Pinduoduo-style promotion through old customers bringing in new customers!

This article attempts to be a systematic design guide for the activity of bringing old customers into new customers. I am not satisfied with just introducing the superficial product forms of various products. I want to reveal the essence of the activity of bringing old customers into new customers based on the underlying logic of the product. I hope it will be inspiring for everyone's product design ideas and specific practices.

The "old customers bring in new customers" activity (also known as user referral program or fission marketing) is one of the effective means of acquiring customers for Internet products. With the sudden rise of Pinduoduo in recent years, many of its "old customers bring in new customers" activities (bargaining, group buying, etc.) have swept the entire Internet and caused widespread discussion in various circles.

Its simple, crude yet effective product methods and operational strategies are being imitated by the leaders of the e-commerce industry and product designers in other fields. For a time, Pinduoduo-style activities of bringing in old customers for new customers were in great demand.

As a product manager responsible for user growth of a cross-border e-commerce product, I have also relied on old-for-new activities to achieve new user growth, GMV growth and other business goals for the platform. In the process of product design and product operation, I have made some simple explorations on the product form and operation strategy of old-for-new activities.

Based on the idea that "output is the best way to grow", the author has compiled some of his superficial understanding and practical experience of the activities of old employees mentoring new employees into this article.

This article attempts to be a systematic design guide for the activity of bringing old customers into new customers. I am not satisfied with just introducing the superficial product forms of various products. I want to reveal the essence of the activity of bringing old customers into new customers based on the underlying logic of the product. I hope it will be inspiring for everyone's product design ideas and specific practices.

Let’s take a look at the directory of this article:

1. What is the activity of bringing new customers with old customers?

2. Business logic of the activity of bringing in new customers: 1+2+3

3. Example analysis: KPI of the activity of bringing in new customers

4. Other matters needing attention in the activity of mentoring new employees

V. Conclusion

1. What is the activity of bringing new customers with old customers?

The "old-to-new activities" discussed in this article refer to the Internet or mobile Internet-based activities where companies set up a series of rights and interests in order to achieve business goals of customer acquisition and even user growth , and pass the value of these rights and interests to the platform's existing users (the so-called " old users "). These rights and interests are used as incentives to guide old users to invite new users to use the Internet products provided by the company through their social relationship chains on the network. After the new user completes the tasks set by the platform, the platform will distribute the rights and interests to old and new users according to the pre-agreed rules.

From another perspective, the activity of bringing in new customers can also be understood as a task system based on a rights and interests reward mechanism . New and old users will receive rewards provided by the platform after completing the tasks set by the platform.

Based on the definition, the entire business process can be simplified into a business interaction diagram as shown in the figure:

2. Business logic of the activity of bringing in new customers: 1+2+3

Referring to the business interaction diagram and combining it with the definition, I extracted some essential key information to guide product design, which can be summarized as "1+2+3".

• 1 core goal: user growth
• 2 key roles: old users and new users
• 3 key product design links: task setting, rights setting, and sharing link setting

1 core goal: user growth

Achieving user growth is the core goal of the activity of bringing in new customers. So first of all, we need to be clear about what user growth is and what kind of user data we have obtained that can be regarded as achieving user growth.

User growth as defined by the industry is not simply new users downloading the app or registering an account. According to the widely used "AARRR" model (also known as the Pirate Metric), true user growth covers the five stages of "customer acquisition => activation => retention => monetization => self-propagation". New users downloading the app or registering an account is only the first stage of user growth: “customer acquisition”.

Based on the above understanding, in order to achieve true user growth, the task setting cannot be limited to new users downloading the APP or registering an account, because this only completes "customer acquisition" and is not true "user growth". If there is no subsequent series of tasks, processes or customized pages and customized services designed for new users, it may cause embarrassing situations such as "immediate loss of customers after acquisition" and "users running away after taking advantage of the services".

In order to achieve user growth, we need to enable new users to experience the value of the product as quickly as possible after trying the product. We can do this in two ways. On the one hand, customized functions and services can be designed for new users. On the other hand, relevant tasks for activating new users can be set in the activities of old users bringing in new users, providing motivation for old users and encouraging them to educate new users. As for some principles and techniques for specific design tasks, they will be further discussed in subsequent chapters.

2 key roles: old users and new users

(1) Old users (upstream)

Old users refer to the platform’s existing users, who are located at the top of the fission relationship chain, so we can call them “upstream users.”

