Are you always attracting new users, but no highly active users are left?

Why are we always attracting new users but no highly active users are left?

As all products develop from the beginning, user operations will go through three stages:

• Phase 1: Forming a product framework and increasing user playability
• Phase 2: Attract new users and retain users who match the product positioning
• Phase 3: Collaborate with R&D personnel to prepare user classification notes for differentiated operations

I will not elaborate on the practical operations of the above stages with examples for now. If you want to hear more, you can leave a message or like the button and I will explain it in detail later.

Recently, people who are developing new products often come to ask me why they have been spending money and effort on attracting new users, but no highly active users remain.

The answer can be inferred from the three stages of product development:

1. Problems in the early stages of product development

At the early stage of each product development, there is a strategic direction designated by the boss, and a product framework refined by the executive leader based on the boss's wishes and market conditions.

• What functions does the product have?
• What type of users do you want to attract?
• Which market are you mainly targeting and what size do you want to achieve in the future?

These issues should be considered in the early stages and gain the boss's high recognition so that an application with highlights and good value can be planned.

In order to verify whether the application framework is fun and useful, you can try the internal test. See how many people would like to use this app without any vested interests.

If the people who use this app are convinced and willing to hold it for a long time, look forward to it growing "muscles" from "bones", and are willing to help the app fill up its "muscles", then this app can be said to have a good start.

Without a strategic direction and product framework, there is no need to promote vigorously, which will only lead to additional marketing waste.

Remember that you cannot regret your move and you must design the application framework perfectly before releasing it to the public, making it informative and user-friendly.

Once an app is released to the public, its core values ​​should not be changed to avoid irreparable brand damage.

2. There is a problem with the direction of attracting new customers

Once the strategic direction is determined, it’s time to start attracting new customers. Every time you attract new customers, it is a battle in which tactics are particularly critical: whether to capture the leader first, or to play hard to get, or to attack Wei to save Zhao, all require thinking.

• Some methods of attracting new customers involve attracting low-quality users at low prices. There are usually references for these methods, which can achieve some data growth in the short term and provide reports to Party A or investors.

• There is also a method of attracting new users by paying high prices to attract high-quality users. It is more like the routine of headhunters to recruit senior talents. It requires a deeper understanding of users and coming up with strategies that can better impress these users.

• Another way to attract new users is to use high-quality users. This type of new users is related to the appeal of the product and the personal charm of high-quality users. If the product is of high quality and has a strong appeal to high-quality users, you can achieve results beyond your expectations.

If you fail to retain highly active users every time you attract new users, you must examine yourself to see if you are actually attracting low-quality users.

• Before attracting new customers, have you observed what type of users the operation is targeting? Have you surveyed your target audience about their preferences for pre-delivered information? Have you identified the media that your target audience prefers to access the most?

• When designing new customer acquisition scripts for high-quality users, have you considered the issue from the perspective of high-quality users?

• Is it convenient for users to provide activity levels? What form does user activity take? Are there any measurement standards?

There is an advantage in the Internet age: you can pay attention to which link among the above causes user loss and learn lessons from it. In addition to the above insights, high-quality operations also require the ability to monitor necessary data.

Attracting low-quality users with low prices is a method that can only be used intermittently. New customer acquisition that does not directly address the audience's demands will only be relatively active in the short term of new customer acquisition. At the end of the new customer acquisition period, a particularly large proportion of silence will occur.

3. There is a problem with the rhythm of attracting new users

It has been repeatedly emphasized before that in order to formulate a strategy, it is necessary to obtain the high level of approval from the boss. It not only provides reasonable operational support, but also enables operations to more effectively control the promotion rhythm.

Don’t think that a slow promotion pace is harmless. On the contrary, a slow promotion pace has huge hidden dangers.

It is rare to find a marketing plan with perfect logic, as 99% of marketing plans have shortcomings. This shortcoming will result in "not forwarding", "not caring", "bad reputation", etc., which are developments that operators never want to see.

To control the pace of attracting new customers, firstly, there must be sufficient support from high-level officials, and secondly, there must be someone in charge to set the pace.

The promotion rhythm tests the control ability of the operation personnel, and the control ability is usually reflected in: whether they can be aware of the shortcomings and whether they can launch the marketing before the audience perceives the shortcomings?

Only by creating a screen full of materials in the audience's sight can the appeal of the rhetoric be maximized and the audience can be led to follow the crowd. This also gives users a lower threshold for absorbing the words.

Conclusion

Generally speaking, large companies in first-tier cities rarely make the above mistakes. The above conclusions are all based on recent experience gained from observing Internet companies in second-tier cities.

In some areas, any operator can make improvements; in other areas, if there is no one in charge to make improvements, it will be difficult for a startup to grow.

If there are any omissions, please point them out.

Author: Marceau

Source: Marceau