How to do user operation?

For product operators, they should not only be very familiar with the product, but also tell users the shortcomings of the product, so as to improve the product, meet user needs, and maintain a user-centric operation attitude. To this end, the following points need to be achieved: build a complete user system, tap into seed users, guide users to generate high-quality UGC, seek more added value for products, and strengthen user growth mechanisms.

1. User operations should start from here

User operation refers to the user-centric approach of improving user contribution, activity, and loyalty through operational means. It usually appears in the operation of user-type products or user modules of comprehensive products.

First of all, we must be clear that the core of user operation is to increase the scale of active users, which is usually expressed in two ways: increasing revenue and reducing costs. Increasing revenue refers to expanding the user base, and the focus is usually on the number of visitors and registered users; throttling mainly refers to maintaining the user base, and the focus is usually between silent users and lost users. Another way to express this is to maintain activity, that is, to make inactive users active and to make active users more active.

The purpose of user operation is to improve users' awareness of the product and make the product last longer and better. Generally, there are two modes of user operation: one is strategic operation for all users; the other is centralized operation for core users.

In strategic operations, the user scale usually ranges from thousands to millions. Here, the company's product operations department grasps the attributes of all user groups, is familiar with the basic characteristics of each group, and uses operations methods based on the needs of different groups.

In centralized operations, the user scale is usually between dozens and hundreds of people, and personal attributes are relatively obvious. The corporate operations department is often able to grasp the detailed information of each user and clarify user cognition through activities and emotional means, thereby establishing a branded user organization and clarifying user privileges and obligations.

Although many people are doing user operations, most of them do it around indicators. There is still a big question mark as to whether companies really understand their users. In fact, all user operation work is based on the same foundation, which is a full understanding of the users. How to fully understand users?

1. Spying on users through data

Data refers to some numerical values ​​related to products and operations. These values ​​are the conclusions drawn through observation, self-developed calculations, and are the basic material for analysis and research. In product operations, data can not only verify operational results, but also provide insights into user habits and preferences.

2. Understand users through communication points at different stages

In the early stage of product operation, it is very difficult to acquire users. After you have users, you need to communicate with them a lot to make them feel respected and trust your product.

When communicating with users, the key points of communication are different at different stages.

• Early stage: Users generally learn about the product through websites or other channels and express interest. However, due to some unavoidable factors, users will have doubts in this process. Therefore, at this stage, communication must focus on exploring the real demands of users, actively responding to users' relevant information, and highlighting the differences and advantages of their own products in order to capture the hearts of users.
• Mid-term: At this stage, users have already recognized the product, and when communicating with users, it is necessary to guide them to make purchases and facilitate transactions. At this time, it is very important to calm users' emotions caused by the imperfect product functions.
• Later stage: After the product is launched, there are usually many problems, such as various transaction problems, functional defects, system problems, etc. At this time, we need to spend time and effort to communicate with users and solve problems to meet their greatest needs.

All communications can be conducted through online customer service, QQ, WeChat or telephone. Communication with users must be based on equality and respect for users. For example, use a calm tone and more honorifics ("How may I help you?", "I'm sorry," etc.). By creating a relaxed and pleasant communication atmosphere, we can not only make users feel recognized and have a sense of belonging, but also realize the value of our products.

3. Not all user requirements are met

When operating products, we often encounter various requests from users, such as customization of payment pages, modification of product logos, and demos in various languages... In fact, many users' superficial requirements are not equal to their real needs.

Balancing the needs of products and users is a very important art. The premise of balance is to understand the proportion of product resource investment, the proportion of people for whom the product is suitable, and the company's level of attention. If the product currently meets 80% of user needs, then other reasonable demands can be incorporated into later product planning, and unreasonable demands should be selectively eliminated.

When targeting different target users, if the product itself does have problems with imperfect functions, it is necessary to provide timely feedback to the users and tell them to wait patiently for new functions of the product. We must learn to "paint the pie" appropriately to give users hope, while also considering the time limit that users can bear.