In the activity of old customers bringing in new customers, it plays an important role in initiating sharing and promoting downstream participation. Therefore, as the event operator, we need to adopt a series of product strategies to stimulate upstream participation enthusiasm and provide them with sufficient motivation to participate in the games set by the platform.

There are two key points to stimulate upstream participation:

1) Achieving a “task-rights” balance

As stated in the definition, in layman's terms, "task" refers to what the platform wants the upstream to do, and "rights" refers to the reward the platform gives to the upstream after completing the task. To achieve the "task-rights balance", it is necessary to set reasonable tasks for upstream users, and at the same time set corresponding rights and interests according to the difficulty of the tasks. It is necessary to design a reasonable correspondence between tasks and rights based on user cognition and actual ROI indicators.

It is best not to set fewer benefits that are obviously incompatible with the high difficulty coefficient of the task. To give a slightly exaggerated example, "invite 100 people to download the APP and reward 1 yuan in WeChat change." Obviously, such activities are difficult, with few expected benefits, and upstream users are very unlikely to participate, because in reality, few people are willing to go to such great lengths for 1 yuan in WeChat change.

Some students may ask, sometimes the activity budget is indeed extremely limited. If it is divided equally, the rights and interests allocated to each user will be relatively small. Direct promotion will not be enough to attract upstream users to participate. In this case, should we simply give up on the activity of bringing in new users?

I think this is not the case. When designing an activity, we should not only consider the value of the rights themselves, but also consider adjusting the way in which the rights are distributed to users.

For example, in a certain activity, one download can only give the upstream user 1 yuan per person, but we can package the activity as "the prize pool is 10,000 yuan, invite 1 person to download the APP to get 1 lottery qualification, and the prize will be drawn when all users invite 10,000 people, and the lucky user can win the 10,000 yuan grand prize."

In other words, we adjusted the original method of distributing rights and interests, pooled together the available rights and interests of all users, and then drew a few lucky people to receive higher amounts of rights and interests, using the users' mentality of "small risks for big wins" to motivate them to participate in the event.

The balance between "task" and "equity" is the key to determining the upstream participation rate and sharing rate. I will discuss these in detail in subsequent articles.

2) Eliminate friction in content dissemination

During the activity, upstream users need to pass the activity information to potential downstream users. In this process, there are two key factors: sharing channels and sharing content.

For upstream users, in order to eliminate friction in the content dissemination process, it is very important to provide them with convenient content dissemination channels, allowing users to easily disseminate content to potential downstream users by just moving their fingers and clicking.

Taking the common sharing methods of domestic APPs as an example, due to the huge share of WeChat in the domestic IM software market, WeChat sharing is an essential sharing channel in the new user acquisition activities of various platforms.

At the same time, we should also pay attention to providing concise, clear and attractive sharing content to help the upstream to efficiently pass information to the downstream.

(2) New users (downstream)

Generally speaking, new users refer to users who have not used the product before. They are incremental users of the platform and are located at the lower part of the fission relationship chain. In contrast to "upstream users", we can call them "downstream users."

In the activity of bringing in new users, one of our core goals is to enable more users to become new users of the platform and to enable more new users to use our products and services.

In order to attract more potential downstream users to participate in our activities of bringing in new users, we need to achieve a balance between "task-rights" and give users enough motivation to try our products. We also need to cleverly design the information content transmitted from upstream to downstream during the content dissemination process, and deliver the platform value to potential downstream users as efficiently as possible, thereby increasing the invitation conversion rate and converting more potential downstream users into new users.

For downstream users, there is another point that needs special attention. Under normal circumstances, the activities of old customers bringing in new users will always bring benefits to new users. This will definitely attract the attention of the "cash-back gangs" that are widely present on the Internet. Many "cash-back gangs" will use some technical means to disguise themselves as new users in order to defraud the benefits provided by the platform. This fraudulent means has caused losses to the platform.

Therefore, we need a risk control system to safeguard the activities of bringing in new users. In layman's terms, we need a set of verification rules to confirm at the right time that the new user is a real new user, rather than a fake or false new user.

3 key product design aspects

After understanding the "1 core goal - user growth" and "2 key roles - upstream and downstream" of the old-to-new activity, the three key product design links that determine the success or failure of the activity are obvious. They are:

1. Task setting;
2. Rights and interests setting;
3. Share link settings.

(1) Task setting: What does the user need to do?

1) Set tasks in a targeted and reasonable manner to achieve user growth

As mentioned in the above section, in order to achieve true user growth, the task setting cannot be limited to new users downloading the APP or registering an account, because such events are only the first link of user growth: "customer acquisition."

