What have you learned from the past two years of operation?
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Operations are based on specific products and are guided by the company's phased development requirements. Through the configuration, implementation and optimization of operation resources, the correlation between the product's target population and the product is continuously improved. Due to limited experience, the following views are bound to have certain shortcomings. I hope that industry experts will tolerate them and that they can provide some inspiration to new operators. Before the operation work is carried out, an overall operation plan needs to be made, so the operator needs to have a big picture view of the plan. In combination with my own work, whether it is the previous operation of a certain O2O platform (essentially user operation + city-based operation support) or the overall operation of a certain APP currently being done, it is necessary to make corresponding plans in combination with the business and products, including plans, means, expected results, etc. Think about three questions: what is goal; how to do it; the result of ROI. Taking the example of attracting new users on an O2O platform, assuming that the monthly target is 10,000, the operation status of each city is still considered, the city tasks are broken down, new channels and operation support are provided, and the completion rate is assessed at the end of the month. This is the most common operation plan . Taking the APP operation plan as an example, it is necessary to consider all aspects of the APP, the core of which is attracting new users and retaining existing users . By integrating company resources and utilizing different means, greater profits can be obtained at low cost. The attached is the overall operation plan framework of the APP made in April 2016 for supplementation. Let’s focus on analyzing the two major problems in operations: user operations and product operations . User operation is the simplest, most basic and also the most difficult part of operation work. User operation is user-centric, sets operation goals, and controls the implementation process and results through operational means supplemented by "emotional operation" to achieve the set goals and tasks. Taking the APP for financial institutions that I am currently responsible for as an example, I will break it down into six parts to specifically explain the work of user operations. For the time being, I will merge the user portraits into the larger framework of product operations, which corresponds to the A AR RR model of the mobile application life cycle. PS: Different products have different focuses on user operation work at different stages, so please do not apply them lightly during actual operations. 1. The goal is to attract new customers (Acquisition); The development cycle of a product is divided into the seed stage, development stage, maturity stage and decline stage. The means of attracting new customers are different for products at different stages. During the operation process, we should conduct tests based on the core selling points of the product to select the best means of attracting new customers. The means of attracting new customers are not universal for each product at its different product stages, so the methodology is not applicable. In essence, attracting new customers is an in-depth analysis of users. It is particularly important to understand the characteristics of the user group that the product is targeting, combine the selling points of your own products, and display the selling points in front of the users in need to achieve initial results in attracting new customers. Overall, the methods of acquiring new users can be unified into online and offline methods, and the specific methods can be further divided into activities, content, media, etc. Taking our company's app product as an example, due to the particularity of the user group (targeting practitioners in traditional financial institutions), after the product was launched, I initially considered focusing on public account operations, supplemented by WeChat group operations, to accumulate initial users. For this purpose, I wrote a public account operation plan. The overall logic is to first increase the number of public account fans, and then obtain app downloads from the fans. The core points of the plan are mainly divided into four aspects: 1. Regularly update the soft content that is consistent with the functions of the app; 2. Seek regular push of high-quality articles that are closely related to current financial hotspots; 3. Make full use of the company's existing resources and expand external channels to promote or exchange articles; 4. Expected results and input-output ratio. During the two and a half months of trial operation, the expected results were not achieved and the data showed that it was not ideal. The first operation aimed at attracting new customers can be said to be a near failure. Afterwards, I made a relatively simple analysis of the operation data and communicated with some users. The main reasons for the failure of the operation path selection are summarized as follows: 1. Sticking to the old ways, not fully understanding the industry and user characteristics, and applying the methods of attracting new C-end users; 2. The public account has limited appeal to our special user group and needs an explosion point; 3. Resources are limited, and article exchange requires a certain threshold; 4. Article content creation is relatively difficult, and requires a combination of soft article creation + financial knowledge + Internet marketing ; 5. The public account fans obtained are not very targeted, and the conversion rate is lower than expected. The experience of failure gave me a lot to think about. Combining the company’s resources and brand effectiveness, I began to try to attract new customers with activities as the core. Tentatively, we divide the activities into online and offline activities . Strictly speaking, they cannot be classified into the category of Internet online activities, but as long as the purpose is to acquire new users for the app product, they can be temporarily classified as new user acquisition activities. Our operation mode this time is mainly online activities, supplemented by offline activities. We set up a fixed venue to gather a group of financial practitioners, and invite influential guests in the industry to share their topics of interest, so as to promote our products and obtain downloads. It can be said that this approach has achieved relatively good results in the promotion