2. Build a user system: improve user stickiness

After understanding the concept of user operation, the next step is to build a complete user system. The main method is to use a series of user incentives to further enhance user stickiness, stimulate user interest, increase user activity, and ultimately achieve the commercial purpose of product marketing.

The user system is the soul of the entire product, and it runs through every function of the product. Currently, the common user system is shown in the figure below.

• Honor system: Users accumulate behaviors in a certain function of the product multiple times, reaching a higher number of behaviors than others, and are awarded honorary titles (experts, medals, user rankings, etc.).
• Experience growth system: Users gain experience points through various activities within the product, and different rights and permissions are granted to users at different experience levels.
• Fan system: Users make authoritative or professional comments within the product, which are recognized by other users and gain fans.
• Virtual currency system: Different user behaviors trigger the acquisition of virtual currency. Users can use virtual currency to purchase products internally and redeem other products (red envelope virtual currency exchange points exchange, etc.).
• Family system: Users form teams and enhance the family's honor through various behaviors within the product.

The above five systems complement each other and promote each other. For example, the fan system can promote the growth of experience, and the growth of experience can promote the acquisition of virtual currency, the acquisition of virtual currency can improve the honor level, and the improvement of honor level can promote the increase of fans, thus forming a loop.

What is the driving force behind this cycle? The answer is the fundamental demand for the product. This may be a little difficult to understand, so let’s make a simple analysis through the user system construction of Qidian.com. The homepage of Qidian Chinese website is shown in the picture below.

When Qidian.com was building its user system, the driving force was user reading. Therefore, Qidian.com set up reading thresholds and bookshelf thresholds. In order to allow users to have more bookshelves and more reading materials, Qidian provides three ways: first, users can expand the number of bookshelves through experience levels; second, users can purchase novels with Qidian coins; third, users can quickly obtain more bookshelves and discounted purchases by purchasing VIP.

Qidian.com’s experience system includes the daily behaviors of different users, such as active behaviors in daily tasks, which promote the growth of user experience points. Qidian.com has boosted user activity and stickiness while increasing the power of its bookshelf.

In addition, in the Qidian.com user system, the honor system is for the entire network and for a specific novel. The difference between the two is that the former is determined by the user's on-site usage behavior, while the latter is determined by the amount of rewards (Qidian Coin consumption). By doing this, Qidian.com not only promoted user activity within the site, but also stimulated user consumption.

The reason why Qidian.com's user system construction is so mature is that it contains a lot of knowledge, which requires us to analyze and interpret carefully. How to build a user system for your own product? The following points should be noted mainly.

1. Clarify the user’s immediate needs

The main object of "user-centricity" is the user, in other words, those who can actually come into contact with and use our products. These people have common human characteristics, but they are different from each other in terms of products. It is impossible to make a product suitable for everyone, so we need to understand the direct needs of users.

When understanding user needs, you must first understand user wants. If you don’t even know what users need, you can only get inspiration from studying existing or past similar products.

There are many types of requirements, such as data requirements, functional requirements, environmental requirements, user requirements, and usability requirements.

The most direct demand of Qidian.com users is novel reading. Therefore, Qidian.com uses restrictions on novel bookshelves and the number of novels to be read as the driving force of all systems, thereby promoting better user participation in the product user system.

In the process of understanding needs, we need to emphasize the measurability of needs. For each requirement, we need to clearly define to what extent the goal has been achieved. Product operators should try not to waste time on those demands that cannot be measured.

The most commonly used methods to understand users' direct needs are user interviews, questionnaires, observations and group discussions. We can make comprehensive selection based on the specific situation. After obtaining the user's data and information, we can use the demand template to organize this data and information into clear and specific demand records.

2. Select the source of power

Selecting the source of power based on the user's direct needs is the fundamental way to attract users to actively participate in the user system.

