How can operations move from the extensive stage to the refined stage?
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Last week I went to Didi and was invited to talk about "Fine Operations ". Since I have been too tired during this period, I am going to be lazy and post the content I shared at Didi. Then, I will talk about some things that I said or did not say during the sharing. If you are interested, take a look. Table of contents When I was at Didi, I made a list: Operation and romance, extensive and detailed , story time, question time Let’s talk about this today, please ignore the last few slides. Because there was no time for questions, I would still write down the answers to the two questions I had prepared in advance. Operation and love In fact, many people have talked about this matter. In fact, there is no need to elaborate on it in detail. We can just look at the similarities between our process of acquiring, retaining, activating, and converting users in operations and the process of falling in love. When we want to pursue someone, the first step is to let the other party know about our existence. In operations, when we want to acquire customers, we must also let the other party know about our products first. The so-called "establishing cognition" is the process of introducing our products to users. Once users enter the market, operations will try every possible means to make the product interact with users, allow users to continuously experience the product, ensure that activities always cover users, and allow users to be captured by the product, in order to complete the relationship building between the product and users. Only when the product ultimately builds a relationship with the user, and even an emotional connection, can it be said that the operation has been truly achieved to the extreme. In fact, operations have always revolved around products, and everything we do is to make the products live better and longer. Living better is about earning income; living longer is about extending the life cycle of your product. This picture has actually been mentioned countless times, so I won’t repeat it. In fact, it mainly talks about the so-called four wheels that drive Internet companies. Product operations cannot escape the three major operations: content, activities and users, but the specific practices are actually driven by data. Data should be the driving force behind all work items and positions. So, don’t mention data operation to me. It’s stupid to separate data and operation. Of course, if you say that your product requires independent data operation, I don’t object. There is actually no need to explain these three pages, everyone understands them. Extensive and refined In fact, the operation and management process of any product gradually moves from extensive to refined. Refined operations are actually a way of thinking rather than a skill or process requirement. Precision is based on data: Can we know the changes and specific values of customer acquisition costs from past data? Can we extract the activities that users are most enthusiastic about and continuously optimize their results? Can we solidify some fixed activity templates so that we don’t have to develop them repeatedly in the future? The above are the requirements and results of refined operations. Fine-grained operations were never meant to save money, but to spend money more efficiently. Therefore, the basis of refined operations is: Data collection is comprehensive enough; data mining is continuous enough; data presentation is reasonable enough; data-based decision-making becomes a habit... Building these foundations is not a one-day job. Whether the embedding points on all pages and paths are comprehensive, as well as the time and effect of data collection, must be reflected in the decision-making. Brother Liang said this two days ago. It is a very reasonable statement I heard during a meeting with Shanghai Mobile. In fact, the essence of refined operations is these "four suitabilities". It seems confusing, but if you think about it, the responsible party for these "four suitabilities" can be found. The right time and channel are driven by the market; the right people are driven by data; the right things are driven by operations. Of course, when you see this, you must have a challenge: where did the product go ? Products are always in the process of iteration, and operations can contribute a lot to this iteration: What this picture actually wants to express is that any operational thinking assumptions can drive improvements in processes, products, and mechanism strategies, and continuous improvements can achieve innovation. It is a simple logic that a journey of a thousand miles begins with a single step. Of these three pages, the most important one is the last one. In fact, I have always believed that the lean startup mindset is not aimed at products, but at refined operations. It is very important here to propose an operational hypothesis, and then practice it by establishing an operational MVP and obtain effect verification, so as to determine whether the operational hypothesis is effective. If it is effective, the operation should be expanded or even solidified into a template. If it is not effective, the hypothesis should be proposed again, and the operational MVP should be established again to practice and obtain data. All data should be analyzed again to determine whether there is room for optimization and improvement. If so, it must be continuously optimized. In my opinion, this is the core methodology of refined operations. Start from a point and finally penetrate a surface. If you think about it, every impressive product has an impressive operating strategy. Didi, Uber, and food delivery are subsidies; HTML5 is sharing; e-commerce is discounts… If you open a product but have no impression of its operating strategy at all, I can only say that this product has not yet reached the level that requires refined operation. In the early days of the Internet, not all products were operated in a refined manner. Games were the first to enter the stage of refined operations. I will say it next. There’s actually nothing much to say about this picture, it’s just a way of cooperation. Of course, the now-overused "A AR RR" model was brought up next. It actually did not analyze the difficulty of the funnel, but rather said that in order to cooperate with the data team, the data team must be able to share the joy of achieving KPIs with the operations team. As for how to do it, you know. I have always had a view that Growth Hacking is actually a way to solve the problem of spending little money to achieve big things in the process from 0 to 1. It itself is the prototype and concept of refined operations, but it is only a part of refined operations. However, if you use the means of Growth Hacking to copy the problems that need to be solved in the process from 1 to 1,000, 10,000 or even 10 million, I actually think it is not reliable. However, based on the data, it is really important to spend every penny on the right things. What’s funny is that many people advocate Growth Hacking, but mistakenly believe that Growth is the responsibility of one person. In fact, it is not. It requires an organization to promote it, and it is impossible for one person to succeed. Story Time This story is already old. A copywriter of Airbnb used A/B testing and kept the one with better performance. In fact, when talking about this story, Brother Liang always says that we need to pay attention to the differences between the Internet in China and the United States. In fact, there was a similar gameplay in the early years of the Chinese Internet, mainly in the field of games. There was a so-called " game promoter" mechanism. Unfortunately, in the end, most of the people who benefited from this mechanism were dealers and Internet cafe owners. I won’t elaborate on the reasons. The second case is actually rarely talked about. Online games are actually a field with a very high level of refined operations. Back then at Shanda, we would design activities targeting users at different stages, such as: A (Active)-P (Pay) activities, silent user (recovery) activities, etc. As for things like opening new servers and promoting new versions, all practitioners are playing with them, so there's nothing much to say. What’s quite amazing about Shanda Games (the research here mainly focuses on games like Legend and World of Legend) is that if an operational activity is effective, it will have the opportunity to be solidified into the game itself and become a fixed module, and this module will then become part of the “activity calendar” - this point has been achieved to the extreme in “World of Legend”. So, if you are interested, you can study more about Shanda Games in its early years. Of course, if you are a Super Cell user, you must also know the legendary saying: "If there is a problem that cannot be solved, first spend 648 and then see. If it still doesn't work after spending 648, then spend another 648." Any game that survives for a long time will have a very sound and sophisticated operation system. I won’t say much about this last case. The executor at the time was one of my subordinates, but the reason why we discovered that there was room for optimization on the WAP page was entirely through data discovery. The traffic had undergone significant changes, and Wap was a relatively easy part to adjust, so the effect was quite immediate - of course, it is not suitable for all industries and products. Question Time For these two questions, I will not explain my views for now. You can take a look at them first. If you are interested, you can leave a comment. I will write an article to discuss these two issues some other day. Mobile application product promotion services: ASO optimization services Qinggua Media information flow The author of this article @张亮 compiled and published by (APP Top Promotion). Please indicate the author information and source when reprinting! |
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