I used to run a marketing channel from 0 to 1 in multipoint. Growth is imminent for a new channel. Whether it is the number of users, transaction volume, browsing time and access depth, all need to be comprehensively improved. But we can't do these things at the same time, we can't do thousands of people and thousands of faces to improve and convert when the traffic is not high, and we can't do off-site delivery when the experience needs to be improved.
So I had a discussion with my boss. For an e-commerce marketing channel, enough products, promotions, activities, and coupons are the core of attracting users to come in and shop for as long as possible, thereby generating sales conversion.
Therefore, in the early stage, we set the growth target to the number of SKUs and access more brands and products. To this end, the product structure has been optimized in terms of actions, and it has been disassembled into front-end display and back-end brand access.
On the road of growth, we have a lot of tools and methodologies to use, but I think the most difficult thing is to abandon and focus, and formulate a realistic country email list goal that can be disassembled into actions according to the stage of the product.
02
With the goal, the next step is the action disassembly.
When I make a product, I will repeatedly think about the actions I take to solve what problems of which users are in what scenarios.
As an example, if I want to increase the visit time of the channel page and let users browse longer, I have a lot of ready-made tools. The most rude is to make a task system, using the access and access time of the channel page as one of the task indicators, the completion of the task has points, and the points can be exchanged for goods. This gameplay sounds familiar.
There are many such ways of playing in the market, such as watching videos to receive red envelopes, and doing tasks to withdraw cash. It is undeniable that this is also one of the strategies to quickly attract a large number of users through subsidies in the short term, and then retain the core users through refined operations.
But again, our actions directly reach users. As a product manager, we still need to think clearly about which users and what problems in what scenarios are we solving.
On our channel page, users come in to buy branded items that are more affordable. We want to solve the users who have daily chemical and miscellaneous purchase demands, and find more favorite products on the premise of pursuing cost performance and quality.
Based on this value, the dismantling of the action is more natural: the brand is more complete, the product is more complete, and the activity is more complete. If the brand is more complete, it needs to be optimized in the brand access process. If the product is more complete, then it needs to be optimized in the front-end display. If the activities are more complete, it needs to be optimized in the capture and display of coupons and activities.
At this time, the goal of growth has become a demand that can be implemented immediately.
How to find the value corresponding to the goal, then it can be divided into three elements: user, scene, pain point.
Users have the distinction between individuals and groups. Individual users correspond to in-depth interviews in the user research stage. What we know is the real demands of a specific user, and a typical portrait is abstracted from this specific user.
For example, a typical user of a brand marketing channel page may be a housewife between the ages of 35 and 40, who is responsible for the daily necessities of the household. At this time, we can contact a real user for in-depth interviews.
The advantage of focusing on the individual is that, through an example, you can understand the three elements of the user, the scene, and the pain point at one time. You go talk to her, you can always talk.
But the individual risk is that everyone's life is different, and excessive attention to the value demands of a single sample may lead to a biased understanding of the overall value.
User group is a statistical concept that represents the tendencies and trends of a group of people, which corresponds to questionnaires in user research. This may be the value capture method that product managers are more familiar with.
Through research to understand what most users think, to a certain extent, what we make can also be accepted by most users, which is very safe.
But we may thus lose a sensitivity, the ability to capture appeals outside of statistical and mathematical methods by virtue of our ability to empathize.
Both individual users and user groups have their own advantages and disadvantages when acquiring value. Like I said, there are a lot of methodologies, there are a lot of tools, but the core is that we know that we need to achieve growth goals around value, rather than imposing methodologies for growth.
03
After dismantling the action based on the value, we will implement it on the ground. There are many things to talk about in the process of landing growth demand, but what I want to talk about most is data. In my opinion, when actually doing growth, the effect and reason cannot be avoided. Whether it is the effect or the reason, it is inseparable from the data, and further, it is inseparable from the buried point and attribution.
Embedding is the basic skill of product managers. Compared with drawing prototypes, I personally think that burying may be more important. I suggest that if you really want to do growth well, you must pay attention to burying points.
First, make channel distinction based on buried points. Everyone knows this truth. Only by recording where users come from can we know which channel has the highest quality.
When I commented on the growth of members, one of the actions was to improve and optimize the access channels, so that users could be more sensitive to their identity, and guide them to complete the continuation of their membership.
Mechanism for the data that reaches every channel, and to have an understanding of every bullet that is fired.
Second, drill down based on the buried point. We record what action the user took in the event, and additional information about the user or action is specified in the attribute. Such as the geographic location of the user, the amount paid for the order, etc. If we do not do a good job of these buried points, it will be almost impossible to drill down to do user stratification analysis in different regions, or to find the customer unit price range with the highest conversion rate.