Based on the "AARRR" model ("customer acquisition => activation => retention => monetization => self-propagation"), we can see that guiding users to complete the next four steps is the real user growth, but this does not mean that we have to add steps covering the entire link in the task system of the old-to-new activities.

There are two reasons:

• First, too many tasks and too complex task content will increase the upstream's understanding and participation costs, bring unnecessary cognitive burden to the upstream, and to some extent affect the upstream's participation rate;
• Secondly, under normal circumstances, in the rule setting, the downstream will give some rewards to the upstream after completing the designated task. If the task content is set with a link that is too long, it may cause excessive distribution of rights and interests and waste resources. Because we must try our best to ensure that the upstream will only be rewarded if it promotes the downstream to use the product, and the spontaneous behavior of the downstream should not reward the upstream.

Based on my experience, I think a reasonable activity task of bringing in old customers and new customers should cover two types of tasks: "customer acquisition" and "activation". For products in certain fields, "retention" tasks can also be added moderately. That is to ensure that after downloading the APP or registering an account (customer acquisition), users can fully appreciate the value of the product (activation) and give them enough motivation to revisit our products for a long time (retention).

2) Three types of task descriptions and some examples

Based on the "AARRR" model, tasks can be divided into the following three categories:

1. Customer acquisition tasks;
2. Activation tasks;
3. Retention tasks.

a. Customer acquisition tasks: Customer acquisition tasks usually start with registering an account and logging in after the downstream app is downloaded.

The picture shows Alipay’s “Stay Home and Earn Red Packets” activity. Old users can get rewards after inviting new users to register Alipay accounts. This is a typical customer acquisition task.

When setting customer acquisition tasks, you can try to set up step-by-step tasks to encourage users to invite more downstream customers. For example, Qutoutiao has set up activity rules that increase the individual revenue as the number of user invitations increases.

b. Activation tasks: Upstream users are the existing users of the platform. Generally speaking, they are familiar with the product functions and have perceived the value that the product can provide. Therefore, in the activities, we can set up activation tasks to drive upstream users with benefits to actively guide downstream users to perceive the product value and use the core functions of the product to achieve the purpose of activating new users.

For products in different industries, the events that indicate that a new user has been "activated" have different manifestations. For example, for an e-commerce product, placing an order means that the user has been activated. For content products, a sufficient number of content readings means that the user has been activated. These events indicate that the user has experienced the core value of the product and felt the "aha moment."

Generally speaking, activation tasks do not appear alone, because customer acquisition is a prerequisite for activation.

The picture shows Redbulb’s activity of old users bringing in new users, where upstream users invite downstream users to become sellers. After the downstream users’ first consignment sale is successful, the upstream users receive rewards. For sellers on Redbulb, consigning goods and successfully selling them is a typical activation event.

c. Retention tasks: Retention tasks generally refer to the upstream actively reminding the downstream to revisit the product within a certain period of time. When setting this type of task, you should consider whether the product itself is suitable for setting retention tasks.

Profit-oriented retention tasks can indeed make retention rate-related data look good in the short term, but if downstream users only return but do not convert, it will cause DAU to be artificially high and conversion rate to drop. This data performance is also unhealthy and unrealistic for the platform.

Some traffic-based platforms, such as content apps, are suitable for setting retention tasks. However, setting retention tasks may not be very effective in products in some fields, such as e-commerce apps. Without using strategies to improve shopping conversion rates, setting retention tasks is just scratching the surface and does not solve the fundamental problem.

Like activation tasks, retention tasks generally do not appear alone, but are bundled with activation tasks, requiring users to complete an activation event when they return.

Toutiao’s campaign of bringing in new customers from old customers covers three types of tasks.

1. Customer acquisition tasks: Invite friends to download the APP and register an account for the first time;
2. Activation tasks: For every article read by the downstream, the upstream can get 200 gold coins;
3. Retention tasks: downstream reading for 3 days (cumulative use of the APP for 3 days).

(2) Benefit setting: What benefits will users receive?

As a reward for upstream and downstream users after completing tasks, rights and interests play a decisive role in the participation rate of upstream and downstream users and the overall effect of the activity. Therefore, setting a reasonable rights and interests value and rights and interests distribution method is one of the core rule settings for the old-to-new activity. It is no exaggeration to say that the rights and interests setting is the most important factor in determining the success or failure of an activity.

In terms of expression, equity is divided into tangible equity and intangible equity.