Referring to the practice of Qidian.com, we can formulate a user level system based on the direct needs of users when selecting the source of power (see the figure below). The purchase quantity for different users is regulated through a tier system. For example, compared to VIP users, the purchase quantity for ordinary users can be limited to 3. We can also encourage users to consume within the product by redeeming points.

3. Ensure a complete ecosystem

When building a complete user system, we also need to ensure a complete ecosystem, in other words, set rules for the user system. For example, prize planning, numerical planning, level planning, etc., these are the basic elements of ecological construction. For example, in the writer section of Qidian.com, writers are divided into levels according to their ability to create value.

Five-star writers: This is the basic level for all contracted writers, reflecting the different stages from original newcomers to main writers through the writer's value creation ability and fan influence. Five-star writers are divided into five levels, from low to high, corresponding to 1 to 5 stars respectively. Writers can automatically generate points based on the points they have earned in the last 12 months (excluding points already spent), which will be updated monthly.

Brand writers: A group of outstanding writers who have reached long-term cooperation with Yuewen. Only the backbone of original online literature can be selected. They are representatives of strength and popularity. Brand writers are recruited on an invitation basis. We will invite popular and distinctive contracted writers to join. On top of this, China Literature has also established two major writer sequences: great writers and platinum writers.

Great writers: those with outstanding subscription results and outstanding achievements in copyright expansion. Recognized as an excellent writer in the industry.

Platinum Writer: An original leader in the online literary world, with remarkable subscription results, obvious copyright expansion achievements, and recognized as a top writer in the industry.

3. Mining seed users: participating in product design

Seed users is a very popular term in marketing, referring to the first group of people who accept and have a great liking for a product. In addition to repeated consumption, this group of users can also bring many opinions about the products to the store and introduce new special regular customers to the store. Of course, they are also very paranoid in certain aspects of their product demands. Through this, we can discover and cultivate seed users that belong only to our own store, and thus transform them into the first batch of key users who participate in product design.

How to obtain the initial seed users of a product is a persistent problem that always lingers in the minds of product operators and product managers. We use a case study to illustrate how to acquire seed users in the early stages of product development.

Douban is an innovative online service website with technology and products at its core and life and culture as its content. Douban.com started out as a book, movie and music site, and is dedicated to helping urban people discover useful things in life, serving all aspects of urban daily life through desktop and mobile products. Revenue is mainly generated through user clicks and purchases of related products on e-commerce websites. On Douban, users can freely post reviews about books, movies and music, and search for recommendations from others. All content, classification, filtering, and sorting are generated and decided by users, and even the content that appears on Douban's homepage depends on user choices.

There are two motivations for users to immerse themselves in the Douban community and provide content: expression and identification. Therefore, Douban borrowed many website elements in its product design. Douban founder Yang Bo believes that this reference is mainly reflected in three aspects. First, the simple and elegant interface style comes from flickr, including its sharing concept; second, in terms of e-commerce, it draws on Amazon, such as user reviews and recommendations; third, some elements of social networks bring the social relationships between people to the Internet, but general social networks have no media, while Douban uses the same interests as a medium.

As of the end of 2019, Douban had over 200 million registered users and over 400 million monthly active users.

From the case of Douban, we have summarized the specific methods for acquiring seed users, which are mainly as follows.

1. Content-driven

The forms of content are very broad, and the content is constantly developing and changing, and it continues to increase with the emergence of various phenomena. The premise of content-driven is to revolve around user needs. Therefore, a certain amount of original content and high quality must be guaranteed.

We all know that Douban was a website that mainly provided book reviews in its early days, and it was very difficult to obtain high-quality or diverse book reviews. At that time, Douban's first batch of seed users mainly came from the life experience of Abei (Yang Bo, the founder of Douban). On Douban, users can post their own reviews on books and movies. All content is generated and determined by users. As a result, users feel immersed in the community.

