Shulou(Shulou.com)06/02 Report--

This article mainly explains "what are the big pits that must be bypassed at the three levels of product, operation and company". Interested friends might as well take a look. The method introduced in this paper is simple, fast and practical. Next, let the editor take you to learn what are the big pits that must be bypassed at the three levels of product, operation and company.

1. Small pits at the product level

The problems summarized at the product level may not be very profound, they are all small pits. Except for the pit mentioned below. Personally, I also found that a pit is a problem of character: some product personnel are too sensitive and lack of awareness of business, so it is easy to go wrong in many places. Therefore, I feel that it is necessary for the product manager to learn some relevant knowledge of logic, business, marketing, statistics, management and so on. After all, relative to how to make the function work well, it is clear that what is the important function is the first thing the product staff should consider. A common saying in consulting is that it is more important to do the right thing than to do the right thing.

1.1 Let's talk about the pits I've been lying in.

1.1.1 not having a good grasp of priorities

The product manager is essentially a project manager. There are many areas to be optimized at the initial stage of a product. The key is to sort out the priorities of the product optimization point.

In the early days, I came to the company to promote the beautification of UI according to the intuitive feeling. But later I realized that in the context of frequent functional changes at that time, if there was a major revision to beautify UI, it would slow down the progress of functional updates; second, in the case of repeated functional updates, if the overall UI framework could not be put in place in one step, then the development team would go crazy; third, in fact, APP's UI beautification was not urgent for the development of the company, because there would not be many users anyway. And as a tool product, the core is whether it can help users get what they want, UI is actually just the icing on the cake.

This problem made me realize that the nuisance does not have to be changed immediately, but should comprehensively consider all aspects of the problem, including: the actual value of the development task to the user, the current key task of product optimization, the possible impact of this measure in the later development process, the urgency of the development task, and so on, to solve it at an appropriate time.

1.1.2 listen to what the user says and do not dig deep into the real demands behind the words

Most of the time, users don't know what they want, and we need to mine the real demands according to the feedback of users. Be especially careful when user feedback involves some important processes, or it may backfire.

We do part-time APP, because many of the part-time workers interviewed said that downloading the app was too troublesome, and people in charge of job matching in various cities also said that it was very difficult for users to download APP to sign up. So we launched the micro-site version to make it easier for users to sign up for jobs and wait until settlement before downloading APP. However, it was later found that most of the users who signed up on APP themselves were registered from APP, while those who registered from microsites rarely signed up on their own. In other words, this move has led to a reduction in the number of active users.

There are two lessons this time: on the one hand, APP is just a passer-by on Wechat for many users, while Weibo makes its home on their mobile phones. The reason why we are reluctant to download APP is that the value provided by our APP is not enough and there are fewer jobs. The focus should be on increasing the value of APP itself. On the other hand, although users who sign up with microsites will eventually guide us to download APP to get paid, this process virtually gives users a psychological hint that APP is used to get paid. It further weakens the value cognition of APP. Therefore, in the process design, we need to consider the impact of the process on user perception.

To sum up, the reason why users are unhappy often does not lie in what they say, and product personnel need to dig further. The core of mining is "value cognition". The reason why he was upset was that the operation did not make him feel valuable. Here is a quote from Ford: if you ask customers what they need, they will only tell you that they need a faster horse.

1.1.3 want to complete the function in one step

At the beginning, the last function is always in pursuit of the integrity of the functional module, but a function can initially be online to meet the basic needs, unnecessary can be cut, and then slowly improved.

In the design of OSS for the first time, I attempted to do a complete and professional user filtering function at once, providing a variety of filtering dimensions, plus the combination of "and, OR, non" logic. Then it was rejected at the first requirements discussion. Because our operators are not trained in logic, the relationship between "and, OR, no" cannot be understood at all, and multi-dimensional complex screening will take up a lot of system resources. So only some easy-to-understand filtering dimensions are retained. After the introduction of the simplified version, we found that our operators were completely blind to the combined applications of various dimensions, and could not draw inferences. I had to tell them which dimensions were combined together to screen out what kind of users, and which data needed to be pulled out through the combination of which dimensions in various analysis situations. In the end, the actual application is only half of the development content, and the other half will not use it.

There are three lessons for me in the design of this function: the first is that in the process of development, the first version should try to select the commonly used functions, and the less commonly used functions can be gradually added according to the needs in the iterative process, rather than pursuing the improvement of a function at once; the second is to take into account the actual level of knowledge of the users, some things that require professional literacy, some laymen will not learn within a short period of time. The third is to consider the accumulation of all kinds of data, some data accumulation is very small, there is no availability, so the corresponding filtering dimensions will not work.

1.1.4 always thinking that developers can do more functions in the first edition and improve APP quickly.

The product demand of a start-up enterprise will change relatively much. At this time, fast is slow, and slow is fast. Because in the case of rapid development, the code written by the developer will be very troublesome when it is changed later. But if enough time is given during the initial development process to allow developers to write more modules that can be flexibly changed (of course, if the development team has the ability and awareness to do so), it takes much less effort to make later changes. Developers will not have much resistance when they make adjustments to the function at a later stage. In this way, slow down in front, it will be much faster in the back. And to be honest, there are not many functions that are really necessary, and many of them are non-core functions that they have added in the name of perfection.

1.2 again, I saw other people walk through the pit.

1.2.1 overly advanced-hindering the optimization progress of key modules

Before I arrived at the company, our APP set up four modules: to be hired, to be employed, to be settled, and to be evaluated. But up to now, in addition to waiting for employment, several other modules have no practical effect on users. In addition, there are many modules that do not have practical application. The reason is that we are immersed in the improvement of the product according to the business model presupposed in our mind. Ignore the actual use of internal and external users in the actual operation, making the product too advanced.

