Operations = miscellaneous tasks? 90% of operators are going astray!
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A few days ago, a colleague from my previous team excitedly told me that she had just changed jobs. I have now been successfully promoted from operations specialist to operations supervisor, and I have an intern under me! "I'm finally saying goodbye to my odd job!" It's not easy for her, who has been doing all kinds of "odd jobs" right after graduation and it has been a year and a half now. But when I learned about the details of her new job during our conversation, my joy gradually faded and was replaced by worry. In my opinion, apart from the salary increase of several thousand yuan, she was actually at the most basic level of operations, namely special operations, before and after she changed jobs. How should operators plan their career development so as to avoid going astray? This article has 2,400 words. I also mentioned in my new book "Operation Routine: A Full Analysis from Idea to Product Implementation" that the most important thing in operation work is to understand its purpose and the value behind it. The same is true for the so-called career advancement of operators. Every so-called promotion must have its value. In my opinion, this value is reflected in the expansion and upgrading of the operational capabilities and scope of responsibilities of the promoted person, rather than a simple change in job title and salary increase. Position and salary adjustments are merely incidental to changes in operational capabilities and responsibilities. How do you view the upgrade of operational capabilities? How is the expansion of the scope of responsibilities identified and defined? To clarify these two questions, we need to first clarify the core purpose of operations: to promote product development, help products maximize user value, and fully meet user needs. At different stages of the product life cycle , operators must make targeted plans and carry out work around core objectives. 1. Operational capabilities Based on the core purpose of operations, I divide operational capabilities into four aspects, as shown in the figure below. 1. Product operation Product operation includes our understanding and positioning of the product, the degree of grasp of the product's target users , and the mastery, operation and continuous optimization of the user experience brought by specific product functions, content and services. 2. Market insights Market insights include the mastery and understanding of macro market dynamics consulting, as well as the positioning, analysis and operation of competitors and potential users. In the early stages of market cultivation, what is needed is the cultivation of user behavior . The main means used include education, subsidies, etc. However, with the improvement of market maturity and the formation of user behavior habits, education and subsidies become useless. At the operational level, products should focus on in-depth exploration and expansion of user needs. In addition, some industries, such as lottery and real estate transactions, are greatly affected by policies and regulations, and the frequency and cycle of the introduction of these policies and regulations are very uncertain. How to timely acquire (even predict in advance), understand, absorb and respond to evolving products are all real hard work. 3. Business essence The business essence is actually the business understanding of the industry in which the product is located. As products become more and more vertical, the requirements for operators to understand and grasp the essence of the business are getting higher and higher. For example, although they are all community-based products, the business essence and industry knowledge of Autohome , Maoyan Movies , Zhihu and Babytree are completely different. Many industries with broad scope and high complexity, such as finance and real estate, require operators to invest a lot of energy in learning and exploration. 4. Interpersonal relationships Interpersonal relationships reflect the operator's comprehensive quality and execution ability. Internally, it includes maintaining relationships and promoting projects with personnel related to product, development, vision, user research, promotion , business, and other departments; externally, it includes maintaining relationships with upstream and downstream business agents, suppliers, and other partners, and even with some competitors; upward, it includes managing the boss's expectations, acquisition of rights and resources, etc.; downward, it includes personnel incentives, assessments, task allocation, etc. The above four aspects can be broken down into many subdivided capabilities, which will not be explained in detail here due to space limitations. I believe everyone can clearly understand that the deeper your understanding of the product, the higher and clearer the market attention, the clearer your industry knowledge and understanding of the essence, and the more capable you are in handling interpersonal relationships, the stronger your overall operational capabilities will be. 2. Evaluate operational capabilities. So how can we tell how well you understand the product, your grasp of the market, your understanding of the industry, and your interpersonal communication skills? In my team, operational capabilities are mainly evaluated through project operations. It contains two dimensions: the degree of completion of project goals and the KPI level at which the project goals are located, as shown in the figure below. 1. KPI level As can be seen from the above figure, both have completed 90% of the project goals. If the KPI level of the project goal is higher, the ability of the operator is stronger. The so-called KPI hierarchy refers to the KPIs at all levels that are broken down layer by layer from the product's big goal KPI. For example, the overall KPI of a product is transaction amount (flow). Then, the breakdown of transaction amount includes user breakdown and category breakdown. These two directions can be further broken down. For example, users can be broken down into new users and old users. New users can be broken down by channels , and old users can be broken down by consumption levels or by active cycles, and so on. As can be seen from the figure below, the closer the KPI level is to the largest KPI (transaction amount), the greater the responsibility is, the more complex the operational work to be completed is, the more projects to be taken into account, and the greater the impact on the transaction amount. Therefore, the higher the KPI level, the stronger the operational capabilities required. 2. In addition to the KPI level, another dimension of project completion is the completion of project goals. At the same KPI level, the higher the degree of project completion (the closer the results are to the target), the stronger the operational capability demonstrated. For example, students A and B are each responsible for the operation of an S-level channel, and their KPI is 1,000 new paying users per day. After one month, A completed a total of 21,000 new payments (70% of the target), and B completed 24,000 new payments (80% of the target). The strength of the operational capabilities of A and B is self-evident. For many projects with unquantifiable outcome targets, more emphasis is placed on how long it takes to complete the project and how satisfied the results are, which depends on the experience and ability of the operations manager. 3. Finally, as for the so-called development of operators, my understanding is that the project goals that you are responsible for are constantly upgraded in the KPI level of the entire product, from the operation of one channel to the operation of all channels, and then to being responsible for the increase in the transaction volume of new users, and then to the increase in the transaction volume of all users, and so on. As you continue to rise through the levels and are able to complete each KPI well, you are growing and developing, and your salary and position will naturally rise. So, how can you keep improving yourself and gradually take charge of higher-level KPIs? In my opinion, in addition to developing our own product operations, market insights, business knowledge and interpersonal skills, we should also develop the habit of self-breakthrough in our work. The so-called self-breakthrough means that when you are responsible for the new user transaction volume of a single channel, you can think about its purpose and recognize the value it brings to the increase in new user transaction volume. Then, based on this channel, we constantly summarize experiences, draw inferences from one instance, accumulate lessons learned, and influence other channels through various channels, thereby affecting the increase in the transaction volume of new users as a whole. Instead of being short-sighted and only focusing on your own channels and the KPIs of those 1,000 people. When you achieve the KPIs of your own channels and begin to have an impact on other channels, you already have the potential to compete for higher-level KPIs and attract the attention of your leaders. When there is a higher-level KPI that requires someone to be responsible, your leader will naturally consider letting you take charge. The author of this article @刘志亮 is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting! Product promotion services: APP promotion services, information flow advertising, advertising platform |
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