So, how do we use content-driven methods to acquire seed users? First, it is presented to users on the screen through a collection of text, speakers, pictures and videos. Second, the content is exclusive. Providing content exclusively to users is the best way to make fans only read it on your platform. For example, Tencent Video gained a large number of users because it obtained the exclusive broadcasting rights for the fourth season of "The Voice of China".

2. User invitation mode

The user invitation mode refers to inviting users by sending invitation links, verbal invitations, invitation codes, invitation emails, invitation text messages, etc. when the product is closed. Why can user invitations attract seed users? First, since the number of invitations is usually limited, people will have a sense of resource scarcity; second, since invitation codes are scarce, the cost of obtaining them is relatively high, and once obtained, people will cherish them more and use and promote the product more actively.

The people invited to Douban in the early days came from programmers and the Internet community. On Douban, you can often see some fairly long answers with pictures and texts. Users raise questions and invite people to answer them, and usually the invited people will take this matter very seriously.

The earliest website to use the user invitation model should be the Zhihu community website. In its early days, Zhihu was an invitation-based community, and this invitation system still influences Zhihu today. On Taobao, there was once a situation of reselling Zhihu invitation codes.

It turns out that the user invitation model is one of the effective ways to obtain seed users.

3. Word of mouth

Relying on word-of-mouth communication from seed users is not only low-key but also has relatively low communication costs, but it also places higher demands on the product. In addition to meeting the core needs of users, users must also feel that their product is worthwhile and enjoyable, and that they can find a sense of belonging. Only in this way will users actively and voluntarily help spread the product.

Douban's developer Abei (Douban founder Yang Bo) did not put too much energy into product publicity and promotion, but instead focused on making the product itself. Abei did not spend much time thinking of a very creative name for the website; he simply named it “Douban”. Every time the product goes online, Abei uses concise and powerful words to explain the latest changes of the product to seed users and encourage users to try it.

Douban has always been very low-key. It was launched in March 2005, and within half a year it only accumulated 20,000 users, but had only one employee - Abei. In the following months, the user growth rate was very obvious. From September to November 2005, the number of users increased by 20,000; in January 2006, the number of users increased by 20,000 in nearly one month. The reason for the rapid growth of users is word of mouth from seed users.

Through Douban's model, we can conclude that when it comes to acquiring seed users, there are usually two dimensions: quantity and quality. Some people may ask, how many seed users are needed to make the product application explode? The answer is 1200 to 6000 will be enough. The prerequisite is that they must all be seed users, not initial users.

What are high-quality seed users like? In fact, seed users are not only the most active users in using and spreading products, they are also the users who can provide advice and suggestions for the products. It is precisely because of this feature that can not only help product growth and assist in optimizing operational strategies, but also enable active sharing of products that we need to cultivate more seed users.

So, how should we cultivate seed users so that they are more willing to contribute?

Listen carefully to the voices of seed users. Seed users are usually willing to communicate. If the product operator is too busy with work to communicate with users, then the seed users will be lost. How can we increase the number of seed users? The answer is the need to communicate with them effectively. The core of communication is to listen accurately and give valuable responses in a timely manner. First, you need to be able to understand what the other party is saying; second, when users raise questions about their product experience, you need to respond promptly and interact with them. When a user suggests a simple modification, give him some feedback.

Regular offline face-to-face activities. Common offline face-to-face activities include offline store sales, social activities, etc. How to conduct offline face-to-face activities? According to your own specific situation, you can organize online registration, offline group buying and other activities for a certain store or merchant; you can also set up an offline shopping club.

Create opportunities for potential seed users to be worshipped. Everyone has a sense of superiority and hopes to be recognized by others. Therefore, when cultivating seed users, we can take advantage of this mentality and give them great spiritual satisfaction. For example, we can award medals, add featured articles, recommend them on the homepage, evaluate the "Top Ten Discussions", and "God-making" plans (including exclusive interviews and top posts).

4. Generate high-quality UGC: attract traffic and strengthen promotion

The concept of UGC (User Generated Content) first emerged in the Internet field, which means that users publish their original content on the Internet platform to provide it to other users or for display. The purpose is to attract more traffic and promote products.

