Interaction, performance, scene, copywriting, the core of operation is to make it happen naturally

This article uses the actual experience of "no need to wait for delicious food" to analyze how to improve the core indicators of operations . It is necessary to pay attention to the behavioral details of users on the usage path, and to make comprehensive considerations when pursuing operational data.

1. The foundation of user experience is product value

We often hear the term user experience. It may refer to the function of a product or the performance of a product. For example, when you open an App and it runs very slowly, you would say that the user experience is poor. It may also refer to the method of interaction, for example, everyone says that the user experience of 12306 is too poor. Similarly, if the copywriting of a product is not good enough, people will feel that the user experience is not good enough. It may even be the color scheme or the overall feeling.

User experience is the user's subjective feeling when using a product.

This feeling is subjective, and many factors can affect this subjective feeling, even affecting his mood and environment on that day. So is there no way to adjust this user experience? Actually, it’s not. Because for most users, there are actually a series of common problems, so some product operation methods can be used to influence these common problems, or guide them to a certain feeling.

When it comes to user experience, the core of every product is actually "usefulness". It solves your needs or pain points in a certain aspect. Only at this level will we focus on "ease of use". For example, WeChat meets the need for real-time communication and exchange. E-commerce solves the problem of me wanting to buy a wide variety of things and getting them without leaving my home. For example, you don’t have to wait for delicious food. It starts from a pain point and solves the problem of waiting in line at the restaurant entrance.

For example: buying tickets with 12306 is a very painful experience, but when there was no 12306, you had to queue up at the window to buy tickets. Is the user experience of 12306 good? First of all, it solves the problem that you don’t have to go out to buy tickets at the window. Its product value experience is good, but why do people say that its user experience is not good? In fact, it refers to the problems that exist during the use of its App.

The first thing to be clear is that the core foundation of user experience is based on the value of a product to you. Only under this premise can we talk about the experience at the level of interaction, performance, copywriting and even color matching.

2. Focus on solving the pain points of dining: “No need to wait for delicious food”

“No need to wait for delicious food” is inspired by the scene of people queuing up to eat at the restaurant entrance.

The first function realized is to check the progress of the queue by scanning the code. You can see which number has been called and how many tables you have to wait for. At this time, you can arrange your own time according to the progress of the number calling. This experience is much better than waiting at the restaurant door, but it is not good enough, because although you can see that there are 20 tables in front, you don’t know how long the 20 tables will have to wait, so you still can’t arrange things.

Then we made an estimated waiting time based on the progress of the calling, not only telling you that you need to wait for 20 tables, but also helping you calculate how long you will have to wait for 20 tables. For example, if the process takes 40 minutes, you can arrange these 40 minutes as you wish, and then go to the restaurant entrance when the time is almost up, which will make the experience better.

Later we found out that in this case we still had to go to the site to get a number and wait for a number nearby, so we thought about whether we could avoid having to get a number on site and just wait for a number somewhere else and eat directly? Therefore, we have launched an online number-taking function, where you can take a number in advance and rush to the restaurant when it is almost time to dine.

In this way, the pain point of having to wait for meals is solved, and in fact, there is no need to do a lot of operations, the product will speak for itself. Everyone feels that using it really saves time, so there is no need to wait in line offline or scan WeChat codes for delicious food. Now there are nearly 10 million WeChat fans. Good products will speak for themselves and users will come to them.

Operation is actually about letting it happen naturally.

3. How to improve the core indicators of operations?

Does that mean operations can just stop doing anything?

Of course not.

In order to provide a better user experience, operations need to break down, define and quantify some indicators based on the characteristics of the product.

The core of operation is to grasp these indicators and improve them.

Regarding the typical core indicators, "delicious food without waiting" involves merchants on one end, that is, restaurants. On one end is the user, and in the middle is the bridge built by the product. There are actually a lot of indicators that need to be paid attention to at each end.

1. How to promote the improvement of these core indicators?

For example, to improve the accuracy of the estimated waiting time, we will compare the estimated waiting time for each number we get with the actual waiting time. Then, by collecting this data, we will continuously optimize the algorithm to improve the accuracy of the estimated waiting time. The more accurate the time estimate, the better the user experience will be, and the more trust they will have in the product.

2. For some restaurants that are unwilling to enable remote online number collection, how can this data be improved?

At this time, we need to understand why merchants are unwilling to open the online number collection function and what they are worried about?

In fact, what the restaurant is worried about is that if users take several numbers online but do not go to dine, the restaurant will have too many empty numbers, affecting its offline dining users. So in order to address this concern of restaurants, we customized a deposit function for taking numbers, which means that users need to pay a certain deposit when taking numbers online, and the deposit will be returned when they dine. In fact, this function guarantees the final in-store rate of online number taking, eliminates merchants' concerns in this regard, and encourages merchants to open the online number taking function.

