How can the maternal and infant community APP products make good plans for the new year?

This task is usually led by the product director and done in the form of suggestions from subordinates; or it is done by the person in charge of an independent product, who plans the major tasks that need to be done in about 60% of the time in the next year; other tasks may be temporary handling of problems, responding to various small needs of the marketing department, temporary strategic adjustments caused by industry changes, and various internal and external training tasks;

BOSS only has a grasp of the direction of planning, and is more likely to be concerned about the input-output ratio and whether it can bring profits. For example, if you say you want to set up a shopping mall, he has the right to say no! If he wants to get involved in finance, you also have to fully communicate your ideas and difficulties with him. This does not apply to companies like Tencent, which have deep pockets and the money to make mistakes.

Generally, planning will have a certain orientation focus. In some companies, it is decided by internal leaders, in some companies, it is market-oriented, and in some companies, it is decided by customers. Here are some suggestions for making good plans based on my personal understanding:

1. Preliminary Research

1. Introspection; summarize all the problems and needs that have arisen this year and find out the parts that need to be optimized; (there are often difficult and complicated problems here)

2. Competitive products: Do a competitive product analysis to see what other people have done (there are too many maternal and infant products, so it should be easy to extract); or observe the evolution of other people's product versions (upgrade announcements);

3. Corporate strategy level: Have in-depth communication with senior leaders to see how the board of directors defines next year, what year it is, and what major strategies it has. Of course, you can also talk to them based on the results of the competitive product analysis if they don’t have a plan (for example, next year you will make shopping recommendations, parenting handbooks, educational toys, foreign parenting references, and comparisons of the pros and cons of commonly used items such as milk powder brands;)

4. Determine the stage plan for the product life cycle. The purpose of planning should not be limited to next year. It should also include the future strategic direction, where the product will be next year, and what kind of output needs to be achieved in order to realize future development.

2. Output Planning

1. Name the plan, come up with a slogan, define the goals to be achieved, and extract the most important plan (for example, next year is the mall year, to achieve the goal of users being able to shop on the maternal and child community APP. After this goal is confirmed, the relevant procurement plan, product selection plan, business model is B2C or C2C, and other departments should also follow up; for example, next year is the user experience year, to achieve the goal of word-of-mouth communication; );

2. Form a PPT presentation review and sort out the ten core modules or functional points; What is the source of the business, where is the value, and what is the solution; (Let the company's strategic level, R&D department, acceptance, operation , and other departments understand the planning and things that need to be coordinated, and make adjustments at any time if there are any difficulties or questions)

3. Time schedule, effectively distribute the major modules on the timeline of next year; for example, what milestones need to be achieved every quarter, month, or a certain time range;

4. Provide a general requirement list or task list for a specific module (for example: if a maternal and infant community wants to build a mall, what needs to be done to launch each module in the mall)

5. Designate responsible persons. Assign relevant persons responsible for the outputs of the planning list, and provide them with a reference when making annual plans. Specific responsible persons will split the task details into their own quarterly and monthly plans. (Usually, quarterly and monthly plans will be made in detail before, that is, they will be refined on the basis of annual plans and used as monthly assessment indicators after refinement)

6. Risk assessment: identify possible risk points in the plan and require the company to provide organizational support to ensure the normal operation of the plan.

3. Implementation

1. The plan must be executed monthly, and the monthly plan must be checked and changed every month (to facilitate timely handling of situations where the plan cannot be implemented due to changes in demand, personnel changes, etc.);

2. If it is a project-based requirement, the product manager must follow up and accept the online functional points. According to the planned time point, the project team members must participate most of the time, otherwise there will be a delay (there is a separate project management team that can make functional point acceptance, and the time point follow-up is left to them);

3. Improve execution efficiency by splitting tasks. Many companies make large and comprehensive demands, which often lead to delays. If the technical manager can fully communicate with the product manager, break down the demands into small functional points, and then complete them one by one, the efficiency will be greatly improved.

4. R&D methods. Agile development is very popular recently. You can refer to it, but you still have to choose according to the specific situation of the company. Don't blindly follow the trend.

IV. Assessment Incentives

1. Define the assessment indicators of the plan: establish the criteria for judging whether the plan is effective! Whether there are financial indicators, that is, whether the product's functions affect the company's profitability; whether there needs to be a qualitative improvement in PV, UV or the number of registered users;

2. There needs to be a reward mechanism for people or teams who have made outstanding contributions to key projects, so as to ensure the stability of the planning route;

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