The requirements for the quality and quantity of UGC are different for products of different natures. For example, Zhihu and Jianshu are communities that rely on users to generate content, so Zhihu and Jianshu are highly dependent on UGC. To this end, they usually invite many big names in different fields, which we often call key opinion leaders (KOLs), to generate content and encourage other users to actively provide content. This is where the value of KOL users is reflected. Usually, one high-quality UGC article will bring much better results than multiple soft articles.

Let’s take Zhihu.com as an example to analyze how to guide users to produce high-quality UCC.

Zhihu was founded on January 26, 2011, and its product form is similar to the foreign website Quora. After several years of development, it has successfully grown from a small geek community into a large community.

Users are willing to immerse themselves in the Zhihu community and provide high-quality content because of two motivations: identification and expression. The Zhihu community has many users with rich professional backgrounds who share real, high-quality knowledge, experience, and insights through the infrastructure provided by Zhihu (Q&A, Zhihu Roundtable, Zhihu Daily, columns, etc.). Through Zhihu's unique social mechanism, they can freely create questions and participate in the public editing of the entire community, and provide high-quality content through incentives. They can freely create and edit topics, target a wider range of users, and organize high-quality knowledge more efficiently to make it have longer-term value. They can also follow people they are interested in in the Zhihu community, and establish a more real and in-depth network of interpersonal relationships through comments, replies, and likes.

As of 2020, there are more than 40 million answerers on Zhihu, with a total of more than 44 million questions and more than 240 million answers on the entire site.

The reason why Zhihu has more than 200 million registered users is closely related to the users' ability to independently create, edit and publish high-quality content.

1. Improve the convenience of creation for users

I believe that many people are willing to try and are easily receptive to interesting things that are easy to operate and share. People naturally like simplicity and are willing to share. From the product perspective, the issue is user experience. How can we give users a better experience? The answer is: usually simple and direct may get better results.

For example, Zhihu provides users with infrastructure (Zhihu Daily, Q&A, columns, Zhihu Roundtable, etc.) to facilitate users to share real, high-quality knowledge, experience and insights. Users can use Zhihu's unique social mechanism to freely create questions and participate in public editing of the entire community. This is why users are willing to immerse themselves in the Zhihu community.

Therefore, when we provide users with the convenience of creation, we can highlight the population that needs user participation and make it simple and convenient enough.

2. Encourage users to continuously produce high-quality content

Judging from the user's daily activation frequency, we can roughly divide users into 5 categories, as shown in the figure below. According to the "80/20 principle", 20% of active users contribute 80% of community content, and we can adopt different incentive methods based on different user behaviors.

Generally, active users create relatively more and better quality content, and their main concern is copyright. Then, we can keep users from worrying about copyright issues by ensuring that their content is respected and copyright is protected.

Zhihu has done a good job in this regard. In order to better protect users' original content and organizational issues, Zhihu has established a logical scope system. The content posted by users will be marked with copyright, so users do not have to worry about copyright issues.

When motivating users to produce content, you can also lower the threshold for publishing platforms to allow more users to publish their original content more conveniently; give material rewards to content providers (coupons, points prizes, etc.); give spiritual, title, and honorary rewards to content providers (user medals, privileges, etc.); and try your best to satisfy users' desire for recognition and attention (pinning to the top of the homepage, likes, replies, etc.).

3. Maintain users who create high-quality content

There are very few users who can create high-quality content. The reason why users are willing to spend a lot of time contributing high-quality content is generally due to the following reasons: one is self-improvement; two is the convenience of expanding personal connections; three is the fun of the creator himself; four is to win community levels and rewards. We need to serve these users well and make them feel valued, so that our products can run smoothly.

