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This article mainly shows you the "sample Analysis of Operations in the Internet". The content is simple and clear, and I hope it can help you solve your doubts. Let the editor lead you to study and study the article "sample Analysis of Operations in the Internet".

1. KPI is the mother of operation failure

In the imputation model of almost all failed projects, the steering wheel of sin always points to the operation. Most people equate kpi with operation, and kpi is often the concrete manifestation of the pot. Therefore, the operator is actually carrying the kpi,kpi to become the Waterloo of the operation.

Let's start with two impressive things:

On Project meeting, all the leaders turned the performance indicators of their project solutions into kpa (the concept of kpa was also heard at the meeting, which roughly means to complete key functions or products at a critical point in time.) And the kpi business is assigned to the operator. On Annual planning meeting, everyone's kpi is ambiguous, but my kpi energizing effect: an astronomical figure. I was suddenly melancholy.

Is it true that kpi is only backed by operators? The operating salary is meagre, while the kpi is heavy and breathless. What's going on with the serious income-output inequality?

Sometimes, a good product model will be disrupted by KPI and fail in the first place. When your foundation is unstable and the processes do not work, no matter how good the product is, it cannot afford to be ravaged blindly. Kpi is easy to force people into a crooked path while neglecting service.

This is common in start-ups. Sometimes it is not that the strategic direction of the product is wrong, but in the blind pursuit of kpi, the wrong seeds are planted in the first place. For example, in the trial and error stage, because customers with high kpi get, they begin to blindly pull traffic and use the wrong traffic performance to decide the next policy. In the early years, I did online education, and the product was just launched, and the traffic was tight. When the marketing department placed advertisements, it looked for Internet cafes, and the Internet users popped up automatically after turning on the computer, which was a little inducement, attracting a group of game users and mistakenly clicked users, and then the landing page page bounce rate reached 90%, and the conversion was almost zero, which made colleagues feel that Hanli was no good, traffic came, you didn't catch it, and the ability was not satisfactory. In the end, it protected my reputation by comparing the transformation of subdivided traffic sources (subdivided into the traffic performance of sem).

There is also a common situation: the local goal is perfect or even overfulfilled, while the ultimate goal is not improved, which is enough to cause alarm, you may have done the wrong thing perfectly. Or maybe you miss the point and just accomplish something that lets nature take its course. For example, this is the case with the title Party. I used to be an excellent member of the title Party, and I have done a lot of hard work to study 10 + articles. Now I turn to the boredom and find that I have fallen into a wrong idea: when it comes to writing copywriting, the first thing that comes to mind is the title party. When we get deeper and deeper in deception, deceiving users has become the king of solving the problem. Assuming that without the high pressure of kpi, maybe we can do something seriously.

In fact, kpi is not a matter for an operator or an operation department, and it is the right way for all people (departments) to share kpi. Blessed you enjoy, there is a pot I carry, very 6-7 ah?

The pot always has to be memorized by the big guys!

Second, the experience of operators is despised.

Does the enterprise have its own small treasury of experience, which accumulates a summary of operational experience over the years? This is a huge amount of wealth for enterprises. I take it seriously that you can't reach a thousand miles without a few steps. In many cases, when the target group is the same, a lot of experience exploration has to start all over again, and time becomes worthless.

When you have explored several key directions that can hit the user's psychology, why not stick to it all the time, and re-explore it when you encounter a new project. If the experience is not passed on, where will China's thousand-year-old culture go? Test value and requirements exploration should be unified and archived.

Just like copywriting, repairing words, sentences and symbols is just a pediatric thing. As long as you keep the user's demand under control, no matter how you write it, you will have a good performance. Unless you use classical Chinese. Copywriting is speaking, and this sentence will never be out of date.

Therefore, many enterprises recruit senior operators, but do not believe in the pleasure of experience inheritance, resulting in experienced operators are not senior. On the contrary, he insists that the operator hired with high salary is not good.

Third, common sense does not need to make an appointment for resource verification

There is an even more bizarre thing: the truth that you see through at a glance also has to be tried and verified.

It turned out that there was a project, a reward interface, and a good reward amount was shown on the list, which was suddenly removed, and there was a big fight. I dropped my cigarette butt and slammed the door and left. The product must verify the effect of the amount of reward. This is common sense, when common sense still needs to be verified at cost, which is a huge waste.

