How did these awesome Internet companies like Didi Dache, Momo, and Meituan promote themselves in the early stages?
| How did Didi, Momo, and Meituan promote themselves in the early stages? Friends often ask me: I have just started a business and don’t know how to promote it. Do you have any good suggestions? So we organized this special topic - how did those awesome Internet companies promote themselves in the early stages of their development? In this issue, I have selected Didi, Momo, and Meituan to share their initial promotion experiences with everyone. If you want to know about a company’s situation, you can tell me in the background. We will continue and make it into a series of special topics. Didi Taxi Didi Taxi started out in only one city (Beijing), using its most elite troops to verify its model, and then replicated it horizontally when it was successful, thus forming its current scale. But developing the Beijing market is not as simple as Didi founder Cheng Wei imagined. In the early stages of promotion, no taxi company was willing to cooperate with Didi, and the employees were very frustrated. Cheng Wei encouraged everyone: Hold on a little longer, visit all 189 companies, and if none of them is willing to cooperate with us, then we will accept it and give up! After unremitting efforts, Didi finally negotiated with its first taxi company - Yinshan Taxi Company, which had only more than 200 cars. The boss of this company allowed Cheng Wei and his team to give a 15-minute speech at the drivers' regular meeting to introduce the product. There were 100 drivers at the promotion, but only 20 had smartphones. Faced with Didi’s explanation, the drivers looked at each other in bewilderment. Was this another new scam? Finally, 8 drivers installed the client. Cheng Wei showed the contract to other taxi companies - they have all done it, you can try it too! That’s how Didi knocked on the second and third companies. The field sales team also began to get motivated. In September 2012, Didi Chuxing was launched. 500 drivers installed the client, but only 16 of them went online. Cheng Wei encouraged everyone: At least 16 drivers believe in us, we cannot let these 16 people down! If there are no orders, I will find someone to take a taxi... So Cheng Wei interviewed a person, gave him 400 yuan a day, and asked him to take a taxi around the Third Ring Road. At that time, I specifically advised: Don't go to Changping, funds are limited, spend sparingly... In addition to promotions by various companies, Didi's ground promotion team also set up offline service points, which are located in places where drivers gather, such as Beijing West Railway Station, South Railway Station, and Nanyuan Airport. They arrive at 7 o'clock every day to start work and continue until 10 o'clock in the evening. As the taxi driver slowly drove past, the sales guy rushed over with a notebook in his hand and asked: "Master, do you have a smartphone?" In order to ensure the best experience, the sales guys will take every detail into consideration: they control the installation time to 3 to 5 minutes, and finally compress it to 1 minute per unit, otherwise the drivers will be dissatisfied. When handing out flyers in the driver's toilet, they will consider whether to hand out flyers when the driver is entering or when he is coming out. Because if the flyers are distributed when entering, they will often be thrown away when leaving... In this way, Didi slowly accumulated its first batch of seed users. Momo 's Operations Director Wang Li said: Momo had no operation strategy at the beginning, it just groped its way forward step by step. There are no KPIs, and we are not afraid of losing face. Products and operations are all about hitting a wall as quickly as possible, making improvements, and trying new things as quickly as possible. But the most important thing is fast. In the early stages of promotion, Momo had limited funds, so its channel choices were limited. It needed a community with a large scale, a large user base, but relatively low costs for promotion. There are two that meet the requirements: QQ Space and Sina Weibo. Since QQ Space is relatively young, Momo has focused its operations on Sina Weibo. At the beginning, Momo only posted traditional information on Weibo, saying that a product had been launched and asking friends and family to help promote it. After some promotion, the number of downloads per hour actually reached several hundred. This makes them feel that this path is correct, but the form must be further optimized. So Momo started to put its products in scenarios to tell stories, so that when users are in that scenario, they will remember to use them. For example, a young man’s mother was sick and he couldn’t get an appointment, so he browsed Momo in the corridor of Union Hospital and a bunch of doctors and nurses appeared. I picked a nurse to start chatting with, and we ended up having a great time chatting. So he told the nurse that his mother was sick and couldn’t get an appointment. The nurse immediately said, “No problem, I’ll get you one.” This is a real case, and as more stories like this emerge, the user’s usage scenarios become clearer. During the operation