and use of products. The reasons are: 1. User targeting has been greatly improved, and high-quality users have been obtained; 2. The theme of the event is more in line with the needs of industry practitioners; 3. The product selling points are more directly displayed in the field of vision of the target population. This change in operating mode has brought about quite good data presentation. For the first time, activities combined with app products have achieved daily new users exceeding 100 and DAU exceeding 500. It should be explained that due to the particularity of the user group, this data is quite difficult to obtain in the product's seed stage. The product and brand have been further expanded as a result. Putting aside the products I am currently operating, there are actually many ways to attract new customers. I have always believed that the method of bringing in old customers still has great power; channel acquisition is also implemented by most Internet companies; self-media publicity and advertising are also common means; including the most controversial offline promotion is also a method; there is also exchange of volume , win-win product cooperation, etc. The point I want to express is: attracting new customers is the goal, and operating methods are the means, but the premise is to find the most suitable and optimal way based on the characteristics of your product and the stage of product development. 2. Activation Active users are the second problem facing user operations. How to get users to engage in your product, stay on your product, and continue using it is something that user operations need to think about. Personally, I think if you focus on active users, you should focus on observing one data, namely "residence time". The longer the users stay on your product, the higher the quality of your active users. Taking JD.com as an example, its initial operations focused on shopping needs, it offered a large number of products, beautified the pages, added categories, and generated orders; then the evaluation system was launched, and user retention increased by a certain percentage. On this basis, the operations staff came up with a new idea to increase the number of pictures and positive reviews, which greatly improved user activity; and now, we have also seen that JD.com has begun to keep up with the trend and started live streaming on JD.com. Although there is no specific data presented, it is conceivable that it will further improve user activity and retention . 3. Retention as the assessment (Retention); A brand cannot be separated from product carriers and service concepts, and must also be combined with continuous user operations. The retention of some users is already involved in active users, so it is particularly important to do retention analysis. I personally agree with the analysis of retention in this answer, so I will not elaborate on this. 4. User recall method (Refer); In the process of the above three operations, there is also user loss. So how to recall lost users? The following methods are currently commonly used: 1. SMS delivery or telephone follow-up is the most common way with a relatively high delivery rate. 2. Email delivery is easily blocked and the opening rate needs to be verified. 3. In-app push is an almost zero-cost operation method, but the delivery rate and opening rate cannot be accurately recalled. 4. Brand promotion involves a wider range of areas and can be said to be an advertising preparation or a product awareness enhancement, which has a higher cost. In fact, in the process of user recall operations, I personally feel that what is particularly important is the product value. Whether it is the product function point or the core selling point of the product, being able to truly meet user needs and hit user pain points and continuously improve product experience is the core of recalling users. Otherwise, means will ultimately be just means. 5. Revenue Whether it is attracting new users, increasing user activity or maintaining user retention , the ultimate goal is to provide paid services. A product without cash flow is not a good product, a product without paying users cannot survive for long, and a product without a business model cannot carve out a path in the competition. The mainstream monetization models include traffic monetization, content monetization, value-added services, etc. According to the different characteristics of different products, choose a monetization model that suits you. It is recommended to start from a small functional point with a small demand, cultivate users' willingness and habit to pay, and gradually add a payment model with multiple demands and multiple functional points. 6. User reward and punishment measures; Didi has set up an operation position called driver operation, Baidu Takeout has set up rider operation, and Meituan has set up merchant operation. These positions essentially fall into the category of user operation. Whether it is this position set up for half B and half C users, or our general user operation positions, they all involve the issue of user rewards and punishments, and the former may be particularly prominent. We take Didi’s private car driver reward policy for a certain month as an example to summarize user rewards and punishments. The purpose of this plan is to stimulate private car drivers. We will not discuss whether the plan is good or bad, but just want to extract applicable general methodology from it. Rewards are for motivation, and punishments are for rules. When formulating a reward plan, we must comply with the following: 1. Short-term nature, which means making a stimulus plan only for a short period of time; 2. Controllability, which means paying attention to the input-output ratio and keeping costs within an operational range; 3. Purposefulness, which means rewards must play a main card and serve a goal; 4. Variability, which means setting up a reward plan must be adjusted in a timely manner based on data feedback. When formulating punishment measures, the following must be observed: 1. Fairness. All users of the product must be treated equally; 2. Impartiality. Rules must be formulated with reason and evidence; 3. Openness. Pre-rules and post-punishment must be transparent and open; 4. Compulsory nature. Rules must be enforced after they are formulated, and should not be left unimplemented. Product Operations Actually, I didn't intend to talk about this content. I have discussed it with some colleagues in the industry before. The position of product operation is not actually a sub-category. Strictly speaking, it does not belong to the category of operations. It is actually more like a comprehensive management position. The reason why it is still mentioned here is that under the concept of product operation, there are many tasks that are inseparable from operations, and the degree of integration with the product is also quite high. At present, we will only talk about the understanding of three aspects. 