There are mainly three negative effects brought about by the advance of product development: first, it hinders the progress of some key work in the initial stage. For example, up to now, the burying work of the key process page has not been done. It makes the product optimization lack of sufficient reference basis, such as the lag of the update of the product technical architecture, and the update of a lot of content of the product needs users to update APP actively for a long time. Second, it will take up more development costs. After a function, it is not easy to come down, from the product to the development of everyone will be more difficult to accept. Take the two modules of waiting for post and settlement as an example: in order to ensure the validity of the data provided in the module, we distinguish according to a series of logic, such as the different types of positions that users sign up for and what operations they have done. According to the logic we have drawn up, even in a few months, there will not be a few jobs to be settled. Third, it leads to a waste of resources. After all, R & D is quite expensive for startups. I talked to the product director who left before the other day. Because of those unnecessary functions, there are millions of wasted R & D funds, enough to do a few good marketing activities.

1.2.2 brainstorming-group IQ is usually lower than individual IQ

At the beginning of our company's technology department, we like to mobilize people to discuss and even vote on a product or operational strategy. This is a very bad way. The so-called brainstorming, the normal use is that after we discuss together, collect the opinions of all parties, and then collate and analyze by the professionals, and finally come up with a relatively appropriate solution after a balance, and then let the leaders make the decision.

Decision-making is not a group fight, and three hundred cobblers can't stand up to one Zhuge Liang. Everyone's knowledge background and cognitive level will be very different, and the dialogue at different levels will have certain communication barriers, which makes the communication inefficient. At the same time, you talk about each other, the logical chain can not be drawn very long. But the decision-making of some issues may require dozens of logical links. Therefore, group discussion can not solve this complexity problem. However, the details of the specific implementation level are often widely related complexity issues. Therefore, it is important to make it clear that group discussions are only used to collect opinions and cannot make decisions. Here is an example, this is the way I use the clue jigsaw puzzle (conclusion 3 is drawn from clue 1 and 2, and conclusion 6 is drawn from clue 3 and clue 4 and 5.) The optimal solution for a product design point is obtained. In the process, there are more than 30 clues and conclusions related to the user's choice, development direction, operation, development and so on. This is definitely not something that can be discussed, but can only be achieved by sinking down and thinking carefully. You can feel it.

Black fonts represent clue items.

The red font represents the conclusion item (the number in parentheses represents the clue number that produced the conclusion)

The previous conclusion can be used as a clue.

1.2.3 follow the competition-what others do may not be useful

On one occasion, I discussed and collected opinions with people from various cities and cities in a large group of the company on the need to "choose the registration date when canceling user registration and optimize the registration experience." At this time, the leader of the sales department said, "this function is available to others, so why should we delete it?" And then everyone was speechless. From the point of view of human nature, it is normal to pursue "others have what I have". But from the perspective of rigorous thinking, this kind of comparative thinking is often ineffective. IPhone, for example, has far fewer functions than Android, but it is still very popular. The key is not how many functions the product has, but whether the product is easy to use.

In fact, our products have been copied at the beginning of a competitive product, that competitive product is the most rich in details, and even added a community module to operate. Including the designs to be taken on duty, to be settled and evaluated as mentioned above are also copied from that competitive product. But many features really don't make sense to users. Users communicate offline with merchants on specific days to go to work, a few days, when to pay wages, these users themselves know, but we do not know. In this case, it makes no sense to add these functions according to the theoretical process.

Paying attention to competitive products is actually a common phenomenon in all kinds of enterprises. Personally, I think that the analysis of competitive products in the product field is not used to copy, but through comparison to find their own possible shortcomings. Then put it into the actual scene to see if these are really shortcomings, or whether they are just the adversary's fantasies. So the business-focused APP product manager must be very sensitive to the business scenario.

Another feeling is that before making a product, I always think that those products with very complex functions are very powerful, but when I see a new competitive product without even setting a tab, I use a main page to integrate the functions of versions B and C (part-time industries usually have two versions of B and C APP), and the operation experience is very smooth, covering all the core processes. That's when I realized that the best designs are those that look super-simple. Like Wechat, it is actually a stripped-down version of QQ. But it surpasses QQ.

1.3. The pit of making new products from 0 to 1-- unclear positioning

For some time, our department set up an interest group for military training and turned an idea that everyone thought was good from 0 to 1 into a product. This time, the functional staff of the interest group regard the user as themselves, and do not attach importance to the value shaping of the product. He really acted in a farce.

I think that to make a new product from 0 to 1 should proceed from the market point of view, according to the logical core of idea, lock a group of people who are easy to expand, and then determine the domain ownership of the product and the value provided for users as well as the corresponding product style according to the characteristics of this group. In this way, we can have a corresponding direction and evaluation standard in the design of product function, copywriting design, visual design and promotion plan. Each functional staff can push in one direction.

Because there is no value orientation and no style orientation, there are no standards for this product in the design process, and the starting point of the product owner's design function is "what do we want the user to do"; when discussing the copywriting content in the product, the selection standard of the operation is "I like this"; the style selection of the interactive interface is several designers, one person, one version, and everyone votes. The design of the promotion point says that it is more yellow and violent, but the product as a whole is a fresh sister style, the whole mess into a pot. At first I talked to the person in charge of this product for an hour, but to no avail. In the end, I really couldn't read it any longer, and I wrote a multi-word analysis and suggestion article. Finally, the idea of the person in charge of the product was pulled over, and finally it was developed: "just do what you want" to pull back. I want to say: groups are easy to get lost. And as a product manager, you must have basic business knowledge.

Below, I would like to take a paragraph from the article to discuss the product value positioning and style design from a commercial point of view to share with you:

(1) the influence of product positioning on the commercial value of products.

First of all, let's talk about my way of evaluating the commercial value of products. I personally think that the competition of the Internet is the competition for the time value share of users. Therefore, starting from the user's time share, we can get the dimension to evaluate the commercial value of a product. The impact of product positioning on these dimensions is shown in the following figure.

