I still insist that the shopping cart is not a standard version of the e-commerce product version 1.0.
Editor’s note: This article is from the WeChat public account “Beast Leaf Cafe” (ID: gh_bbe17bbe6a9e), author of dead leaves.
Introduction
A brief review of the points I mentioned in the previous article:
I think that the shopping cart should not be the standard configuration of e-commerce product 1.0. The shopping cart must play a role that depends on “will change”
less” preconditions, the shopping cart only works when the user needs to purchase multiple items.
But most e-commerce products are in the 1.0 stage, which is not suitable for the pre-conditions of “buy multiple items”. It is not a good judgment to blindly invest resources into the development of shopping carts.
So, I think the “shopping cart” should not be a standard for e-commerce products without resources.
The previous article on shopping carts has caused dissatisfaction among some e-commerce friends. I have indeed received your opinions. I will choose some typical opinions here to respond. If your views are not in these views, you can also Discuss with me through WeChat.
Will the shopping cart be the standard for e-commerce product 1.0?
Defense point 1: Shopping cart is equal to “contrast tool”
Viewpoints
The shopping cart is not just for ordering together, but you can also compare the same type of items and choose the latest one or more pieces.
My point of view
When content can be customized to be aggregated on one page, it will have a contrasting effect, but it doesn’t mean that the shopping cart is equivalent to the comparison tool.
This is just a small part of the user’s spontaneous use of the way, regardless of product design, if we want to meet the user’s contrast needs scenario, we can provide independent comparison tools to assist users in making consumer decisions.
We can also add the ability to compare on the basis of the shopping cart, such as modifying the order of the goods. Only by allowing the users to put the related items together, can we compare better. This kind of correlation is subjective judgment and cannot be passed. System implementation.
Users can compare between the phone and the camera, or between the phone and the phone, but there may be many unrelated items between the two.
However, even Taobao, Jingdong, did not add sorting features to the shopping cart.
The shopping cart is not a comparison tool, although the user can use it this way, but it cannot change the nature of the shopping cart itself.
Defense point 2: Shopping cart equals favorites
Viewpoints
The shopping cart also has a less falsified demand that consumers have developed the habit of using shopping carts as favorites in large e-commerce.
My point of view
The shopping cart and favorites do have some similarities in some properties, and both can separate some items into a separate, relatively separate page space.
There is a similarity, it does not mean that the two are exactly the same. We can only think that users can put some products with a strong willingness to purchase in the shopping cart, and finally decide whether to buy.
If the shopping cart is equivalent to a favorite, why should the e-commerce product develop the function of the collection?
There are similarities between the two, but there are also completely different aspects.
When there is a lot of content, you need to provide users with the ability to “search”. This is the must-have ability of the favorites. However, the shopping cart does not provide the ability to “search”, no matter if we put it in the shopping cart. How many items, there is no way to quickly find the item you want by “searching”.
Maybe for the user, putting the favorite item in the shopping cart can produce a collection effect, but in fact, for the product, such a collection is not recognized and is invalid.
Taobao’s shopping cart has a maximum of 120 items, and the maximum limit for favorites is 2000 items.
Jingdong’s shopping cart limit is 120 items.
Compared with the concept of collection, I prefer the shopping cart to have the ability to “scratch”, but it is not a long-term “save”.
After all, the items in the shopping cart will be removed from the shopping cart after purchase, but the items in the collection will not.
In order to allow the shopping cart to always have the space to carry the user’s latest demands, we will also provide a faster “clear” capability for the shopping cart. It is recommended that users clear the items that were added to the shopping cart earlier or add them to the favorites.
At present, Jingdong and Taobao have the ability to quickly clear the shopping cart, you can experience it.
So, the shopping cart is not equal to the favorites, it will not give the user a large collection space, and will not provide search ability. Even if the user does not purchase the goods, we will encourage the user to transfer the goods of the shopping cart to the collection. Clip, or delete it completely.
When necessary, we also limit the way users use the shopping cart as a favorite, such as limiting the capacity of the shopping cart.
Summary
The defense perspective of the comparison tool and the collection is to understand the user’s spontaneous use behavior as the original intention of the product plan, which ignores a problem that is very big for us.
When the user is large enough, the user’s use of the feature must exceed the designer’s thinking, that is, the user will not finishIt is used according to the original intention of the designer. The larger the user scale, the more ways to use the function.
