How did I manage to surpass Mop.com in terms of data in just two years? Many of these methods are still applicable today!
| The purpose of writing this article is just to summarize the gains and losses of those years, review the past and learn new things, there is no other meaning. Many of the methods I mentioned in this article (it’s impossible to say they are all) are definitely still applicable to current operations. No matter how the times change, the essence remains the same. I took over the Mop.com Tietie forum in January 2009. At that time, the Mop.com seemed like a giant to me. The number of replies to Tietie was only one-tenth of that in the Mop.com area 1 and one-twentieth of that in the entire Mop.com. Let me explain this concept. Originally, there was only one section in the hodgepodge, which old moppers called the "outer room". Mop also has two relatively closed circles, one is the inner room and the other is the toilet. Dazahuo was originally a gaming BBS. After it grew bigger, it had more and more content and turned into a comprehensive BBS. Many of its earliest users were active in the two places, Liwu and WC. It can be said to be the ancestor of many current social products. Later, the hodgepodge became larger and larger, and only one section could not meet the reading needs of users, so some partitions were opened, such as the novice area, picture area, human search, car area, etc., which also facilitated the verticalization trend of the community. We call these partitions Zone 2. So we mainly operate Zone 1 and Zone 2, which has about seven or eight sections in total. Zone 1 is the source with the largest traffic, and the default dzh.mop.com domain name also points to Zone 1. Two years later, at the beginning of 2011, the number of replies to posts increased by 20 times, the PV of the homepage increased by up to 30 times, and the UV increased by more than ten times. In fact, by the end of 2010, Tietie's data had surpassed Dazahuo in all aspects. Of course, this was also related to a historic event that happened to Dazahuo in 2010, which had an impact on the entire MOP landscape. During this period, he also created the large Weibo account of Mop (500,000 pure fans in 2010, ranked first in the online media category), 2 pages of Renren (created one and took over one), and the Ghost Talk Space of QQzone (40 million hits in 2010), and took over the wireless operations of Mop. In 2011, it took over the operation of the entire community of Maopu.com. In 2010, I won the only most valuable award of Mop.com, the "Thousand Oaks Best Loyalty Award", and received a bonus of 1,000 yuan. 1. Learn to understand and analyze data When I get a project, I first ask for data backend permissions. This is a habit I have developed. Data awareness is really forced out, there is no other way. All data in the background can only be used as a reference. I never take screenshots directly in my weekly report. All core data are calculated manually using Excel. I have maintained this habit for 8 years. I still have various data manuscripts from December 2008 to July 2014 when I left Mop (the ones before 2008 have been lost). (I was always terrible at using Excel, and my data awareness was still immature at the time) (I picked some data from 2013. I have hidden all the specific figures. I insisted on calculating the data of the previous week in the last week after I left Mop.com) The purpose of analyzing data is: 1. Analyze the reasons behind the rise and fall of the data . Sometimes even the rise and fall caused by an error in a thread of the server can be found. 2. Understand competitors and basic industry data standards 3. Set up a potential competitor. As a reminder, your initial starting point should be to treat the product you have recently at hand as your competitor, rather than being like some strategists who, when they are still a small fry, take on the industry leaders. In fact, they will not take you seriously at all. 4. Find ways to supplement incomplete data. I remember that in the beginning, I had to get a lot of data secretly (my position was too low, so I could only go through the back door). In fact, data are supplemented bit by bit, gradually becoming complete and practical. At the beginning, everyone's work was very rough. The data backend in 2011 was already very impressive. The data in 2011 once reached an all-time high, and the data played an important role. 2. Operations managers need to participate in specific work Many Internet practitioners, once they are promoted to manager level, "stop working", as the jargon says. In fact, at that time, their foundation was not solid enough. To marginalize themselves and distance themselves from the front-line business was actually very detrimental to their growth. Our team at that time only had 3-4 people, one editor and three operations staff. Often there were only three of us, and when there were not enough people, I would take over myself. When I mention them now, I can only feel gratitude. It was not easy for these two girls. One returned to her hometown in Northeast China two years later because of me, and the other went abroad a year later. At that time, we felt like we were struggling alone in a corner where no