You don’t use the ready-made teachers, and you still have the nerve to say that you “can’t find the door to product operation”?
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Among the BAT Big Three, Tencent has been criticized in the industry for "plagiarism". For a long time, "always imitating and never innovating" has been identified by the outside world as one of Tencent's "three sins" (the other two are: going its own way and leaving others with no way to go, and monopolizing the platform and refusing to open up). Wang Zhidong, the founder of Sina.com , once publicly called Ma Huateng the "King of Plagiarism." Even Ma Huateng himself said: "I don't innovate blindly. What Microsoft and Google have done are things that others have done. The smartest way is definitely to learn from the best cases and then surpass them. I don't compete for the first place, there is no point. Once a new product comes out, it must be stable. You can't change it as you want. You have to be cautious." Indeed, QQ imitates ICQ, WeChat imitates KIK, QQ Games imitates Ourgame... and there are countless examples like this. But the result is that Tencent won in the end, and those who were imitated have long disappeared from the world. A big part of the reason for Tencent's success is that it innovates based on imitation. We take other people's things, imprint them with Tencent's unique genes, and turn them into Tencent's own things. Tencent’s “path of imitation and innovation” can actually also be used as a reference for our operational work. As Ma Huateng said, "Frankly speaking, China's current Internet model is basically imported from abroad. It is not unique, but original. After all, it is difficult to demand originality in business models , because there are only a few types. The key is to see who does it well." The same goes for operating methods and product frameworks, there are only a few common models. And I believe that most people are not geniuses with overflowing creativity, and the vast majority of operations personnel are not gifted and good at creating something out of nothing. But work is about solving problems. In this case, borrowing and imitating + innovation based on product features becomes the best option. Especially for new operators, this method is the fastest to get started and see results. Besides, since someone has already verified the feasibility of the activity model for us, why shouldn’t we use it, or make changes if necessary or improve on it if necessary? So, now that we already know that learning by reference is a shortcut, how can we imitate and innovate efficiently? Although imitation and plagiarism are both applying other people's models, there are essential differences between the two. Only when you incorporate other people's things into your own product elements and use them for your own purposes can it be called reference; blindly copying others can only be plagiarism. 1. If you want to imitate someone, you must first know who he is. Operations are result-oriented, but no matter what the purpose of imitation is, we must first have something to copy. Therefore, the first step in learning is to identify our imitation object. The general work modules of operations can be divided into: content production and distribution, user portrait optimization, and event planning and implementation. In the final analysis, these three can all be considered product operations . Because your product determines your target user group, your content style, and the tone of your activities. So what is the thing that best matches us in these three aspects? Without a doubt, it is a "competitor"! “Only by knowing both ourselves and the enemy can we fight a hundred battles without failure” and “the one who knows us best is often our enemy”, and of course we must also be the enemy of our enemy who understands us. When I was working in operations at my previous OTA company, my director required us to review our own app and competitor apps at least once a day no matter how busy we were. Check whether competitors are holding any activities, check whether there are any problems with the display and ranking of merchants on our platform, check whether partner merchants are cooperating more closely with competitors, etc. Of course, there are skills to “brushing”, and you can brush your competitors’ products every day. Some people can see the tricks or points that are worth learning from for their own products, while others just skim through it and have no idea what it means. So, let’s talk about how to systematically break down and analyze competing products. 2. Break the whole into parts and extract the silk from the cocoon 2.1 Where does the knife move when the chef cuts the beef? A complete product system is undoubtedly huge and complex. Without the guidance of appropriate methodology, we will inevitably be like a headless fly, rushing around without finding our way during the analysis process. In order to find what we want efficiently and quickly, we must have a certain purpose. Before we start to learn from others, we can ask ourselves two questions: 1) What is the biggest advantage of the competitor? 