You must walk down and look up at the sky.
Editor’s note: This article is from WeChat public account “Bird brother notes” (ID: niaoge8) , author: reed thought.
Recently, a BAT friend has been telling me that the company has been operating for five years, but the recent internal promotion has failed. The most depressing thing is that the nominee is a 90-year-old child who has just worked for two years. However, I can understand this fact very well.
Because the Internet is fully empowering each individual, it is also accelerating the ability to magnify everyone. This early
It’s not an era of qualifications. Although others’ work experience is short, self-iteration may be ten times faster than you.
The same is true for the field of operations. The core is that the level of understanding of your operations has determined how far you can go. In response to the confusion of my friends, I used the multi-thinking model to draw a hierarchical model of the operational domain, hoping to help him accurately locate the current stage and the direction that should be developed in the future.
Operation Routine
Most of the newcomers who just started to work, I hope to learn some of the operational routines that can be used quickly, so I have stayed at this level for a long time, thinking like “points”.
As mentioned in the fight, we all think that it mainly relies on fission and new to gain growth. Therefore, I also hope to introduce fission in my own products to drive business growth. Or see Taobao and Alipay in the sinking of the third- and fourth-tier cities in the past two years, as if this wave of dividends will not disappear, it will disappear immediately, so it is also actively exploring the growth potential in the third- and fourth-tier cities.
The direct result of this is that from the outside, it may be blocked by WeChat because of the induced download. For the inside of the enterprise, it is even more deadly, if you don’t figure out the growth stage of your product, even if it is attracted A lot of users, but they can’t stay. When the product does not confirm whether it can bring the core value to the user, it is like a poison, which accelerates the death of your business.
Why are many people still willing to stay at this stage? I guess, probably because it’s easy to use, and you don’t need to think too much (don’t forget,Humanity is lazy, you can use your brain without brain.)
Because of the dividends in the market, or the dividends of a certain technology cycle, there are always such good operating growth cases. If you can easily copy it to your product, why not use it? So, see others doing incentives and throwing money to users. Do the same thing yourself. Others introduce gamification in the product to pull up and retain, plant fruit trees. I also take a picture of the gourd and raise an animal.
The reason why this is not feasible is mainly because, when you do not understand the nature of the operation and the boundaries of some methodologies, it is easy to go to war and go astray.
Operational Methodology
With the development of the field of operation in China and the concept of foreign growth hackers being accepted by more and more Chinese companies, people have begun to gradually summarize and refine the methodology of operations, thinking at the level of “line”. . For example, the AARRR growth model, or the RARRR growth model.
So our understanding of operations began to slowly evolve to the next level. It is the thinking of this operational framework. With this global understanding, we can better guide us on how to use various routines at the methodological level.
For example, as Shawn, the author of Growth Hacker, said that the premise of product growth is to achieve PMF (product market matching), that is, the product itself should be able to bring core value to users in the long run, otherwise it will be faster. The growth is also meaningless.
Understanding the boundaries of this growth, we divide the operational responsibilities into five phases, namely, the new, active, retained, realized, and fission propagation, based on the user life cycle, collectively referred to as the AARRR model. This model can help us understand how to actually operate our products and also guide us on how to build a growth team.
But, understand that this layer is proficient in operations?
In my opinion, it is still far from it. This is more than saying that you are just a qualified operator.
Thinking Mode
Even with operational methodology, sometimes you will have a feeling of not starting. For example, once I talked with my friends about how to do this. In fact, retention is only the result. It’s like you have to lose weight, you can’t just say that you can run every day. To analyze yourself, what factors lead to your obesity and then the right medicine.
Operation is also the case, if you want to improve retention, you must find its dependent variable. Putting aside the product here should first bring long-term value, and the main factors affecting long-term retention include user activation, early retention and recall.
In terms of early retention, how can we improve the early retention of users?
In order to answer this question, I will first think of the remaining problems in essence how to make youThe problem that the product is remembered by the user and has power usage. How to be remembered by the user? Is there any theory to study how the user’s memory is “retained”? Here, I thought of the Ebbinghaus memory curve. In fact, psychologists have already studied the problem of user memory. We only need to apply the research results to operational practice. Specifically, there are two keywords: repetition and connection.
Repeat is to remind the user as often as possible in different scenarios in the early days of the user. We can use SMS to reach, app notifications and users just start to contact the user to ask the user to set reminders (here you may think of why many products will require users to sign in to receive rewards at the beginning). Second, it is to establish a connection between your product and the user’s life scene.
Similarly, we can learn from the Fogg model when it comes to triggering users to act on the product. Interested students can search for it. Here, to sum up, the core of my hope is that when we can go down to a higher level of cognition, we can think through some theoretical and thinking models, we can get more effective, reliable and can be landed. The clue. At this time, we are standing on a “face” level to think about the problem, and the width of thinking will naturally be broader than the previous level.
Bottom principle
If you dig down and dig to the bottom, it is the basic theory from the basic discipline. This is also what Charlie Munger advocates, through this multi-thinking model of the foundation of various disciplines, to carry out interdisciplinary attacks and find effective ways to solve problems.
For example, Tesla’s founder Elon Musk often mentioned the first principles of physics. In essence, it is the reductionism, how to disassemble things to the minimum granularity, and then through refactoring to bring about qualitative changes. The same is true for operations. One of the core skills of operations is disassembly.
If you want to achieve your MAU or DAU metrics, the core is to be able to disassemble this formula layer by layer. For example, MAU is equal to this month’s new addition, last month’s retention and recall minus last month’s loss. Disassemble a key indicator into a number of secondary indicators, and then subdivide the secondary indicators, and then you know how to understand how it affects the overall business by operating at a certain point in the business.
Summary
Be both walking down and looking up at the sky.
Alibaba has a saying called “borrowing the truth.” We are not only pursuing results, but also paying attention to our own precipitation and thinking about knowledge. I can refine myself into my own thinking model and think about why this works because of the underlying principles. The more you are at the bottom of your mind, the greater your value, and the faster you will perceive cognitively than others.
A person’s growth is not based on how much knowledge he has learned or accumulated, but whether he can effectively solve problems by mastering the thinking model and the underlying principles.
In this era, truly powerful people have never been honed by years.