1) Regarding intangible rights

Intangible rights are the non-material rewards that products bring to users. When users promote products based on intangible rights, they achieve the customer acquisition method that all product operators dream of - zero-cost word-of-mouth communication. In other words, users do not expect to receive additional material rewards from the platform, they act completely voluntarily.

Here is a brief introduction to some psychology knowledge: Psychological research has found that self-sharing is a trait that everyone has. We will share newly purchased electronic products with friends, and we will talk about recent news hotspots with colleagues. This willingness to share our thoughts, opinions, and experiences is fundamental to the popularity of social networks, because free expression and disclosure are inherently rewarding to humans.

That is to say, under certain conditions, the upstream recommends new products to the downstream only because the upstream users, after perceiving the value of the product, spontaneously promote your product to the downstream for the sake of self-expression, without expecting to receive some material rewards from the enterprise or platform. The upstream company is willing to be a free promoter of the product just because recommending this product to others can make the upstream company feel cool.

Intangible rights can also be understood as part of corporate brand building. This article focuses on the discussion of tangible rights as opposed to intangible rights. Here are two reference books recommended for readers who are interested in further exploring intangible rights: "Contagious: Make Your Products, Ideas, and Behaviors Viral" and "The Tipping Point".

2) About tangible equity

Tangible rights are the most common form of rights, which are material rewards issued by the platform to users. Taking mobile APP products as an example, tangible rights are usually manifested as cash rewards, physical rewards, coupons, virtual currency, memberships, etc.

There are three key points to setting up tangible equity:

1. Set up benefits content that matches the core value of the product
2. Consider the reward model: one-way reward or two-way reward
3. Consider the value and distribution strategy of equity

① Set up rights and interests content that is consistent with the core value of the product

The first question is how to set the rights and interests content, that is, what kind of rewards the platform will provide to users when they complete the task. My suggestion is that no matter whether the product sells services, physical objects or some type of information, the benefits set in the old-to-new activity should be as closely aligned with it as possible. In other words, no matter what the reward the user receives after completing the referral, it needs to be as relevant to the core value of the product as possible.

Doing this has two benefits. First, it reduces the user's cognitive cost, making the old-for-new activities more in line with the upstream and downstream users' expectations of the product. Setting rights and interests that are completely unrelated to the product will make users feel confused and strange, which will affect the willingness of upstream and downstream users to participate in the activities, and thus affect the effectiveness of the activities.

Another reason is the consideration of quality for downstream users. Designing equity content that is highly consistent with product value can, to a certain extent, ensure that downstream users attracted by the equity content are truly interested in the product itself, and they are more likely to be converted into loyal users of the platform.

For example, in a basketball community APP's old-to-new user campaign, the benefits should be set as NBA star posters rather than cash rewards of equal value to the posters, because people who are interested in cash rewards are not necessarily interested in basketball, and the chance of downstream users attracted by NBA star posters becoming loyal users of the APP is obviously higher than downstream users attracted by cash rewards.

Taking e-commerce apps as an example, setting up physical rewards is usually the best practice, because it allows downstream users to experience the core value of the product as quickly as possible, and when downstream users receive the rewards, they can "incidentally" obtain the downstream users' delivery address and payment information, laying a good foundation for further conversion and retention.

However, the risk of setting up physical rewards is to ensure that the goods used as rewards are of sufficient quality. Poor-quality goods are not only a major blow to users' enthusiasm for participating in the event, but after receiving the goods, users may also have a bad impression of the platform due to their disgust for the low-quality goods themselves, and then abandon the products.

For e-commerce apps, setting coupons as benefits content is also a practice worth considering. However, in order to make the benefits truly attractive to users, ensuring that users can fully perceive the value provided by the product is a prerequisite for using coupons as benefits content. Because it is difficult for users to try your product just because of some coupons without being interested in the product.

Cash rewards may also be available. Cash is the most intuitive way to show the value of equity. If the amount is sufficient, almost no one can resist the temptation of cash rewards. As long as the strategy is appropriate, cash rewards will have an immediate effect on increasing user participation rates.

The risk of using cash as equity content mainly lies in the fact that the quality of downstream users cannot be guaranteed. It is necessary to constantly monitor the contribution value of downstream users to the platform within a certain period and dynamically adjust the value of user equity based on the expected ROI. Another risk is that using cash as a reward can easily attract the attention of those who take advantage of the situation, thus posing a challenge to the anti-cheating capabilities of the risk control system.

②One-way reward or two-way reward?

The next question worth considering is how to set up the reward distribution model - one-way reward or two-way reward. One-way rewards refer to setting up a reward mechanism for only one party, either the upstream or downstream. In contrast, two-way rewards refer to setting up a reward mechanism for both parties.