I am a "trial and error" control, but also in the operation circle to promote the thinking of optimization and improvement. But trial and error requires cost, first, to grasp the unknown truth to test, second, to focus on the control, to follow the ultimate goal, and third, to know how to choose, what should be verified and what should not be verified. Why don't you go and verify the popular psychology and follow the way that scientists do experiments? It's like everyone has greed. It's a bit of bullshit that you have to verify whether people are greedy or not.

There is also a situation where many people talk about the data, and there is nothing wrong with the analysis itself, but it is unreliable for you to analyze and come to a correct conclusion of common sense. In addition, the analysis is not only to ask questions, but also to put forward countermeasures. To analyze for the sake of analysis, or even to bluff people with the concept of data analysis, to explore again, which is both a waste of the organization and a mistrust of people, but when you really do it, it falls into another pit: the wrangling of accuracy, which is a complete nonsense!

4. People who have not worked hard only talk about strategies

On the one hand, it is cutting operating expenses (payroll, manpower), and on the other hand, it is increasing the volume of business, which may be the norm for most companies during the economic downturn of the past two years. The operators left behind began to live in hell.

People who don't start from zero think that after reading a few books, a few articles begin to talk nonsense, you should do this, you should do that, you see how well others have done, look at what you have done, the operation is not good.

First of all, the operation is not there, there are no three heads and six arms; second, there is a lot of basic operation work, and the foundation is the service, which is the foundation, blindly squeezing manpower from the basic service, causing the foundation to be slowly hollowed out, and the business value will gradually disappear; third, when you give instructions or suggestions, have you ever thought about the actual situation of operating resources and blindly think that this is simple and that is not difficult? Nothing in the world is difficult, it is motivational language, resources are in place, things will be perfect; finally, do you know the specific work of the operator?

This is what I despise most. If you haven't done any new media, basic work, customer acquisition, or conversion rate, you don't understand the intensity of the work of the people below. You just complain that this doesn't work and that doesn't work. Time is the best way to test one's ability. I remember chatting with a business executive when I once said: my biggest weakness is that I have to do everything by hand and have no management thinking. Only those who are lovelorn know the sweetness of their first love, the executive said. Only if you know others, will others understand you. This is management thinking, the concern of language is never as good as the level of understanding people's work.

Fifth, always want to do the surrounding demand, the core demand is left alone

When I have a deep reflection on the concept of operation, I often fall into a confused state at meetings. I fall into it more often, and some people will say that I push the pot. There are thousands of ways to push the pot, which do not need to be maintained by ignorance, but because they know how to grasp the key points and mainstream contradictions. There are also many times when I don't follow orders and do something privately, which has nothing to do with kpi and doesn't work in the short term. I always stubbornly believe that the basic services have not been firmly established, and spend a lot of money (time and energy) to do peripheral services, which itself is a killer of the declining trend of products. This is not only a matter of providing timely help and icing on the cake, but also a matter of importance. Don't think about "adding flowers" before you burn the charcoal.

Surprisingly and upright, resources need to be weighed. The rule of 28 is serious, putting the cart before the horse, and it is the business that is unlucky. 80% of the people are surprisingly exploring new ways, leaving 20% of the people to stay at home. When others eat your market, you backhand grab is already your user, this time again and again, play!

VI. Operation is not a routine, but a strategy

The word "routine" is always too low, not as lofty as strategy. Moreover, a routine is not a strategy, a strategy is a planning idea that has a unique goal and then achieves that goal.

Influence has a simple example: two buddies meet in the same toy store every year and buy the same best-selling toy. And all happened after Christmas, all saw this toy advertisement before Christmas, and then took the children to buy, all encountered the embarrassment of being out of stock. So I had to buy a lot of other toys as compensation. After Christmas, the advertisement came again, so the child was still clamoring to buy it, so you had to buy another one, so you went back to the toy store and found that it was in stock.

This is the toy merchant's sales strategy: toys in the holiday is the peak season, after the holiday is a terrible off-season, advertising, promotion seems to be difficult to solve this problem, and expensive. So they played a strategy: deliberately advertise the new product before the holiday, but the supply is very small, and you have made a promise to your child that you have to make up for this promise to spend money on other toys. After the festival, the advertisement came again, and the children were still noisy. I also seemed to hear my son shouting after seeing the advertisement: dad, this toy is here again. Let's hurry to buy it home. So the normal advertising to solve the problem of low sales in the off-season, and the use of "words must do" human nature.