process, they believe that the activity of a community depends on the activity of female users, and the activity of female users depends on whether her needs are met and whether she feels safe here. Therefore, Momo also did a lot of promotions targeting women on Sina Weibo, using some emotional copy that they like to gain their favor. We also formed a team of seven or eight people to handle reporting information every day to ensure the user experience of female users. At the same time, in order to prevent users from simply understanding Momo as a hookup app, they added a group function to establish relationships based on geographic location. For example, based on the owner group in the community, you can use it to find your neighbors, slowly transform them into acquaintances, and build the community culture of the city. At this point, Momo has completed the transformation of the scene, from a one-to-one online social scene to a social and localized direction, and from online to offline. In the early stages of Meituan’s promotion, group buying networks were a completely new concept for domestic merchants, so it was not easy to negotiate. The first business order was a dance body shaping class. The female boss was a user of Fanfou (another startup project of Wang Xing, the founder of Meituan.com), and she agreed because she thought Wang Xing was reliable. That order sold 79 pieces, which was far from the "thousands of pieces" described by Meituan, but it also made merchants realize the value of group buying. At that time, Meituan had only a dozen people, and the team expanded relatively slowly, with one order a day, and only thirty orders a month. Due to strict screening, only one order would be put online after three or four orders were negotiated. Meituan hopes to use such strict standards to ensure service quality. When expanding to other cities, Meituan chose direct operation in Shanghai and Tianjin, while the others were mostly through agency or acquisition. Just like Harbin, Taiyuan, Tangshan and Dongguan, they all acquired local group buying websites and converted them into Meituan branches. This laid the foundation for Meituan. In terms of operations, Meituan is well-targeted and pays great attention to the user experience of the target group. Taking Zhenjiang as an example, Meituan focuses on young consumers - teachers, college students, civil servants, bank employees, and other groups who like fashion products. In terms of group buying categories, we also cater to people's preferences, mainly promoting Korean cuisine, Japanese cuisine, buffets, hot pot, movies and the like. At the same time, Zhenjiang’s customer service is also very good. It has established many member groups. If members have any complaints, sales staff will arrive on electric bikes within 15 minutes to deal with them. However, compared with its competitors, Meituan is obviously not crazy enough. Not only are they often intercepted by competitors during acquisitions and attacked frantically by competitors in the market, but even their team members are often poached by competitors with two or three times the salary. Of course, this is not reasonable. First of all, these people are not worth the price. Secondly, such a high salary offered by the other party is bound to cause resentment among old employees and lead to internal strife. Meituan’s countermeasure to this is, if you want to poach people, I will find ways to delay and retain them. After a month or two, the people who left first will feel the problem, and the matter will be resolved. At this time, Meituan’s morale was very low, and people were questioning whether they could no longer raise money. While its competitors are all advertising and poaching people, Meituan has not taken any action at all... One employee even questioned Meituan's vice president Wang Huiwen in person: Don't talk nonsense. I just want to ask you, are you going to advertise or not? There is a small episode here. Although Meituan did not advertise, Wang Xing made a judgment that users who saw the advertisements offline would eventually come to consume online, so he purchased group buying keywords on Baidu. When users search for group buying, the first name that appears is Meituan. Meituan’s top management has their own judgment on this – the crazy burning of money and irrational competition will not last long, and the winter of the group buying capital market is coming soon. Therefore, with 12 million US dollars still on the books, Meituan remained on hold and continued to raise funds and reserve funds, quietly waiting for the opportunity to come. By July 2011, users had already formed the habit of group buying, but the capital market had entered an ice age and was unable to continue to provide financial support. However, Meituan received US$50 million in Series B financing at this time and made it public. Public opinion was in an uproar for a while. Next, other group buying websites that lacked financial support laid off employees and defaulted on payments to merchants, while Meituan took steady steps, either completely annihilating them or through acquisitions and mergers, and slowly gained a foothold. |
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