WeChat’s circle of friends only hoped to carry people’s life records in the early days. After having a large enough user scale, the application method of “micro-business” was born.
When we design a product, we will be in a dilemma when we meet the user. The form of expression is probably “a look after the future.”
Like the “shopping cart” here, when we consider cutting a feature, there are too many reasons to shake our minds. Without a shopping cart, you can’t compare goods. You can’t collect goods without a shopping cart. ,and many more.
However, the shopping cart was not intended to be used by users to compare products and use them as favorites.
Standing on the heart, rationally analyzing the user’s demands, establishing a balance between product value and user value is the ability that must be possessed in the middle and late stages of the product.
Defense point 3: Shopping cart equals full reduction
Viewpoints
The shopping cart also has a problem of consolidating purchase orders, cross-store full reduction, full reduction can support the operation activities, thus inducing users to generate more orders, without a shopping cart, you can not do full reduction.
My point of view
Generally speaking, there is no shopping cart, and it is really impossible to do full reduction, but it is not absolute. We can realize the “full reduction” marketing plan by accumulating the amount of consumption and then returning cash.
When the user spends 100 yuan, you can get a cash bonus of 10 yuan
When the user spends 500 yuan in total, they can receive a cash bonus of 50 yuan
I think the defense should not agree with this approach. After all, this is not a “full reduction”, and it is called cashback.
Because of the full reduction, it is necessary to make a shopping cart. It seems that the development of the shopping cart is for the marketing activities represented by “full reduction”?
But, is this superimposed cost not very heavy?
Full reduction is just one of many operational activities, not the only one, and it is not the most effective. Even if the shopping cart is missing, we cannot do the function of “full reduction”, nor does it mean the product. Can’t operate”.
When the shopping cart is missing, we can do spikes, two people fight group, thousand people buy, can also do single product coupons, newcomers first special, old users return to the special site and even some users fission mechanism and user sticky mechanism.
Without a shopping cart, you can’t do full reduction, but you can’t do marketing activities without full reduction. This view is obviously not established. I would rather understand that without a shopping cart, there is no need to do a full reduction.
We don’t make shopping carts, but also to focus more on the marketing module.
The development cost of the shopping cart is not low, and the associated business content is relatively complex.Miscellaneous, including the consolidation and splitting of orders, the calculation of freight rates, the use of coupons, the settlement rules of merchants, etc., the development cycle is also estimated to take a month.
For example:
A cross-store full reduction volume, such as 100 minus 30, 4 items purchased from 3 stores, how to allocate logistics costs? How should the amount of the full reduction be allocated?
In the same month cycle, we can cut into the market from the single product, and on the basis of the single product, we can complete the development of 2-3 marketing functions.
Removing the shopping cart from the 1.0 standard will not only limit the operation of the product, but will release the development resources to give priority to the operational ability and accelerate the operation of the product.
Not doing a shopping cart is not just about doing one less thing, it is another way of allocating resources.
Or, I change my expression, it might be easier to understand:
Now, we are the head of an e-commerce product, developing version 1.0,
We need to select one of the two requirements for “shopping cart” and “newcomer coupon (single coupon)” for development.
Which one would you choose?
Defense point 4: Shopping cart comes from offline scenes
Viewpoints
The appearance of the shopping cart, first of all, is to simulate the offline shopping operation, that is, “select the product, put it into the shopping cart, and then settle the settlement.”
My point of view
First of all, the offline shopping operation is not equal to “choose goods, put them into the shopping cart, and then settle the settlement”. This is only for the large-scale shopping scenes of the supermarket type, for ordinary convenience stores, small supermarkets, clothing. Shops, and even brand stores, do not have the “put into the shopping cart” step.
So he is not the only way to shop, and he can’t talk about deep-rooted user habits.
Secondly, for the offline, the shopping cart is also a kind of service that evolved based on the scale change. If the scale is not satisfied, there is no shopping cart service.
The size here includes the store area, the type of goods, and even the passenger flow.
And I mentioned an auxiliary message in the article:
“Some e-commerce products have the resources to open the market in the early stage of the launch, and obtain users in large areas. This type of product does not apply to this conclusion (the shopping cart should not become the standard for e-commerce products 1.0.)
If the scale effect is not met, the shopping cart is useless. With the understanding of the defense, this can be considered. If the store area is small, the number of goods is small, and the passenger flow is small, you can use a shopping cart, such as a private convenience store. .