For example, on Zhihu, users who can create high-quality content can publish the content through Zhihu Daily, so that the content can be displayed to the maximum extent and be recognized by more people. In order to strengthen the influence of this group of people, Zhihu has also developed a virtual community theme - personal homepage. On the homepage, the user's personal achievements and career experience are emphasized. In terms of maintaining users who create high-quality content, Toutiao's headlines, Jianshu's homepage recommendations, and Keep's selected dynamics have all done a very good job.

So, how to maintain these users? We can try to maintain a close relationship with them through interactive means, listen carefully to their voices, treat their questions and suggestions sincerely, and organize and invite them to participate in offline activities such as company visits.

5. Increase added value: meet users’ high-level needs

Japanese product designer Renhisa Hirashima believes that there are two main types of value that products can provide to users: one is hard product value, which refers to the functions that the product can actually provide to users. For example, the function of cosmetics is to protect the skin, and the function of clothing is to keep out the cold; the other is soft product value, which refers to a certain culture that can meet the emotional needs of users. For example, perfume can reflect the user's nobility and charm.

Simply put, added value refers to all the value that a company provides to users, except for the core value of the product itself. Often these values ​​are the benefits or advantages that users most expect to obtain when purchasing a product within a certain period of time.

Chinese marketing planning experts believe that the elements that make up a product are nothing more than three points: form product, additional product (i.e. the added value of the product), and core product. With the rapid development of the economy, people's consumption psychology is increasingly inclined towards abstract standards such as taste, sensibility, and psychological satisfaction. Therefore, the added value of products in the market is becoming increasingly important, and is gradually becoming one with the selling points of the products, becoming difficult to separate. There are some tips to increase the added value of your products.

1. Add new product features to provide users with more value from using the product

Products are constantly launching new features, and product operations follow the products, so they need to quickly follow up and introduce users. At the same time, operations must reversely promote product optimization based on user feedback, data analysis, user retention, etc. after the product is launched, thereby improving the product's use value.

This method of increasing the added value of products by adding new functions is widely used. For example, many financial products previously only had basic functions such as cash withdrawal, investment, and recharge. It was difficult for users to use them a second time after using them once, and there were very few usage scenarios. At the same time, there was no connection between the product and people. The reason why it has a good retention rate is that users have invested, so users need to pay attention to various information on the platform every day.

Now, if a community function is added, users can post by themselves and share some financial management "dry goods" or financial news. At the same time, other users can like and follow if they think it is good. In this way, the followed users will not leave the platform easily. For users, if they can learn knowledge from the added value of the product, they will naturally not leave the product platform and may even recommend it to their friends.

2. Satisfy users’ emotional needs

In the 21st century, competition is a competition of services, which ultimately comes down to satisfying the emotional needs of users. So, what do users really need? The answer is actually very simple. What they need is a nanny-style, caring and personalized service plan, not slogan-like and empty promises.

In order to meet the emotional needs of users, we can carry out emotional marketing appropriately. Humane emotional confessions can move users and thus stimulate their emotional resonance. Emotional trends are gradually becoming the focus that product operators should pay attention to. At the same time, according to market demand, we also need to adjust our focus to the emotional needs of users, especially in the service industry. We must always pay attention to the emotional life of modern people and meet their emotional needs. To meet the emotional needs of users, we can start from multiple aspects, such as substantial emotional advertising, emotional packaging, distinctive emotional promotions, etc.

6. Strengthening the user growth mechanism: Promoting healthy growth of users

User growth is a sign of a good product. Generally speaking, we can judge from three dimensions.

First of all, whether the rigid needs of users are met. All user growth is based on meeting the core needs of users. For example, WeChat meets users' social needs; Ele.me satisfies users' food needs; Taobao meets users' shopping needs; and Internet finance peer-to-peer lending platforms (P2P) meet users' financial management needs.

Second, user survival rate. User survival rate not only reflects the user experience, but also reflects the stickiness of the product.

Finally, the Net Promoter Rate (NPS) reflects the intensity of the user's desire to recommend. The stronger the user's desire to recommend, the more attractive the recommendation reward activity will be.