one paid attention to us. Despite this, our team was really united. At that time, Yueming (I am very grateful to him, when someone gives you something, you must have something to think about) said that I didn't have a sense of the overall situation, and I kept thinking about what this sense of the overall situation is. So while doing things, I am thinking about these things and expanding my knowledge. I am responsible for the same section as every team member, and we rank and compare the data results every week and month, and of course I am among them. In this way, it is clear at a glance who is really doing the best, instead of deciding the "life or death" of employees based on personal impressions. It can also prevent those who rely on flattering their leaders to get promoted. In fact, it can be summarized as follows: 1. Team members must be united and the team must be as stable as possible. 2. The team leader must be familiar with the business, and the business manager cannot be far away from the front line. Being able to stay away from the front line does not mean doing specific things or helping employees, but that you must use various methods to understand the overall situation and the basic business details, and not be ignorant of everything. They have lost the ability to learn, which is why many "paratroopers" and pure managers are often unreliable. 3. If your supervisory ability is not good enough, then you should manage while doing the work, so as to force yourself to improve both your business and management abilities. Don't put yourself in an empty position. 4. Team leaders must enforce their sense of responsibility and overall perspective. Several time points of Santietie data growth The first node is to focus on the key version, based on the 80/20 principle. The 80/20 rule is a golden rule for operations. After determining the positioning of the forum, we need to extract the 20% of the sections that need to be focused on and assign them to each person. After each person's ability is improved, the number of sections they are responsible for can be appropriately expanded (there is an upper limit, and the number of employees must be increased when the limit is reached). These 20% of the sections that are focused on operation can be further divided according to the 80/20 principle. Which are the core sections, which core strategies are used for the core sections, how to operate the original sections, how to operate the traffic sections, how to operate the image sections, how to operate the text sections, etc., all need to be considered very clearly. The second node is to focus on moderator management. This task fell on Mifflin, the first subordinate in my career. I remember that she was so anxious to do this job well that she kept crying (which shows that she has a strong sense of responsibility). We went to ask the students from Zahui for their moderator management rules to learn and improve them, and then we thought of various ways to slowly improve the number and quality of moderators by several levels. The third time node is to focus on alliance management. The Tietie Alliance was started in 2008 and was basically completed in 2009. Starting from the second half of 2009, we focused on strengthening operations in this area. At the end of 2010, the alliance reached its peak, and basically 60-70% of the data came from this area. What is the Alliance? It is a user management tool, similar to circles and guilds in games. The logic and management methods of this area are very complicated. I will talk to you about it separately when I have the chance. I have to reflect on the issue of Tietie Alliance. Many of the logics at that time (the core logic was set by me) were indeed a bit extreme, which would lead to excessive fatigue of users, thus causing the community to rise and fall quickly. It's a lesson. The fourth time node is to focus on wireless operations. At that time, wireless was still just WAP, and products like apps had not yet appeared. At that time, the traffic of Maopu's wap site was very high. Logically, I could ignore this because it has nothing to do with my KPI. The concept in my mind is: as long as it can increase data, I will touch everything. So I spent a lot of time studying this, including the rules and logic of each part, and how to break through and utilize these rules. The number of posts and replies from the wireless section of Tietie continued to soar, until it later surpassed that of the hotchpotch. In the end, this became the area I knew best, so it was only natural for me to take over wireless operations. 