3. I found that some merchants have poor Internet access. How can I solve this problem?

For example, we can help merchants install some data cards, or optimize the network equipment in their stores to solve their network problems. The waiters who operate the "Delicious Food Without Waiting" equipment have a very high turnover rate, so regular on-site training is necessary, and these actions will ultimately promote an increase in the networking rate.

If these core indicators are improved, we can conclude that the core indicators that influence user experience are constantly improving.
In addition to the core indicators, there are also some data indicators that need to be continuously monitored to keep them within a reasonable range. For example, the failure rate of number acquisition needs to be monitored and kept at a reasonable value. If there are any abnormalities, follow up and solve the problem based on the abnormal situation.

4. Operational execution should focus on details

In daily operations, we must focus on core indicators and key points on the one hand, and on the other hand, we must pay attention to details and pay attention to every point that can reach the user to deeply understand the experience issues.

The picture shows the dining number that ordinary users may get, and the one on the left is the old version. Some problems with the old version: there are too many font sizes, some are connected, and the layout is not very elegant, so the readability of this number sheet is relatively poor. On the right is the optimized layout, which highlights key information and unifies the font size. Just by optimizing the layout, the user scanning rate increased from 10% to 13%.

The purpose of this example is to illustrate that every point that may touch the user must be optimized in detail and from the coefficient. In the end, we can see that this optimization will have a great improvement on the product data.

5. Pay attention to the details of user behavior on the usage path

In fact, it’s not just the number orders. Every behavioral detail of the user in the product usage path is worthy of our attention.
Take the cancel queue function as an example. On the WeChat official account , if you want to cancel a queue that is currently in progress, the original design process of the product is to first click on the App to enter the order, find the order details of the queue number in the order, and then cancel the order.

However, the operation team analyzed the words received in the background and found that the words with the highest part of speech among the words entered by users were "cancel" or the names of some restaurants. This phenomenon means that users think that by entering "cancel" or the name of the restaurant in the WeChat input box, they can cancel the current queue, but in fact the product function itself is not designed in this way. Entering these words cannot perform the expected operations.

So we made an optimization based on this scenario. For example, if he inputs "Cancel", the current queue number will be automatically replied, so he can cancel the current operation; if he inputs Haidilao , the search results of Haidilao will be returned to him.

This is a typical example of starting from operational analysis and user paths, discovering product optimization points and optimizing them, and then the data was further improved. In fact, this also marks a further improvement in user experience.

6. Consider the whole picture when pursuing operational data

When pursuing operational data, we must consider the overall situation. We must not only see the current data improvement, but also have a measurement point in the pursuit of operational data: whether the short-term data improvement will harm the user experience in the long run.

For example, Delicious No Need to Wait hopes that all users will take numbers online, so the operation goal is to increase the number of online number taking. There is a most direct method. When people go out to eat, they have a habit of getting numbers at several restaurants at the same time and going to whichever restaurant their number is first. At this time, if the product does not limit the number of numbers a user can get at the same time, that is to say, the user can get numbers in four or five restaurants, and get a medium table and a large table in each restaurant, then the number of numbers taken online will definitely increase.

However, this will bring about a consequence: users take numbers for several restaurants at the same time, but can only go to one of them in the end. From the restaurant's perspective, the dining rate will be greatly reduced and the numbers on the list will become empty, affecting the experience of users queuing offline. The restaurant's satisfaction with this function will decrease. If the restaurant closes the online number-taking function, it will in turn cause a great damage to the user experience, because you will find that there are fewer and fewer restaurants where you can take numbers online.

Simply put, if the number of numbers a user can use at the same time is not restricted, the short-term data will improve, but in the long term it will actually damage the user experience and the data may decline, and this decline will be irreversible. Therefore, such a strategy is highly undesirable. So after weighing the pros and cons, at present, the “no need to wait for delicious food” policy allows the same user to only pick up numbers at two restaurants at the same time during a meal period, which means having the best of both worlds.

7. User experience drives product evolution

As the product develops, the key points that affect user experience will also change. Therefore, the key data or core indicators that operations focus on are not static, but need to be adjusted according to different stages of product development.

Still taking the example of "No need to wait for delicious food", we initially just made an offline queue list for scanning, and then the core point of our attention was the number of merchants that supported the queue list; later we launched the estimated waiting time function, and the core point here was to pay attention to whether the estimated waiting time was accurate; now we will pay attention to the number of merchants that support online number collection; and then there is the number collection deposit, whether the user will receive the deposit when dining, and whether the refund of the deposit will be timely enough, this is a core indicator we are currently paying attention to.

For operations, we need to pay attention to different operational indicators according to the different development stages of the product. When the product is just launched, pay attention to the number of new users; when it has accumulated users for a period of time, pay attention to the user repeat usage rate; when there are some paid functions, the focus may shift to the payment rate.

In short, operations should adjust indicators based on the evolution of the product.