1. Requirements Collection First of all, in terms of demand, part of the work is actually similar to user operation. User operation is at the forefront of communication with users, and most user feedback is concentrated here. The difference from user operation is that product operation needs to reorganize and prioritize the demands and select the demands that are truly meaningful to the product from among many demands. Leaving aside theoretical models such as the Kano model and hierarchical analysis for requirements collection, let’s focus on several commonly used methods for requirements collection. 1. Customer satisfaction survey. First, we need to organize the questions, which can be designed into a questionnaire. We can fill out the questionnaire online or make a phone call to collect as much user feedback as possible. 2. One-on-one interview. This method has a certain cost, but it can often capture the real needs of individual users and spread from the specific to the general. After our actual operation, this method has indeed received some valuable needs. 3. Meeting or core user group collection. The premise of this method is to have a group of core users in reserve, and can quickly and directly cut into the user's demands. 4. User behavior analysis. Determine the landing point of the demand based on the click-through rate of the product icon, and then organize the demand. In addition, there are also some internal discussions similar to brainstorming, market research, etc., but the above four are more commonly used in actual operations. 2. User portrait User profiling is a basic skill that operators must have and is also the result that the product must present after a period of operation. It is conducive to further improving product quality based on existing user experience and even adjusting the company's strategic direction. User portraits are based on real data. By organizing and analyzing the data, a labeled user model is abstracted. Some time ago, "Analysys" published an article titled "Analysis of User Behavior and Preferences in China's Tourism Sector in 2016", which used a large amount of data and graphs to analyze the behavioral preferences of different users. If you are interested, please search it on Baidu. Due to the particularity of our user group, which is between half B and half C and is a high-end user, some of the usual analysis points of user portraits cannot be fully applicable to our users. This is a common understanding in operations. The methodology is fixed and universal, but in actual operations, we must combine the characteristics of our own products and conduct analysis around the business model, and cannot stick to the framework. When making user behavior profiles for our products, my basic logic is: first, analyze the characteristics of existing users in the app at a macro level, and then split them into different dimensions, such as region, organization, level, department, etc.; then focus on the app's functional points, sort them according to user click-through rate, and look at the interactive behavior of participants in each function; finally, focus on the business, such as the new user data contributed by the activity to the app, the active rate provided by the activity content to the app, etc., corresponding to the activity theme and direction, to provide support for the business direction. Again, different products carry out different businesses for different user groups and require different analysis methods. We cannot arbitrarily apply generally applicable methodologies. 3. Data Analysis Data analysis is just a tool . In operational work, it is more used to focus on attracting new users and retaining users, as well as analyzing user behavior. Taking the previous experience at an O2O platform as an example, the first thing to do for pickup and delivery staff is to establish recruitment standards. The first data to pay attention to is the recruitment completion rate (equivalent to the new customer acquisition index). At work, we must always pay attention to the completion rate echelons of each city, set different tasks for different cities, and provide targeted support when the data changes, so as to complete the new customer recruitment task; on the contrary, we must pay attention to the withdrawal rate, communicate the situation in each city, collect the reasons for withdrawal, and take recall measures. Second, part-time staff (similar to pickup and delivery staff) are not formal employees. An important factor to consider in platform-based operations is the activity rate. It is particularly important to pay attention to the overall user activity rate and that of each city, and to formulate incentive policies based on the data. Third, pay attention to the ratio of order volume to actual payment. This may be the most important indicator and the data that the company values most. Only with the support of transportation capacity can more real and effective orders be generated. Through this data, the business development model and profit model can be tested. Fourth, use data to generate user behavior portraits, link order volume and revenue, link user age, gender, ability and activity, link new exits with city assessments, and conduct data analysis in different dimensions. In short, you need to have a certain degree of data sensitivity and adjust your operational direction based on data feedback. Finally, "long-term operations work can cultivate a strong inner heart (responsibility, attitude, details, self-discipline, tenacity, persistence, adversity quotient, values, etc.), and these qualities are equally important for other work." In the past two years of operations work, rather than accumulating more operations skills, it is better to say that I have learned a way of thinking about operations, thinking about directions from multiple dimensions in trial and error, summarizing experiences, and improving my own professional quality. I wrote this article to share my thoughts on operational work with you all! Mobile application product promotion service: APP promotion service Qinggua Media information flow This article was compiled and published by @李杰 (Qinggua Media). Please indicate the author information and source when reprinting! |
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