User time share the time value of the user using the product / the total time of netizens. The time value of the user using the product the number of times the user uses the product * the average single use time * the product life cycle * the value coefficient of the user group * the user's willingness to pay. Number of user usage Total number of active users * average number of users per person. Therefore, to expand the user base of products (or product groups), increase the duration of users, stimulate the increase of frequency of use, increase the duration of products, obtain high-value people, and enhance the willingness to pay have become an important goal of many Internet products.

Product value user time share

{(total number of active users * average number of times per person) * average single use time * product life cycle * value coefficient of user base * user willingness to pay} / total time of netizens.

(2) orientation includes two aspects: value orientation and style positioning.

Value orientation: it is the core value that this product provides for users. For example, Wechat's "acquaintance socialization" expands its user base to almost all Internet users. But like QQ, it is based on the social networking of netizens (which is not really unfamiliar social contact) and is also very young in style. This limits its users to young people who like to chat online. At the same time, value positioning also affects the average active time, average frequency of use, product life cycle and users' willingness to pay to a great extent. For example, the value orientation is to check the weather ink weather, which can ensure the average frequency of use and product life cycle, but can not guarantee the average active time and users' willingness to pay. Alipay, which is located in the payment field, cannot guarantee the average active time of users.

Style orientation: it can be seen as a label that tells our target audience that this product is designed for you. Different styles determine different user groups. However, the relationship between style positioning and user groups will change over time in the long run. For example, in 2000, the style for young people is relatively fresh. But today, young people prefer heavy flavors such as cheap cuteness and sudden departure. Few of the start-up Internet products that follow the new style are popular.

These two aspects first determine the user base of the product. The total number of people is the product in the current positioning range can expand the number of users online. At the same time, the style positioning of the product is also largely affected by the value positioning, for example, some values directly point to a certain group of people, such as Tencent comics, then there is no choice of style, it can only be a two-dimensional lovely wind.

(3) the product positioning determines the "easy promotion" of the product.

The value orientation of the product also directly affects the easy promotion of the product. For example, Momo's initial value positioning focuses on "about", which is a hungry and itchy demand. It makes the initial development speed is very fast, and so is exploration. Another example is that Didi can not get a taxi and the fare is expensive; Meituan has solved the demand of users who are greedy for bargains. So you don't need any good design at the beginning. In the face of hungry people, they will eat whatever they can. And as soon as they hear where there is food, they will flock to it. Therefore, if the value point is selected correctly, the product will naturally have the attribute of self-propagation. On the other hand, no matter how affectionate packaging is also in vain. After all, no one is stupid. At the same time, the product style positioning also has a great impact on easy promotion, if the popular style is adopted, it will be easier to promote. And a product had better have its own unique style, which will make users like it more than making a "popular face".

(4) the choice of product positioning is closely related to the company's ability.

For start-up companies, they will generally choose the vertical field to cut in, not to be able to cover all users, but to stand in a corner. In terms of value positioning, it occupies this market segment by providing specific value for a particular population. So you won't be killed by some big guy at once. Momo and exploration are all this kind of routine. Starting from the appointment, earn the time value of the person who dares to make an appointment. Keep, on the other hand, surrounds most fitness enthusiasts.

In terms of style positioning, many entrepreneurial enterprises also adopt alternative marketing styles, such as the cheap cuteness of the street network. For example, Luo Yonghao has been emphasizing that we are a small company. For example, logical thinking has been talking about serious issues in a witty and easily offending way. For example, the style of the promotion of the crown princess is full of troughs. For example, looking for each other, specializing in blue-collar social, obvious local flavor. It can be concluded that the smaller it is, the more unusual it is, because few of the thousands of troops can cross the log bridge, and most of them will fall to their death. It's difficult to get everyone to like it, but it's easy to win the favor of others at the expense of offending some people, as long as you take it offline and don't be invited to tea. That's what Diaoye once said, "I'd rather be a durian than a banana." There are many substitutes for bananas, but there are few substitutes for durian.

1.4 problems that have to be addressed in terms of products-communication

I feel that there are no uncommunicable people, but the cost of communication is different in different situations. The biggest obstacle to communication is not the matter itself, but the understanding of it:

First of all, there is the question of the way of understanding. For example, one uses rational thinking to understand and evaluate from various angles; the other uses perceptual thinking to understand and only say how I feel; this is like cross-species communication. I was particularly impressed by communicating with a product, and finally she said, "in fact, I think everything you said is quite right, but I just don't think it's appropriate. I don't know why. I just feel like..." . At this point, the cost of communication will be high. I still remember that when I was doing counseling, I brought a more emotional little girl, who didn't break it for three years.

Another thing that is more difficult to do is "language barrier". For example, operators want to label part-time workers, but the grass-roots level is unable to carry out it, so they want to achieve it through technical means. put one or more labels on people who have held positions in a certain industry. But this is completely unnecessary, if only this logic is managed directly through industries where part-time workers have done it. But I just don't understand. Therefore, the technology is relatively easy to communicate, at least everyone knows the common language of logic. As long as it is logically better than him. "language barrier" is more likely to appear in the communication with the design, but the personal feeling that the design does not need how to communicate, just say what style the whole needs and what content needs to be highlighted. Basically can output a similar thing. Don't talk about this big point, that small point, how this color is, so that makes people angry, it is really impossible to communicate.

In general, everyone has different assumptions about the topic, so at this time, just state your premise first, unify it at the basic level, and then talk about the corresponding problems. If the problem is more complicated, go to the blackboard to draw. If not, wait a minute. Think again. Sometimes time often allows us to find a new perspective, or if some questions are not very important, then let it go. Focus on more important things. This is what I learned when I was consulting, that is, to discuss a problem, be sure to make the background clear and be clear about the issues under discussion. Avoid cognitive differences. In addition, different people may have different understandings of the same word, so it will be OK if you don't explain it correctly. There is also the question of position. If there is a conflict of position, then there is no choice but to bargain.

