How to attract the core users you want!

The core users we are talking about probably refer to the early users of Zhihu, such as Zhang Liang, Lei Jun , Kai-Fu Lee and other experts in professional fields, Wang Sicong of Fenda , or fitness experts of the fitness software Keep.

These users are the most loyal to your product in the initial trial stage and are the key factor in whether your product can become popular. Therefore, you must have enough high-quality content to retain your core users. So how can you continue to keep your core users to spread word-of-mouth for your product and how can you attract accurate core users to use your product? I’ll give you some tips today!

1. First, you need to put forward the selling points of the product. What kind of highlights are the key to retaining users!

This selling point must be the user's pain point demand, not the itch point demand. Everyone understands the pain point demand. Itch point demands can only be driven to enterprise use if the cost is low enough. The premise that the cost is low enough is difficult to achieve in an enterprise, as it involves a large number of people. This selling point must be different from existing products, or the solution must be sufficiently groundbreaking. For example, at the strategic level, others also do internal corporate communications, but they involve external contacts. We don’t, and we only do internal corporate communications, keeping it clean and pure. Will the company buy into this?

For example, at the functional level, others in the market can also achieve read and unread messages, and we can too. Is this differentiated enough? What if we can also display the read and unread messages in the group, so that if someone has not read it, we can forward it to that person with just one click?

To whom does this content appeal? Is this person the “user needed for introduction?” The question of “who” will be explained later. It is very important to attract "introduction users", otherwise they will not be able to enter the company's door. Enterprise-level products have a certain stickiness in themselves, which means that it is difficult for enterprises to abandon them after they are introduced. Although our company’s CEO firmly believes that choosing software in the future will be as easy as buying an office pen, this stickiness will continue for a few years.

2. Who are the users we want to attract? Is our current content attractive enough to this group of users?

First of all, the characteristics of different enterprises vary greatly. It is important to choose which type of enterprise first. According to the unreasonable division of parochial thinking, they are first divided into Internet enterprises and traditional enterprises. Internet companies accept new products quickly, they are easy to get started with, and easy to become seed users , but competition is fierce and products are highly substitutable. Traditional enterprises have less access to information, so it is difficult to introduce information, but once introduced, they are not likely to lose it. Looking at traditional enterprises, some are just a link in the channel , some have upstream and downstream driving effects, and some are inherently closed (such as governments and schools). Therefore, it is a science to know how to distinguish and decide which batch to do first. How to choose and which users to start with reflects the company's strategy and pace. It will be difficult to make the right choice. Yes, that's right. Because if you choose the wrong one, you will die. Secondly, you must understand that the users of enterprise-level products are not single users. Enterprise-level product users are different from consumer-level product users. Enterprise-level products are not a single user, and may include:

Multiple roles including boss, decision maker, real user, etc.

When promoting a product, it is necessary to meet the needs of various groups of people so that it can be truly used. Especially to meet the needs of bosses and decision makers. Furthermore, the user focus within the enterprise flows from top to bottom, and each user link needs to be taken care of. For a single enterprise, the initial users may be the boss or decision maker, and the needs of security, cost considerations, and functional coverage must be met. Then the user's focus shifts to becoming a real user, which involves a variety of functional demands, usability demands, interface aesthetics, etc.

In addition, the decision-making cycle of core users is already very long, and it takes time to introduce a product to actual use.

3. So through which channels can we find these key users?

Starting from the existing resources, each of us knows many ordinary users, and knowing the key people in the company depends on your ability. We are a startup company and we have to rely on ourselves for everything. Let's find resources around us. If a company is full of recent graduates, why not try something else? Start with third-party cooperation. Even if we don’t know the key people in the company, there are people who do, so we can just contact them. For example, find an agency channel, then pay a lot and bring in the first batch of customers, but be careful not to end up working for others. For example, we can seek cooperation with a third party to explore a win-win model for both parties' products. We provide products and the other party introduces users.

Start with promotion channels, do hard and soft advertising in the media to increase product awareness. Participate in various activities and promote your products when expanding your network. To join the circle, the CEO must be the best promoter to bring friends in the circle into the circle.

Note: There are many channels. I have only roughly listed a few elements above. If you want to know more details, you can contact me or find them on some operating websites!

4. How to do more for key users

Become a key user and drive subsequent ordinary users to join. When companies choose products from small companies, they have many concerns. With benchmark users, on the one hand, the company has credit endorsement, and on the other hand, the product's endurance is strengthened, and the effect of driving ordinary users is still very obvious. Moreover, the business needs of benchmark users are more complex, which can help us understand users more deeply. After we have seed users, we dig deeper into them to find users who are willing to take risks and try our products, and operate them sincerely, attentively, and caringly. Attract more users through seed users. All things are difficult at the beginning, there will always be a first batch of users.