2). What problem do I want to solve? There are two core concepts in the sentence "Learn advanced skills from the barbarians in order to defeat them": one is "advanced skills" and the other is "defending the barbarians", which respectively correspond to the two questions we asked everyone to think clearly about at the beginning. These two points are very important and need to be implemented throughout our entire process of learning from and innovating. Since we are talking about taking advantage of competitors’ strengths, I think everyone has realized it. For different learning purposes and different learning objects, our learning strategies must be different. Just like for Zhihu, what is worth learning is its " UGC " strategy, what kind of system it relies on to stimulate users to produce content and screen out high-quality content, to avoid bad money driving out good money; for Ctrip , we should focus on learning what strategies they have presented at the product level in the operation of their gold and silver medal core hotels; WeChat Reading focuses on "making reading no longer lonely", what are its advantageous strategies in social operations... and so on. But since this is a "universal" article, I will first introduce to you the conventional competitor analysis routines. As for the specific implementation, you can focus on different aspects according to the actual situation. 2.2 Follow the steps and disassemble layer by layer 1) Clarify the positioning of competitors and compare it with your own product positioning Even if they are competing products, there may be slight differences in their target user positioning. This difference in target users will greatly affect the focus of operational strategies. As both are hotel booking platforms, Ctrip's users are mostly high-end business travelers, which determines that its operation center is tilted towards high-star hotels; eLong's users are mainly mid-range hotel bookings, and these users are more sensitive to prices, so their promotional designs are naturally different from Ctrip's. 2) Clarify the product life cycle of your own products and the product life cycle of target competitors Introduction stage, growth stage, maturity stage and decline stage, different product life cycles have different purposes of user operations , and their operation strategies are naturally very different. The introduction period focuses on the discovery of seed users , the core work of the growth period is to attract new users, and the mature period requires more provision of user loyalty and activation and monetization. In the decline period, one can only do one's best to reduce user churn as much as possible, win back lost users, and make the product die slower. Finding competing products or similar products that are in the same life cycle as your own product (the so-called similar products refer to those products that are not in competition with each other but have a high degree of match with the target users) and learning from the operating models of such products can often achieve twice the result with half the effort and can even be applied with slight modifications. 3) Draw a “product framework” mind map Drawing a product framework can give you a general understanding of the learning object. Generally, the operational methods at the product level are its core and main strategies. The picture below is the mind map I drew when analyzing the "WeChat Reading" app. “WeChat Reading” Product Framework 4) Analysis based on the product framework and the three basic modules of operation Whether it is event operation , content operation or user operation, it is ultimately presented through products. Therefore, if you understand the purpose of each product function, you will basically have a general understanding of the operating strategy of the competitor's products. The product framework is our guide to delve deeper into competitive products. The regular functions of WeChat Reading are:
Shenzhou Special Car Coupon Distribution Activity The method of embedding popular IPs when issuing coupons can be said to be the main reason why Shenzhou has achieved the following results with traditional activities: more than 70,000 shares per day and more than 40,000 new user registrations per day. Just like when "The Rise of Phoenixes" was a big hit, the copywriting such as "Princess Zhang Tianai will give you a special car voucher" directly triggered the fission sharing of red envelopes at that time. When users became numb to this kind of red envelope sharing activity, Shenzhou Special Car launched the innovative "Coupon King" activity: users have a 1% chance of winning the Coupon King. Through the lottery model and the visual effect of fireworks celebrating together, the vanity of users is satisfied and the interest of users in participating in sharing is once again stimulated. In addition, Shenzhou Special Car also imitated the "primary card and secondary card" settings of credit cards and launched family accounts. After binding, the balance in one account can be used by multiple accounts to pay for fares on behalf of the relevant bound persons. At the same time, if the user wishes, he or she can also share his or her itinerary with the payer. Within 10 days of the launch of this model, 1.18 million users successfully set up family accounts, with a total safe mileage of 11.2 million kilometers. Finally, I hope everyone can realize that standing on the shoulders of giants or building on the experience of our predecessors can greatly help us achieve our goals as soon as possible. There is nothing shameful in imitation. What is important is that we should innovate on this basis to make it more suitable for our own situation and make it truly useful to us. I think this will be a required course for all operations personnel. Mobile application product promotion service: APP promotion service Qinggua Media advertising The author of this article @糖愫尔 is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting! Site Map |
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