2. The pit at the operational level

The operation of the Internet can be divided into two categories, one is online and the other is offline. In the case of part-time industries, users' online experience is very short. Most of the experience comes offline. So the offline operation of our company accounts for a large proportion. But offline operation is the hardest thing to do. The system and routines of online operation have been relatively mature, you can do it yourself or outsource it, as long as you are willing to spend money, or spend time, there is no problem. Offline operation is difficult because offline is the management of people. And the construction of the management system can only be done step by step. Let's talk about my main experience in operation and some points that we should pay attention to.

2.1 first, let's talk about the more important points of personal feeling.

2.1.1 value operation is the core

Whether online or offline, product or operation, the core is value-oriented optimization experience, and the level of value can be used as the first priority indicator for determining the pace of operational initiatives or product iterations. It's just that the main body of optimization is different in different places. In terms of operation, if we do promotion without value, we will only draw water from bamboo baskets in the end. this is the case with us, and the retention ratio is very low.

As a part-time APP, the most basic value is to enable users to find the position they want, and to raise the requirement a little bit is to ensure that the position they find is reliable, and finally, the whole process from registration to settlement has a good experience. Starting from this core value experience, the focus of operation is the position first. The first point is the quantity of posts, the second point is the quality of positions, and the third point is to ensure services, including offline communication with users, as well as online APP operation and visual experience optimization. So the product should be the third priority in our company in theory. At the operational level, the first priority is to grab a rich number of positions, and the second is to strengthen the job audit in the capture process and improve the service processing mechanism after users have been deceived. The third is to improve the service level of people in contact with customers. However, due to management and resource problems, the grab work has been pushed forward for half a year and still can not be carried out effectively. So our APP is still not of much value to users.

I advocated promoting job grabbing a year ago. But the idea of the operation department at that time was that grabbing the position could not guarantee the quality and did not want to do the same as other platforms, so it was unwilling to push. In fact, when I was doing research, some users said that an APP I used before would not be used if I was cheated once. But this is not a common situation. Most people understand that liars can be found everywhere. And if a user is cheated, if we can help him ask for a salary, or provide a reward for reporting, or publish a blacklist of fraudsters on a regular basis, in order to create the image of a part-time defender. The pit of grabbing a position can be turned into a marketing opportunity. But for various reasons, it has been dragging on for a long time. In retrospect, in fact, the APP in the industry is really valuable, mostly through crawling means to do, after all, the ability of BD is limited, can not provide rich jobs, can not meet the basic needs of users.

In any industry, the core values that competitive products provide for users are more or less the same. if you want to do differentiation, there are generally two ways, one is to do it more attentively and better than others. Another idea is to create new values. For example, like the early days of group-buying websites, they did not increase the number of goods and provide more choices as ordinary shopping sites do. But it is a small number of low-priced goods that everyone is willing to buy. There is also a competitor in the part-time industry that adopts this idea. The home page is full of interesting and interesting positions, which can attract users, but this requires that BD can not be assessed simply by profit.

2.1.2 Writing an analysis report is an indispensable task for the operation

The analysis report is still very important for the enterprise. It can make the leaders know the problems they should know, and cause the leaders to pay attention to some problems.

Products and operations as cost centers, most of the time the big boss is able to save. But the root cause is not aware of the seriousness of the problem. At this point, you need to poke the boss's pain point through all kinds of analysis. For example, when I first arrived at the company, I used a competitive product analysis to show the gap between our online level and competitive products, and then successfully carried out a customer acquisition activity. Before I came here, our technical department had planned to do a customer acquisition activity, from front-end design to back-end development, but it was cut off by the big boss as soon as it was about to launch. The reason is not aware of the importance of online. Competitive product analysis is the best tool to show the sense of crisis.

The second is the user research report, which is the second analysis report I made after I arrived at the company. Through in-depth interviews with users and conversations with grass-roots staff, we found some problems such as slow wages on the C side and poor service experience on the B side, and conducted an integrated analysis, so as to let the boss know how bad the services we currently provide for both sides of B and C are. At present, the idea of customer first has been deeply rooted in the hearts of the people, and bosses will pay more attention to it. Therefore, using the mouth of users to say what front-line employees want to say but can not say is also a big way to solve the practical difficulties in operation.

The third is the analysis report of various indicators. This kind of report requires relatively high analytical ability and relatively high cost. At that time, it took me half a month to make the first index analysis report for the company, and at the same time, the technical transfer data also took 10 man-hours, almost half a month's working time for a technician. The purpose of this kind of report is to dig out the causes of various problems through comparative analysis of data. Through this analysis, some key points are obtained. For example, through analysis, it is found that there is a positive correlation between the number of retained users and the number of job posts. In this way, ensuring the number of posts posted has become a major starting point to increase the retention rate. Generally speaking, many valuable conclusions can be analyzed through Excel mapping. If you have the time and ability to do it through statistical analysis software, the correlation between the data will be more quantitative. But generally speaking, many people do not understand such data indicators, so the performance of the report is not as clear as the picture made by Excel.

Last but not least is the business analysis report. In general, companies regularly report to their leaders several key indicators, such as new users, retained users, orders and so on. But this can only provide a status quo. The purpose of business analysis is to interpret the reasons for the changes of the current main indicators through the changes of detailed indicators, to make clear which city has done well in which aspects and which aspects need to be strengthened, and finally give suggestions on the adjustment of the current operation strategy. As the system has not yet added the corresponding data display and export function, our company's business analysis has not yet begun to do. But this content is very important for enterprises with multiple branches, because as long as there are multiple branches, there will be the problem of uneven regional development. The most important thing in business analysis is to expose the shortcomings of each branch. Combined with the corresponding assessment mechanism, it is a set of tools to improve the overall operation level.

