some time to accumulate work. The bridge between demand and R&D lies in the product (or agile master), while the bridge from market budget and strategy to demand lies in a series of departments connected by operational processes/ data analysis . The so-called most popular growth hacker nowadays is nothing more than emphasizing a team with comprehensive technical and market skills, avoiding information asymmetry, efficiency loss and missed inspiration in the middle links, using speed to defeat slowness and suppressing opponents with efficient use of funds. In fact, everyone knows that the All-Star Team is great, but life must go on. Most teams still need a system that can enable newcomers who know nothing to play a role (at least to pay their own salary), a system with layered division of labor, and is "less efficient" than growth hacking, and operations is an important part of it. As your working years increase (of course, you can also experience a year's growth in a month in a startup team, high risk and high return), this feeling will become more and more obvious, and it is normal if you don’t understand it now. Mobile application product promotion service: APP promotion service Qinggua Media advertising Author of this article@ scvhuang is compiled and published by (APP Top Promotion). Please indicate the author information and source when reprinting! |
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