The essence of a product is the evolution of a thing. In the process of product development, our scale will continue to change, and the change in scale will affect the shape of the product. For the function of the product, independenceLook, there is no right or wrong.
But combining the function with the scale, there is a right or wrong. Only the regular online e-commerce of 100 users is wrong to make a shopping cart. If it is a regular online e-commerce with a scale of 10 million users, do not do it. The shopping cart is wrong.
Summary
I have extracted the above four representative views from the comments and comments, I hope that my views can give you some inspiration.
There are also a few misunderstandings that product managers are likely to fall into:
1. Paying too much attention to users, resulting in smaller and smaller requirements:
The function of the product will have its special function, and it is also a function of 100% being used. However, when the user is large enough, it will inevitably produce some special application methods to form a subset of users.
Excessive attention to the “subset users” appeal will allow us to narrow down our service targets, although it will make a few users happy, but most users have no perception.
For example, give the shopping cart the ability to sort, or let the shopping cart hold 2,000 items. This kind of function is only a small number of users can feel happy, most people are not aware of it.
This problem will lead to our “demand quality is low, cost is not high”
Do not over-focus on the subset of users, does not mean not paying attention to the subset of users, we need to study, think and discern, and some of the subset of users generated appeals can be amplified to the full set of users.
2. Because it is useful, so do, ignore the price/performance ratio
Each function has its corresponding function, but it is not that we can make a function. It usually has some preconditions, does not satisfy the precondition, or the precondition is not enough, it will affect the function. The actual effect of the action.
It’s like a full coupon, the same function, but it can produce different values in different products.
A product: There are 1 million active users, and there are 700,000 old users, accounting for 70%
B products: There are 1000 active users, and old users have 100, accounting for 10%
C products: There are 1 million active users, and there are 200,000 old users, accounting for 20%
The same full coupon feature, in terms of value: A>C>B
The reason is:
In the case of the same development cost, the larger the user size, the more times the user is used, the higher the cost performance, and the older users are more likely to use the full coupon than the new user.
(Conditional friends can support these two perspectives in terms of data.)
Product managers can’t just think about the value of the function, but also think about the preconditions that these functions generate value, and think about the rewards that can be delivered in the short term after the function is implemented.
We design products, not a patchwork function, the former needsIt is necessary to think about the cost of input, the effect produced, and the cost-effectiveness. The latter is more like taking a chance, having no effect, how effective it is, doing it again, and then changing it.
“Ending with the end” lacks the spirit of exploration.
“End of the end” means that we regard “surface results” as “final results” and lack the depth of thinking, which is not so good for our work.
As we found that when there is no shopping cart, there are fewer orders per day, so we can make a shopping cart so that users can purchase multiple items at once, so that there are more orders.
On the surface, there seems to be no problem. Without a shopping cart, users can only buy one piece at a time, which will cause some users who want to purchase multiple items to lose. We can solve this problem and increase orders.
But if I add a data to you, would you still think so?
Additional data is as follows
10,000 users per day, adding 2000 users, and accumulating users 100,000 users,
The new user’s order rate is 1% within 7 days.
New users stay 5% on 7 days
Now, do you still think that the shopping cart program is useful?
When the product faces new users with low order rates, low retention, and short user life, the shopping cart solution is not a good solution and can be described as a glass of water.
By the way, these three points are the most urgent problems that need to be solved in the 1.0 phase of conventional e-commerce products without resources.
Product managers should have the “beginning of the beginning” thinking feature,
We want to treat some “surface results” as “analytical starting points”, starting with the results, exploring the causes of the results, and then finding solutions based on the reasons to achieve “final results”
There are many ways and means to improve order data, but only the right medicine will produce the expected results. The simple handling function is not very meaningful.
Last
Finally, I want to emphasize to you that this article and the previous article on shopping carts are all about the 1.0 version of conventional e-commerce products without resources.
No resources means no traffic is imported, there is no offline traffic entry, you need to be independent, you need to do it separately and stay active.
Conventional e-commerce refers to e-commerce that is not a special business. For example, e-commerce that does not require shopping carts, such as the multi-brand and Apple Mall, and e-commerce that must be used in shopping carts, such as an online store based on offline stores. .
Version 1.0 refers to the original version of the product, and the most original version.
Even if there is no online shopping cart function at the beginning, as the user scale grows, we can also implement shopping through iteration.The function of the car.
Also, on the basis of these three conditions, think about the ideas and methods expressed in the article.