4. Adhere to the most essential operation mode and develop new ideas I joined Mop when it was at its peak, so many of its previous excellent operating models and concepts were able to be inherited. The key lies in people. If you don’t understand the community culture, no matter how much you say, it will be useless. If he really cares about this matter, he will take the initiative to do it without you asking him to do so. So I have always been very strict when it comes to recruiting. For example, Mop’s most killer feature is hot spot operation. Maybe those are the only few most famous people, events and jokes on Mop that you know now, but don’t forget, we were doing it every day back then. As for whether we were successful or not, it’s hard to define. If we only look at the results, I estimate that we wouldn’t even reach 10%. Operations are like this, a lot of work must be done continuously and persistently until it becomes a conditioned reflex. It takes me less than a minute to read most posts. I can basically tell what they are about after just a quick glance. If a post can really keep me reading for 5 minutes, it must be an excellent post. I remember there was a girl in our team who I admired very much. Her online name was MagicMoon. I couldn’t even remember the titles of some posts, but she could find the original post for me within 5 minutes after I gave her a rough idea of what they meant. She was previously in charge of reviewing and would read more than 10,000 replies a day. So awesome. The prerequisite for developing new ideas is to consolidate all the old knowledge and absorb the essence. What is outreach? Making every detail more extreme is also called expansion. Instead of setting up stalls everywhere, people who don’t understand operations may do this. People who understand operations will definitely know how to proceed step by step and use combinations. I also did a lot of SEO work at that time. I was not from a technical background and did not understand the deep principles, but I understood the basic rules. The website I created was demoted twice, until 2011 when the company allowed me to form a dedicated SEO team and do professional SEO work technically. Thinking about it now, many of the things I did back then are quite memorable. I have tried all kinds of methods, and of course I have made many mistakes and taken countless detours, and I have been reflecting on myself all the time. This is what operations are all about. Operations should allow for trial and error, but refuse to stagnate or be rigid in thinking. 5. Product Improvement and Optimization The revisions of Tietie from 2009 to 2010 were all successful, with data increasing significantly each time. As for how to ensure the success rate, I mentioned in my previous article that the operations personnel must be truly involved. The revision is not a complete overhaul, but must be based on the current situation, because user habits have already been formed and the cost of a complete makeover would be very high. Many company bosses and managers often act on a whim or make a decision on a whim, and dozens of people under them spend months on it. The positioning changes back and forth, and when a user comes one day, snap, it becomes a new product. Many companies die at this point. You must first reach a consensus with people on the business line, otherwise it will be a minefield. Another point is that the launch of a version does not mean that everything is fine, and continuous optimization work is needed. Back then, I really had to ask a lot of people for help to get these things done. As long as the goal is achieved, there must be gains. Products and operations complement each other. If the product is weak, the operation can be strong. If the product is strong, the operation can be appropriately placed in a supporting position. For example, the operation work of BAT is actually the latter, that is, product operation, rather than a strong operation model. If one of the product and operation is weak, then the product and operation will be like the principle of the wooden barrel. Unlike the overall revision of Mop, many of Mop’s later revisions were failures, especially the wireless part, which is related to the entire Oak Pacific’s genes. Since 2008, Mop has basically not made any significant progress in terms of products, and the group has also neglected Mop too much. This requires reliance on operations, which also leads to over-reliance on operations. Moreover, it is a strong operation model that must overcome various unfavorable factors. So later we moved south to Nanning, the entire operations team was laid off (only I was left), and the overall operational strength was sharply reduced. At that time, two editors of Tietie moved south, and 5 million pvs were gone in an instant, and then the traffic was quickly cut in half. Summary: My experience is too complicated. In fact, when it comes to Mop and Tietie, I have always felt very sorry about it, and it has become a knot in my heart. Back then, I treated Tietie as my own son, and later I treated Maopu as my own son. I am a doer, not a decision-maker, and cannot decide its life or death. I can only watch it become a thing of the past. You should know how complicated my mood is right now. Operations are like this. For a lot of work, your leaders cannot see whether you put in 30%, 60%, 10% or even 150% of your effort, and the results may not be satisfactory. Only you know the process clearly. You should know best how much you have gained, how much your abilities have improved, and how strong your microcosm is. Here, I would like to give a word to all operations workers, which is also a word that has always inspired me: People are forced to do what they want. If you don’t force yourself, you will never know how good you are! |
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