How to build and operate the core capabilities of membership products?

We must be familiar with membership products, but do you know how to build and operate the core capabilities of membership products? There is little sharing of the how to use the 5W1H analysis method for membership products on the Internet. The author of this article mainly focuses on how to build and operate the core capabilities of membership, and takes everyone to understand the practical strategies of membership from more dimensions.

1. Platform Capabilities

1. Ability scope

Platform capabilities are the foundation for the development of membership business, and are usually divided into basic capabilities, marketing capabilities, and service capabilities:

Take "exclusive line" as an example: it is called IVR in the industry, commonly known as call center. It looks like a simple telephone hotline, but it actually contains more experience design and functional logic.

• Number selection: Short and catchy numbers are definitely easier to remember. Common numbers include 1xxxx, 9xxxx, 400, local landlines, etc. However, the corresponding thresholds, requirements, and fees vary greatly. Small and medium-sized service enterprises generally use 400.
• Line design: Each member service has an exclusive telephone customer service team. Due to cost considerations, priority is given to ensuring the service quality for high-level members. If there is sufficient capacity, the service will be delivered downwards in sequence. Therefore, today's line design is mainly based on self-service voice replies, which first filter out a large number of repetitive and relatively simple business inquiry/consultation requests, and then divert service channels according to membership level and problem category. For example, when a channel is busy, there will be queuing and callback mechanisms. As for how to identify the membership level, it is usually connected with the user identity. Associate their frequently used mobile phone number. If it is not bound, guide the user to complete the binding operation on the voice line or specific page.

Viewpoint: The above shows some of the platform capabilities. Due to differences in scale, architecture, stage, and team tone, there are also differences in scope division, but the functional modules are similar.

2. Operational Strategy

After building the platform capabilities, the development of the platform is inseparable from operations. Common platform operations include:

Take "identity display" as an example: identity ranks second in Maslow's hierarchy of needs. In the early days of Internet membership business, identity was also the focus of packaging to meet users' needs for respect and exclusivity. Common forms include:

• Exclusive icons: The collection/lighting of various icons in the QQ panel was once very popular, and people born in the 80s and 90s should have a lot of feelings about it. Although it is no longer popular nowadays, it is still evolving in other forms, such as in-game badges/titles, member-exclusive skins, etc.
• Personalized barrage: barrage has become an essential feature for long video services. With the diversification of the needs of users born in the 1990s and 2000s, personalized barrage is also emerging. Common member privileges include exclusive avatars, color schemes, expressions, props, etc.

Viewpoint: Regardless of platform activities or exclusive rights and interests, the core logic behind them is user operation , which can be further subdivided into user introduction, activation, growth, retention, etc. User growth was more popular in the past few years. In the past two years, it has evolved into public domain traffic, and retention has evolved into private domain traffic.

Only by grasping the fundamental motivations and main logic can our thinking and strategies keep pace with the times.

2. Channel Capabilities

Compared with the introverted platform capabilities, channel capabilities are relatively explicit. Let’s take a closer look through three questions.

1. Why do we need to build a channel?

• The traffic dividend of our own channels has reached a bottleneck and is growing slowly;
• If your competitors are doing it, you will fall behind if you don’t do it yourself.
• External channels continue to emerge and cross-border cooperation has become the norm.

Viewpoint: "Channel is king" is still applicable in today's Internet era. Relying on high-quality channels can help businesses quickly cover users in multiple scenarios.

2. How to divide channels?

1) Own channels

Also known as internal site or internal channel, it refers to the terminal media through which the platform itself can directly reach users, such as apps, clients, official accounts, mini programs, websites, etc.

Further subdivided are the exposure positions of different entrances of each terminal, which are usually matched with CMS and marketing advertising systems for multi-terminal push. This article will not discuss this in depth.

2) External channels

Also known as off-site or external channels, it simply refers to all areas outside of its own platform.

Usually, they are divided into e-commerce, operators, banks, travel, catering, etc. according to industry attributes. As for the logic of division, one is based on user volume, and the other is business integration. The following is part of the channel layout that Scar Brother was once responsible for:

Take "operators" as an example: In the competition in the 4G era, "China Unicom King Card" emerged as a dark horse, and with the help of Tencent's traffic, users and resource advantages, it quickly occupied a large market share.

At the same time, it has driven major audio and video Internet companies to carry out various "free traffic" cooperation with operators and launch various X (Bao, Sheng, etc.) cards. After the business volume increases, they will retain members through various privileges.

With the advent of the 5G era and the industry's pursuit of equity products, package combinations have become increasingly rich. Combining equity with value-added payment is currently the main strategy of operators. The following are screenshots of the interfaces of iQiyi, Youku and Tencent Video:

3. What are the main channel capabilities and what are their application scenarios?

1) API

The scene docking method has low coordination costs and can realize direct charging and fast payment for members.

In addition to understanding the overall logic of interface interaction (which is easier to understand when presented in the form of a sequence diagram), product managers also need to be familiar with the main input and output parameters and scenario descriptions of the interface documentation.

As the demand for refined channel operations increases, the richness of open interfaces has also increased. For example, user information interfaces such as first charge/loss/student identity judgment, acquisition of avatars/nicknames/desensitized mobile phone numbers, and product information interfaces such as coupons/trial coupons are gradually being used in the channels.

2) CDKEY

Also known as card code products, they meet the needs of specific marketing, redemption, and gift-giving scenarios, and are commonly seen in sweepstakes, points malls, gift cards, etc.

Corresponding product capabilities: including the generation, issuance, verification, and management of card codes. In the video entertainment industry, the card code conversion direct recharge capability will also be extended, mainly used to improve the recharge experience of card code products.

3) Procurement Management

For channel partners (agents/distributors), self-service procurement management is realized for channel partners. The main purpose is to attract and manage more channel partners through system tools, while saving channel labor costs to a great extent.

Corresponding product capabilities: including management of merchants, contracts, orders, finance, activities, rebates, permissions, etc.

4) Associate Members

It developed from offline in the early days, targeting high-end paying groups in industries such as aviation, hotels, and banks, providing them with exclusive and diversified service experiences to enhance user loyalty and drive retention and repeat purchases.

At present, online joint memberships have become commonplace. From internal business alliances, to cross-border 1+1, to multi-industry and multi-rights aggregation, these are all continuous extensions of joint memberships and in-depth exploration of needs (Why become a joint member? Interested friends can leave a message on the official account to communicate).

Corresponding product capabilities: including account binding, status synchronization, identity display, rights packaging, price & rights configuration and other modules.

Viewpoint:

1. Different channels have their own specific population attributes and operation strategies. Only by adapting to local conditions can we be responsible and benign. Do not try to change the user habits of a specific channel.
2. Whether it is an on-site or off-site channel, it tests the product manager's communication and expression skills, quick learning ability, and multi-project management ability. Friends who are recruiting for related positions or seeking job opportunities need to pay special attention.

3. Write to the end

Platform and channel are the two main horizontal and vertical axes of membership business, which go hand in hand and are important supports for the sustainable development and growth of the business.

This article is mainly for sharing and communication among ToC members and does not go into detail. At the same time, regarding ToB membership products, they have their own industry characteristics in terms of products and operation strategies. Friends who are interested can pay attention to Scar Brother’s subsequent updates.

Author: Scar Brother Product Says

Source: Scar Brother Product