Generally speaking, it is recommended to set up two-way rewards to stimulate the enthusiasm of upstream and downstream users to participate, but two-way rewards will dilute the rights and interests because we need to distribute the equity value to the upstream and downstream in a certain proportion.

If your product itself has rights and interests or customized services set for new users, you can set up a one-way reward and set up a reward mechanism only for the upstream, putting all the rights and interests on the upstream and encourage them to become promoters of your product.

③ Consider the value and distribution strategy of equity

After determining the rights and interests content and reward model, the next step is to consider the value of the rights and interests and the distribution strategy. As mentioned above, the value of equity should be set based on ROI. The calculation method of ROI is also relatively simple: ROI = revenue brought by downstream users/downstream user acquisition cost.

Obviously, the time points when downstream users bring revenue to the platform are different for different types of products. Therefore, the cycle for counting the revenue brought by downstream users should be determined based on the specific circumstances of the business.

After determining the initial equity value plan, the equity value should be dynamically adjusted based on the performance of downstream users while ensuring that the ROI target can be achieved.

The equity distribution strategy is also an area that requires special attention, especially when the value of the equity available to a single user is not enough to motivate user participation. Adjusting the equity distribution strategy can play a magical role in turning decay into magic.

Usually, the strategy for distributing benefits in activities where old customers bring in new customers is relatively direct. Users can obtain the expected rewards after completing designated tasks, such as direct cash rewards, coupons, points, etc.

My suggestion is that we can consider adjusting the form of rights distribution based on some psychological knowledge to amplify the stimulating effect of rights on users. Here is a brief introduction to two common user psychology and their corresponding strategies: small investment for big returns and loss aversion.

Small but great:

Trying to win big with a small investment is a typical speculative gambler's mentality. In gambling games, most people think that they are just a little bit away from the final jackpot, and that they will be the lucky one to win the first prize. Some people will also participate with the mentality of giving it a try. After all, you still have to have dreams. What if they come true?

The annual Alipay Five Blessings event verifies this. If Alipay told users frankly, "From now on, you need to help me harass every friend on WeChat and promote my activities. After you collect all five blessings, there will be no guaranteed income, but you can probably get around RMB 1.5," then basically users will not participate.

However, Alipay’s promotion is “Collect five blessings and try your luck to win 500 million”, so at the end of every year we can see the grand occasion of collecting blessing cards on major social platforms.

To target the mentality of trying to get a big return with a small investment, we can aggregate the lower-value rights allocated to each user and package them into a high-value right. After completing the task, the user can get the qualification to participate in the lottery for the high-value right. The "Invite Newcomers to Win Big Prizes" module in the Taobao special edition "Win Gifts for 1 Cent" activity in the picture is a typical practice.

Loss Aversion:

First, let’s take a scenario like this. There are two cases. The first case is to give you 100 yuan directly, and the second case is to give you 200 yuan first and then deduct 100 yuan from your account.

If they have to choose between the two, most people would choose the first rather than the second. The results of the two cases in this scenario are the same. You both received 100 yuan. However, in the second case, you lost 100 yuan because of the loss. You think you could have received 200 yuan. This distribution method affects your happiness of receiving 100 yuan.

This leads us to the definition of loss aversion, which means that when people face the same amount of gains and losses, they find the losses more unbearable. The negative utility of the same amount of loss is 2.5 times the positive utility of the same amount of gain.

Combining this theory with the strategy of equity distribution, when designing products, we can consider distributing part of the equity to users before they participate. However, the equity must accumulate to a certain level before it can be realized or delivered. Next, we inform the user that if he wants to obtain the full equity, he must participate in our activities and complete the tasks we set. Pinduoduo’s price-bargaining campaign is one of the excellent practical examples of this theory.

In its bargaining activities, Pinduoduo designed many product elements that make users feel a sense of gain before users officially participate. Whether it is the initial "bargaining gift package" or the "bargaining red envelope" that suddenly appears, it reminds users, "We have bargained a good thing worth 1,599 yuan to 1,500 for you. For the next 99 yuan, you just need to invite a few friends to order a little. Don't give up. It's not cost-effective to give up now!" In this way, under the guidance of Pinduoduo, users complete the tasks set by the platform step by step.

This is an introduction to rights and tasks. Usually in the product design process, after determining the setting rules for rights and tasks, it is necessary to design an event venue to carry the specific presentation of these rights and tasks, while educating users on the specific gameplay of the activities and encouraging user sharing. The design of the event venue is a very important part of the activity of mentoring new employees, and will be further discussed in the subsequent practical examples.