If you want to learn the writing of the analysis report, it is recommended that you go to Baidu Library to search the internal reports of China Mobile, Telecom and Unicom. After all, in terms of analysis report writing, the level of the three major operators is the highest.

2.1.3 the construction of the management system should also be done with the idea of MVP (minimum feasible product).

Shortly after joining the job, I gave the company some suggestions on how to improve the index monitoring and management system. And then it's over. Now it seems that there is a big problem with the way it was proposed at that time. At that time, it was a set of management content that needed to be improved in accordance with the standards of a mature enterprise. And we are not far from that level, all aspects are 0, and the bosses do not know much about the management system. I must have looked confused after I gave them my advice.

If I make suggestions now, I will start from the most important issues at present, such as the operation of the position and the improvement of service satisfaction, and directly put forward the corresponding optimization plan, as well as the evaluation of costs and benefits. Such a step-by-step expansion from the improvement of the key process management system to the user management system, benchmarking management system, knowledge management system and other aspects, nourishing all things to build the fortress quietly. Instead of saying what needs to be improved like the name of the dish, and then scare people away.

Moreover, the most appropriate way to adjust the management system is to start small, to change the existing structure bit by bit, for example, to adjust the organizational structure, so that the branch company will directly belong to the head office from the sales department. Many bosses will be very cautious when they are in charge of their respective fields by operation and sales. However, if we first say that operators should be stationed in various cities and cities, it will be easier to do so. Then it is suggested that some positions should be assigned to the operation department, and then add 1 or 2 operational indicators to the branch level. Do it step by step. It is easier for the operation department to strengthen its control over the branch and finally complete the structural adjustment.

2.1.4 shouting alone cannot be carried out.

The core of the operation is that it is being carried out. Most of the time, the boss attaches importance to one thing, and the operation department always shouts if it wants to push something. But the front-line staff often have a lot of things to do. When they shout, they forget when they hear them turn around, and then the operation director scolds people. In the end, they still do what they want to do. The reason is that shouting and swearing can not cause actual harm.

Grass-roots personnel attach great importance to indicators, and even unreliable indicators will try their best to be beautiful. Therefore, a new measure had better be implemented at the index level, such as adding some content in the addition and deduction items, and adjusting the weight of some related indicators. Moreover, it is not enough to have indicators, but also to monitor the corresponding behavior, in this regard, spot checks can be used. At the same time, there must be clear people responsible for the monitoring work, so as to ensure that supervision is in place, and the grass-roots level will really attach importance to it. However, the operation of our company is relatively miserable, and the operation department does not have the power to set indicators and assess the people of each branch. So there are even some grass-roots employees fighting with the operations supervisor.

If you can't manage it, another way is to provide help and guidance, for example, we have done a check-in reward, induction reward activity. It was launched for a week, and no one was involved. Finally, many cities did not push. Later, I asked a person in a branch office: this activity is helpful for matching work, why not try to push. They said they didn't know how to push. Later, I helped them write a copy of the group in the WeChat group and asked the people of the operation department to send it to the people of each branch to sweep the group. The next day, I obviously saw an increase in the number of people participating in the activities. In this way, the threshold for implementation is low, and it is naturally easy to implement. Later, I suggested to the people of the Operations Department that two things should be added to each event in the future, one is to promote a paragraph in the WeChat group, and the other is to make the active FAQ into H5, so that it will be much easier for everyone to promote.

In fact, the biggest problem in the implementation of our company is the disunity of thinking. Because we put each branch under the sales department, what we do is the work of the labor service company, so we all regard ourselves as the labor service company, and many employees feel that the APP and OSS systems are cumbersome. And the key indicators for the assessment of the branch are only profit and the increase in the number of users. But it's actually a. Because our user growth is driven by projects. Therefore, the grass-roots level does not care about the promotion of APP and activities. All you care about is pulling projects and matching part-time workers. This is the biggest problem.

2.2 other pits that need to be vigilant

2.2.1 if you have no money, you have to promote it in a rich way.

You can do promotion without a budget, but just spend more time and energy on hot spots, personalization, scolding, chatting with users and building communities. Anyway, if you have no money, you have to lower your posture, be more vulgar, and still have more integrity. What I fear most is that I am reluctant to spend money and have a high profile.

Here to give a few examples, first of all, we as new media operators, always want to make some innovation, come up with some new tricks, but no money, no resources, nothing can be done. Ready-made high-forwarding cases are just out there unwilling to copy, saying how boring it is for others to do so, and the company level does not like those vulgar things. In fact, as long as you can put your posture down, there is no problem with opening a few trumpets shamelessly. Moreover, in the process of groping, the girl did find a good way, that is, to rub against the hot spots of gossip and make Jinri Toutiao. Once it took one day to integrate all kinds of reports about Ma Rong's affair and garnered hundreds of thousands of views. Unfortunately, she didn't think it was good to do so, so she didn't do it any more. Otherwise, we can also open up a good publicity channel. My feeling about this is that integrity kills people.

Besides, not long ago, the operation department wanted users to forward our content for 50 cents a time. And screenshot review and so on. Then I want to pack it as a part-time job and ask the team leader to find someone to do it. But the price is too shabby, each city says it is unreliable, and the audit cost is also high. Actually, it's still a matter of posture. This is a typical mentality of the rich. I hired you to forward it for me, and I can't see it or care where you forward it. But because it is too shabby, there are no birds at all. If there is no money in the way is to invest energy, such as let the operation of the little girl for a bit seductive, but not so far away from the avatar to chat with the city's official groups, send a whine. Dozens of large groups of hundreds of people, stable operation of hundreds of people at a time to retweet is not a problem. And in terms of effect, it is estimated to be better than spending money. Besides, it's too shabby to spend money. Originally, I communicated well with the little girl of the operation, but unfortunately the leader of the operation was afraid of trouble, and he was very anxious, hoping to achieve immediate results, but it came to nothing in the end.