VII. when the boss is in power, the operation cannot be the overall control.

The operator cannot be in general control unless he is in power. I would like to ask, without Grandpa Mao's strategic policy, can we win the whole of China with millet and rifles? The strategic direction is in the hands of the boss. No migrant worker can waver. Therefore, if the boss's policy is like a compass, he will go wherever he finds the treasure, wavering and destined to turn the team into a handful of loose sand. The right path should be like this: the boss aims in the right direction, human resources start to form groups, products are quickly verified, operations are embedded to find the truth of users, and key task nodes (traffic, transformation, extension of user life cycle) are polished. And standardization, and finally to the efficient operation of the product.

There are also some things, in the process of doing the project, the project leader acted arbitrarily and did not listen to the experience and advice of the operator. as a result, he did not complete the performance and shirked the responsibility instead. I often encountered this, and then I simply slipped away. If it is really done, will the credit be passed on to the operation?

In fact, no matter what line you do, if you really make a mistake and have the courage to admit it, it will give you extra points for your character. People who are single-minded are not in the minority, and their ideas must be right. Even if they are proved to be wrong, they will not admit that they are still wrangling about various influential elements. They are often not suitable for Internet companies. Why don't you go to the legal circle? Because to do Internet products, wrong is wrong, the effect is real. The attribution of the credit of Internet products is unclear, you mix it up, forget it this time, forget it next time, and then next time, no one may like to cooperate with you any more.

Isolated people in the workplace are often such people.

On the contrary, the people who are really popular are those who dare to put forward ideas, dare to verify ideas, and dare to commit crimes when they find mistakes. This is the way for high-level professionals to succeed. Otherwise, you always think you are perfect, but you are the ugliest.

It should be even more so as a leader.

VIII. Interpretation of the concept of operation post

So what on earth is the operator doing?

Anyone who has read the operational practice Guide may know that there is a picture on the back cover of the book called the core processes and methods of operation. Of course, this picture is summed up after I have experienced more than a dozen operating projects. I also draw lessons from some experience and concepts of traditional enterprise operation, and put it into the operation of Internet products. I find that the roads are basically the same.

This picture divides the concept of operation into four steps. I used to have a saying: operation is project-based, there is a starting point, there is an end point, the key words are tuning variables. The starting point is the first step of this picture, a clear goal, and the end is the fourth step of this picture, efficient operation (what is operation, let's search an article on Baidu: girl, you are actually just an operation manager.) The keyword is tuning variables, which is the second and third step of this diagram, finding key driving elements and trial-and-error optimization. I am the operator of the theory of "reform and perfection", that is, continuous improvement and continuous improvement. In other words, when you get a project, don't think about how to make it grow explosively, and think more about how to get performance from the normal business process. This is how to plug the hole in the project funnel, ideally, eat one at a time and transform one into another. Of course, the ideal is ideal, and our goal is to increase the conversion rate and reduce the loss rate as much as possible.

Efficient operation, reduction of waste and standardization of process control are the results pursued by all enterprises. The process of standardizing product systems and even enterprise systems is operation. Instead of pursuing kpi, pulling traffic every day, re-registration, renewal fees, promoting activity and other specific matters. It sounds a little ridiculous to say. Because a product is basically the customer acquisition, retention, transformation, promotion of these things. All pushed to the operator, three or five guns, I think this is bullying the operator. So I once said that retention is a matter of products (including market brands) and operation, and brands and services are the biggest retention. In fact, from a deeper level, customer acquisition is a financial matter. At this point, you must be saying in your heart: Hanley, you are farting! Customer acquisition has nothing to do with finance. Customer access, spending money is a serious channel, cost control is a top priority. Part of the financial strategy is channel management and control, and the operator here acts as the task of channel screening and testing, effect control and maximizing the effect within the scope of financial permission. Similar to things like transforming and promoting life, we can also think deeply about whether it is something that operators should do.

Then, if you pick up the responsibilities of the operation completely, won't the operation become extinct?

No, as I just said, the goal of operation is to operate efficiently. What is efficient operation? Someone from the impression magazine in Beijing asked me out and handed me a business card with the process manager on it. I was still in a trance at that time, and I heard of this position for the first time. It suddenly dawned on me that nine times out of ten, the responsibility of the process manager is to seek to operate efficiently: to get through each transformation node, to maximize the effectiveness of the process, and to standardize its implementation.

The process of polishing is operation. Operation is the process of maintenance and improvement. Note that it is a process, not a "result". The result is kpi, and the process is dynamic. In this process, it is the place where the operation exerts its power.

The above is all the contents of this article "sample Analysis of Operation in the Internet". Thank you for reading! I believe we all have a certain understanding, hope to share the content to help you, if you want to learn more knowledge, welcome to follow the industry information channel!

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