(3) Sharing link setting: ensuring that users have a good invitation and invitation experience

In the activity of old users bringing in new users, upstream users share the promotional content of the activity with downstream users through the sharing channels provided by the platform, and invite them to complete the tasks set by the platform. The sharing link refers to the series of processes and related pages in this process.

Generally, a sharing link mainly contains the following two key information:

• Sharing channels
• Share content

1) Sharing channels

In the sharing link of the mobile terminal's old-to-new activities, the sharing channel refers to the way in which upstream users share activity promotional content to downstream users, usually in the form of various SNS, emails, etc. In this step, you can use the sharing capabilities provided by the operating system, or you can build your own sharing components.

It is recommended to build your own sharing components here, because the sharing components provided by the system generally do not provide expansion capabilities and cannot add information by yourself. In order to pass more event promotion information to upstream users and encourage them to share, it is usually recommended to use self-built sharing components.

You can also consider placing the sharing component directly on the page to reduce the funnel and make it easier for users to share.

In order to bring a good invitation experience to upstream users and reduce friction in the invitation process, it is necessary to combine users' actual usage habits and provide mainstream sharing channels in self-built sharing components. For example, in China, WeChat is usually the most common sharing channel, while European and American countries mainly use WhatsApp, Messenger and email.

In addition, I suggest that when providing channels, not only online sharing channels should be provided, but also offline sharing channels. The common offline sharing channel is "face-to-face scanning of codes."

Sharing channels determine the form and content of shared content. Usually, in order to maintain the order of information dissemination within their platforms and block spam, various sharing channels (mainly SNS) will restrict the content shared on them and formulate various rules to constrain information content and its form of expression. Once an SNS platform determines that an information is in violation, it will no longer be possible to disseminate information on it.

Therefore, when using sharing channels to spread event promotional information, you must pay attention to studying the platform policies. To put it bluntly, you need to figure out what can be posted and what cannot be posted. For example, WeChat has strict rules and regulations for the information disseminated on it. Once the content of a web page is judged to be in violation of regulations, access to it will be blocked directly on the WeChat platform.

2) Share content

Shared content refers to the promotional content of activities shared from upstream to downstream. In most cases, it is presented as a web page on the mobile terminal. This page is called a landing page. Currently, most SNS platforms will parse the content information of the landing page in advance and display it on the chat interface (referred to as "landing page preview").

The landing page and its preview play a vital role in the sharing link and even the entire old-to-new activity. It is the first formal contact between the product and new users, and it bears the important responsibility of converting downstream users into new users.

In addition to landing pages, due to the policy restrictions of sharing channels, shared content is sometimes also in the form of text, pictures, etc. These forms are not as good as landing pages in terms of promotional effect, operation difficulty, or user acceptance.

Normally, we should give priority to landing pages as the preferred form of sharing content. However, when we encounter force majeure, such as the landing page being blocked by the SNS platform, text and pictures can also be used as a supplementary means.

For example, in WeChat, for well-known reasons, we often see "Taobao passwords" and "Pinkouling" that spread promotional information in text form. After the user copies the text and then starts the APP, the APP will read the text information on the clipboard and then perform subsequent page displays and related operations.

Some products will also generate promotional content in the form of pictures. Upstream users need to use IM tools to send pictures themselves to complete sharing. Compared with text, promotional information disseminated in the form of pictures usually displays a QR code and relies on a scanning tool to open the web page corresponding to the QR code.

It is worth noting that domestic users are accustomed to using WeChat to scan QR codes. If the web URL is blocked by WeChat, the web page still cannot be displayed normally to users. In this case, you can consider scanning the QR code directly in the image caption using an appropriate scanning tool.

Regarding sharing in the form of pictures, there is another channel worth noting. In order to bypass the SNS platform's review of shared content, and also based on the mapping of real-life scenarios, "face-to-face scanning" is also a recommended sharing channel.

Sharing links are a very important part of the activity of bringing in new customers. The design strategy of the specific page will be further discussed in the subsequent practical examples.

Due to space limitations, this article ends here for now.

In the previous article, we have learned the definition and underlying business logic of the old-to-new activity. In the next article, I will introduce the KPIs of the old-to-new activity and the common methods to improve these KPIs with some examples. Readers who are still interested in reading, please stay tuned. See you there~

Author: Bruce Ma

Source: Bruce's Product Methodology