2.2.2 New Media operates for Operation

In fact, this point is the same as that mentioned above, and I also want to have what others have. But in fact, I haven't decided how to operate it. Take our company as an example. The official account updates the content every day, and then does activities for a few months without any effect, and then continues to change every day. There are only one or two hundred views of the article every day. But it takes up half a person's working time. From this point of view, it is actually done in order to do it. Wechat operation is essentially an activity. Promote forwarding and inbound traffic for APP promotion. It's no use holding on to that poor number of page views. As a matter of fact, you don't have to do it if you can't do it. You can focus on Jinri Toutiao and be an integrated editor of gossip news.

2.2.3 Minority applications rely on prizes to do customer acquisition activities to the public

Minority apps to rely on prizes to get customers is actually throwing money away. We have done several activities to collect and give away prizes, and the winners are generally looking for someone to save. Although the official account has increased some fans, but there is basically no real introduction into APP, although it only cost about 10, 000, but the cost of development and design is 40, 000, which is really a loss.

Personally, I think that if minority apps only hold the attitude of being able to pull some fans and how much they can turn to luck, they can do activities directly with undefeated vulgar stalks such as various constellations, tests, retweets and so on. The money is really not worth it. After all, a lot of people come for prizes just to get prizes.

A better way would be to focus on what the crowd is concerned about. It was a good point to see that some part-time workers would forward fraudsters' messages on their own in WeChat groups. If you can do an official account exposed by a liar, I believe it will certainly be able to get the attention of many part-time workers. It's just that the company didn't agree to do it because it was afraid of disputes.

2.2.4 the return rate of points in the lottery is too high.

This hole is more detailed, but as soon as you fall into it, you will be in big trouble. In the lottery with points returned, the most important thing to calculate the cost of the prize is to calculate the proportion of points returned. Once we were going to have a points raffle, in which there were several rewards for returning points and several cash awards. As a result, when I calculated, the return ratio of the integral was 1.1. This means that the more points you take, the more points you get. Finally, the cost is infinite. Therefore, the integral return ratio must be less than 1 in order to ensure that the user can not be unlimited brush. In the raffle with points return, the formula of cost calculation is as follows: the probability of each lottery cost winning cash reward * the amount of cash reward * (1 + points return ratio + the second power of points return ratio + the third power of points return ratio +.) Therefore, in order to make the amount of cash reward attractive, it is necessary to control the return ratio of points. In addition, if you are an operator, you should also review your math, or you will kill yourself.

2.2.5 wrong choice of research means

When it comes to research, people often think of questionnaires. In fact, there are many ways to investigate. Including on-site research, in-depth user interviews, friendly user discussion and many other methods. The questionnaire is also divided into network questionnaire, on-the-spot filling questionnaire, outbound questionnaire and other ways. All methods have their irreplaceable advantages. We need to find a suitable means according to the purpose of the research, and if we choose the wrong means, the results will not meet the expected requirements.

Among them, on-site research is the most troublesome, but also the most need to do. It is impossible to understand the real situation without going to the scene in person. For example, when users go to part-time jobs, their mentality, the concerns in the process, and the actual practices of project operators can only be seen and experienced. And what problems you will encounter when looking for a part-time job, and where the pain points are, you can only know through your own attempt. It is the most direct way to understand users and the market.

In addition, deep interview: it is also very troublesome, a user can chat for more than an hour, can not chat for an hour and a half, and it is one-on-one. Sometimes some people just want to have a salon and chat with them. But it's hard to talk deeply when we talk together. There is a big difference in the state of mind between public and private conversations, and group discussions cover up a lot. But an in-depth interview is just small talk. We can talk more deeply. Therefore, in order to do a user profile, you must do an in-depth interview. Dig out users' habits, what they like, and so on. Although a lot of the information you get may not directly support the decision, you don't know where there are unknown surprises without digging.

Then there is a friendly user discussion, find some users to chat together, this method is mostly aimed at specific issues to chat with users, there is a theme. For example, what kind of position is easy to be cheated, what kind of position is good at a glance, which channel to find a part-time job feels more reliable, what to do if you do not give money, and so on, we can talk more freely when we are inspired by each other. The key to friendly user discussion is to control the length of discussion of each issue and avoid deviating from the topic.

Finally, let's talk about the questionnaire, which is mainly used to test some hypotheses. It's usually a multiple choice question. The raising of questions and the setting of options, to a large extent, come from the understanding of users and the market. In the case of not knowing very well, it is best to do on-site research, in-depth user interviews and friendly user discussions, and think clearly about the questions that need to be verified before designing the questionnaire. And the questionnaire is not achieved overnight, first to find a few people to try to fill in, to see whether there is ambiguity, whether there are options for users can not distinguish clearly, revised and then distributed in a large area. And the questionnaire will involve a lot of implementation issues, so the water is very deep. The desired results can be obtained through the selection of samples, the selection of filling methods, the selection of executive subjects, the guidance of questions and the adjustment of order. In particular, the executive subject, and sample selection. For example, if you want to do a satisfaction survey, you must not allow each branch to carry out, otherwise the result of the implementation must be high satisfaction, and many of those who are dissatisfied may not be connected, busy tone and so on. Or if you fill in the questionnaire directly on the spot, the part-time job is all Party B after all, and you will be satisfied with it. Specific routines should be found online, the purpose of pure and impure can go to learn.

2.2.6 one-size-fits-all management, average resources, no experimental plots

The problem of one-size-fits-all management is quite common. Take our company as an example, when formulating the job capture policy, the operation department set a target of 15 per city per day. But Beijing and Chengdu are very different. No matter in terms of the number of part-time jobs or other factors, the number of arrests in Beijing should be much higher than that in Chengdu. When formulating the index, the weight distribution of each region can be set according to the reference data such as the population and the number of motor vehicles in the region. Only in this way can the result of distribution be more scientific, and there will not be situations in which some cities can be completed with their eyes closed, and some cities may not be able to play with great effort.