The essence of competition among Internet products is to compete for users. So, how can we achieve rapid user growth? The answer is to master the user growth mechanism.

Let’s take Meituan Takeaway as an example and analyze in detail how to master the user growth mechanism and achieve rapid user growth.

Meituan Waimai is an online food ordering platform under Meituan. It was officially launched in November 2013 and is headquartered in Beijing.

Meituan Food Delivery has 250 million users, more than 2 million partner merchants, more than 500,000 active delivery riders, covering more than 1,300 cities, and completing 21 million orders per day.

In 2017, Meituan’s total food delivery transaction volume reached 171 billion. On June 27, 2019, Meituan Delivery, the instant delivery brand of Meituan, signed a strategic cooperation agreement with Tower Energy. On January 26, 2020, Meituan Waimai took the lead in launching "contactless delivery" and quickly achieved nationwide coverage.

The reason why Meituan Waimai has 250 million users and has maintained rapid growth, defeating its competitors in a short period of time and becoming the leader in China's food delivery market is because it has mastered the user growth mechanism and met the rigid needs of users.

1. Recommendation rewards

Many people like to use Apple products, drink Starbucks coffee, and shop at IKEA, not because they saw a banner somewhere, but because their friends, colleagues, and relatives are using them and then recommend them to them.

There are many platforms now that allow you to invite friends to get interest rate coupons, discount coupons, etc. and share your friends’ earnings. At the same time, users can also earn profits if their friends invite their friends again. This not only increases the enthusiasm of the inviter, but also achieves the effect of precise promotion at a lower cost.

For example, Meituan Takeout offers rewards for recommendations, so that after users invite friends, they can get corresponding takeout cash coupons, merchant coupons, etc. Through these coupons, users can get discounts when ordering takeout on Meituan.

2. Import WeChat, QQ, and Weibo

This is very applicable to many 020 products or social products. The software can obtain user information by automatically obtaining the user’s WeChat, QQ, and Weibo permissions. In this way, you can not only see which users have registered and follow each other, but also make it convenient for users to invite friends. In the Meituan Takeaway APP, users can log in directly through third-party accounts such as WeChat, QQ, and Meituan when registering.

By using the interface provided by a third party, users can avoid many tedious registration processes, thereby improving the conversion rate of user registration. However, this approach is not very applicable to financial products. Generally speaking, financial products need to strictly protect users' personal information. If this is done, there may be certain security risks.

Logging in through WeChat, QQ, and Weibo can increase the registration conversion rate, make it easier for users to share on major social platforms, satisfy their desire to show off, and at the same time bring publicity and promotion to the platform.

3. Share red envelopes

Compared with cash subsidies, the essential difference between red envelope subsidies is that they can achieve the purpose of further dissemination through relationship chains.

Every time users order food through Meituan Takeout, they can share red envelopes through WeChat, QQ, and Weibo. Users share red envelopes and can grab red envelopes shared by their friends, and friends can also grab red envelopes shared by users. By sharing red envelopes, users are attracted to further spread the message, and users use the shared red envelopes in stores, thereby increasing product sales.

It is very effective to attract users by sharing red envelopes. For example, in the second half of 2014, Didi Chuxing launched a new form of red envelopes for the first time - taxi red envelopes. Unlike previous direct subsidies to users, this time the taxi red envelopes are not directly deposited into the user's account. Instead, the user must share it on WeChat Moments or send it to a friend so that others can claim it before using it.

On November 24, 2015, Ele.me received a strategic investment from Didi Chuxing. By grabbing the red envelopes shared by Ele.me, users can not only get takeout red envelopes, but also Didi Chuxing red envelopes.

This case also tells us that as a product operator, if your capabilities allow, in addition to sharing red envelopes on your own platform, you can also join forces with other platforms, share resources, and use joint red envelopes together to improve and strengthen the user growth mechanism.

Author: Kenfai

Source: Kenfai