There is the average distribution of resources, for example, our company has many branches, the distribution of resources is relatively equal, and it is not said to provide more resources or policies to a certain area to support it as soon as possible. So at present, every city is making a small fuss. No city has done it in depth. On the other hand, the stronger competition of our family is to deepen a city before expanding, and each city has a clear distinction between the strong and the weak. It seems to be in pursuit of "wide", but in fact it attaches equal importance to both broad and deep.

In addition, the branch is a good place for trial and error, there are as many experimental plots as there are branches, and various pilot projects can be carried out. For example, in a city to strengthen promotion and grab-based job operation, several cities try to establish a service provider system, and so on. In this way, which of the various models is feasible will soon bear fruit. However, if all the measures of the company are carried out in a unified manner, the risk will be great, and the most important thing is that a lot of opportunities to try have been lost. Of course, I can understand that the big boss is afraid that the branches will make problems in private, but in fact, the people who will go wrong will still have problems even if they are under unified management.

3. The big pit at the company level

Everything in the business environment applies to Internet enterprises. But some entrepreneurial enterprises just ignore these traditional business logic. For example, ignoring value and service, frequently changing strategies and strategies, chaotic management, lack of detailed thinking, and so on. In essence, enterprise operation also belongs to the category of operation. Of course, as a product or ordinary operator, in many cases it may not be possible to intervene directly at these levels. But you can advise the company level to be on guard against these problems.

3.1 the most common pit-quick trial and error

Quick trial and error is an old saying in the Internet field, which is generally a strategy used by large enterprises to launch many products: go first, withdraw if not, and then invest resources to optimize slowly if possible. Or it is the simplest version of a product that can get through the basic process when a new feature is introduced. Take a look at the usage data in determining whether this feature should be retained and deepened.

But in fact, the application of the strategy of quick trial and error has great limitations. first of all, the fact that a product or a function is not used by no one does not mean that this product has no value. It may be that the product promotion is not strong enough, or the threshold for the use of the product is too high, or the function is hidden deeply, or the product value is not passed on to the user, and so on. For example, Zhang Xiaolong said that when Wechat was first made, he told others that he could make free voice calls, but few people were interested. But then he told people that he could shake the handsome guys and beauties nearby. All of a sudden, everyone was interested. Therefore, the fact that no one uses it after trying is not necessarily the problem of the product itself, but may also be caused by many other reasons. Only when other aspects are in place can we be sure that there is something wrong with the product and function. So for many startups, agile development can be carried out, but quick trial and error cannot be done. Only like the giant BAT, traffic, understanding of their own user needs, products, operators are very mature. It makes sense to say trial and error at this time.

And the most fatal thing is that now some enterprises have actually applied rapid trial and error to the corporate strategy level, this direction and strategy to try. Try that direction and strategy, and after a few rounds, the grass-roots staff are also confused, the window is almost over, and the money is almost spent. In terms of traditional business logic, the direction should be relatively stable and work hard in one direction. Jack Ma once said: it is better to have a "third-rate strategy, a first-class implementation than a first-class strategy, and a third-rate implementation". As long as the direction and strategy are not too outrageous, as long as they keep going, they will definitely be much better than bumping around.

So the best way for entrepreneurial enterprises is not to try and make mistakes, but to decide and move later. After all, as a small company, the resources are limited, and there are not many opportunities to try.

However, quick trial and error is still effective in the trial of marketing methods, such as posters and table stickers in campus marketing. Therefore, I feel that quick trial and error can be regarded as a traditional small-scale pilot project.

3.2 A problem that is easy to arise when it is big-- management confusion.

This is mainly aimed at relatively heavy offline enterprises, such as we do part-time services. Due to the offline heavy, the team will be relatively large, for example, we have sales, operation, technology, three major departments, there are nine branches in the country, so the company management requirements are higher. However, due to the lack of relevant experience and talent, it has planted hidden dangers from the very beginning.

3.2.1 organizational structure confusion

When it comes to management, first of all, we have to talk about the organizational structure. For example, our company puts nine branches under the sales department, and there are not only sales staff but also operation and service personnel in the branch. The examination right of the operation service personnel belongs to the branch, which in turn belongs to the sales department. This makes it impossible for the operation department to supervise the service. The result is that the operation team of the branch is officially renamed to the market support team, and the policies related to user service and APP operation can not be implemented, and the user experience has been difficult to improve. Normally, our organizational structure should be an equal-level relationship between the leaders of each branch and the leaders of each department, and the assessment system of the corresponding personnel in charge of the sales and operation departments. However, now that the organizational structure has been decided, a lot of personnel problems will be involved if it is to be transferred. In the case of talent shortage and capital shortage, many enterprises will choose to make do first. Therefore, if the organizational structure is wrong at the beginning, there may not even be a chance to change it later.

3.2.2 fixed posts and responsibilities are not clear

Under the organizational structure, there is a fixed post and a fixed responsibility, which is in fact relatively empty, and what each post needs to do is actually a guiding program. But this is very important, because in the actual work, there is often a quarrel, or the leader arranges something, and some employees feel that this is not my responsibility, and there is a feeling of resistance. These situations are often caused by unclear job responsibilities. If the job responsibilities are clear, then there is nothing to argue about. To sort out the job responsibilities, we need to clarify the main business process, which job should be done, which audit authority should be transferred to the headquarters, and which should be devolved. This area is also more prone to problems, because leaders generally like to think from the conceptual level, there will inevitably be some neglect of the actual situation. For example, at the beginning of our company, we were afraid of messing around in various prefectures and cities and collected the examination power of the merchants, but in fact, the operation department of the headquarters did not know the situation of the local businessmen, so we asked the prefectures and cities when we wanted to review. As a matter of fact, this kind of audit is still controlled by various cities, but it has spared a circle and slowed down the speed of the audit. Weakens the experience of the merchant.

3.2.3 performance appraisal system has many loopholes

The job responsibility is relatively empty, so the pragmatic one is the performance appraisal. Performance appraisal is the guarantee of executive power, and it is necessary to ensure the unity of the power of setting indicators and the right of examination, otherwise there will be problems with policies and countermeasures. Of course, in this way, the headquarters will increase the number of supervision posts and the corresponding supervision system, but this is necessary, otherwise it will be mixed with water layer by layer, and it will come naturally. Because this area has not been sorted out in my enterprise, very few policies of the operation department can be implemented, and there is basically no prestige for the operators of each branch. At the same time, in the formulation of indicators, growing enterprises often face a problem: crossing the river by feeling the stones is faced with a lot of uncertainty, but the indicators should not be adjusted repeatedly. Only one layer of package can be used to solve this problem. For example, deduction items can include: serious service accidents, general service problems, these relatively constant items, and then specific items are added or subtracted according to the actual situation. On the other hand, for integrated teams, it is necessary to carry out multi-objective management. If the branch is only a sales team, then under the marketing department, there is no problem to assess from a single sales dimension. But for a branch that faces both B and C at the same time, and undertakes the APP drainage task and user service, it needs to carry out multi-dimensional assessment, otherwise the branch leaders will automatically ignore the functions that should be undertaken outside the index.

3.2.4 imbalance of cooperation among key departments

Another important issue in management is inter-departmental cooperation. Now many Internet enterprise products and operations will be divided into two departments, operation to promote, products to do APP, which will actually produce a lot of problems. For example, the product manager is a fool, sweet and fresh, and the operator is a dirty demon king. In this way, there will be a great difference between the product cognitive experience and the product use experience of users. In fact, the best situation of the two departments of products and operations is to form a cooperative relationship led by one side and executed by the other. It doesn't matter who leads who. The important thing is that there must be a leader. Some people may think that enterprises with partial products are dominated by products and those with partial business are dominated by operators. But in fact, entrepreneurial enterprises are often encountered but not available when recruiting. At this time, which team is stronger can let that team take the lead. It is possible that a heavy business enterprise has recruited a good product team, so it can only be led by the product team. For example, our company is like this, the maturity of the operation team is much lower than that of the product team. At this time, although the big boss hopes that everyone can perform their own duties, the products will not interfere with the operation too much. But in fact, when products and operators dock, they still have to teach them how to do it, but there will still be a lot of differences. Then there will be a lot of internal friction. So the actual situation is the most important. This is the most profound experience I have gained from consulting field to specific work position.

3.2.5 team deterioration

Over the years, many Internet users like to brush their orders, which is necessary on many key nodes. But be sure to do a good job of ideological work before brushing. Or it's likely to wipe out the team. That's what happens in my company. After brushing orders on a large scale, many grass-roots salespeople will feel that Internet companies spend money and do not have to make money. So there was no profitable list for a long time, and finally there was a big change in the company. Find a new marketing director. To re-establish a sales team. At that time, many salespeople went out to look for a job to be able to swipe their orders. Although the company level understands that brushing is only a temporary behavior, grass-roots employees do not necessarily understand. And even if you understand. After the easy money has been earned for a while, the mentality and so on have changed. Make an inappropriate analogy. It is easy to make a worker a young lady, but it is difficult to make a young lady a worker again.

3.3 the black hole of human nature-- death to life

After the survey found that part-time in this field, the user life cycle is very short, after graduating from school or find a stable internship will not do. Naturally, people in society are looking for stable jobs. So this market is a dynamic market, with new people entering and old people dropping out. Therefore, the most important thing in this market is brand and word-of-mouth. Let the part-time newcomers know which platform to go to as soon as they come in. After the formation of the corresponding brand, the expansion of the B end will also become easier.

Therefore, this market should be knocked down, one is to deeply cultivate the area, and the other is to create a reputation. But all this costs money, and if it doesn't work out, it's over. If you try to save money, you can live a little longer. So my company sees the part-time market as a protracted war. As long as the opponents are put to death, the rest is fine. But unfortunately, we have a heavyweight competitor in our industry. Therefore, in order to prolong the survival time, the boss has been emphasizing profit. It is hoped that each branch can support itself by providing part-time recruitment services. From this point of view, our competitors are not part-time platforms, but labor companies and team leaders who have been rooted for many years, and the market has a very complex network, and the market is still shrinking, so the situation is not optimistic.

As the company focuses on making a profit, the price of our position is basically the same as that of the market, and there is no position advantage. At the same time, due to the lack of supervision and guidance in the service, the user experience is also relatively poor, so that the job operators in some cities dare not say that they are jobs in our company when recruiting part-time jobs. In the operation of APP, because the capture policy made by the operation department can not be strictly implemented, the number of jobs in some cities is very small, and it is difficult for APP to provide due value to users. So the brand and word-of-mouth have not been established, and the traffic on APP is also very rare.

I understand that it is not that our big boss does not want to do a good job in service and establish a reputation. In fact, the reason for all this is to live longer, just for fear of losing stock, but in fact, several branches have been withdrawn so far.

On the contrary, in fact, many cases in the business world are born to death. For example, many entrepreneurs spend more than half of their money on marketing and branding, so as to gather all kinds of resources. Although the probability of dying in this way is not low, it is more likely to live in this way.

At this point, I believe that everyone has a deeper understanding of "summing up the big pits that must be bypassed at the three levels of products, operations and companies". You might as well do it in practice. Here is the website, more related content can enter the relevant channels to inquire, follow us, continue to learn!

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