It’s better to grow with truth.
Editor’s note: This article comes from the WeChat public account “Group ringing Liu boss” (ID: applemanliu641), author : Liu Siyi who loves to learn. The original title “Growing up this position is to sell your reputation, thank you. 》
Open the door and talk about the argument, and see the title in the argument.
At the end of 2018, as a grassroots baby who graduated three years and worked for four years, I ended the career journey of two startups with great relief.
At that time, I was very exhausted. I have been doing marketing and operations, responsible for traffic and customers.
It shows that there is no methodology, or the methodology is outdated, or that small companies seem to have nothing to learn. The only thought at the time was to go to a large company.
I have never been to a big company. After training with a headhunting friend, I quickly changed my resume into a “growth” talent that became popular in early 2018.
How to change it? Look at the picture first.
You will find that human beings are really superficial animals, Appearance is everything, really… my experience is not made up in any way, but as long as you do so.
Change the big words-A round company, Tencent Investment, the first, etc.;
Putting data-the first 30, 100,000 leads in AppStore, and 10 million views;
Change Title-negative user growthResponsible person, person in charge of Growth Team, UGC, KOL development, delivery management;
Structure adjustment-each experience is stated in terms of total points, and each item is also stated in terms of total points. “Total” is the content of the work, and “Point” is the result of the work.
Then, this resume is a so-called “growth leader” that many start-up companies want to invite, or the “standard younger brother” that companies like Toutiao hope to get.
Of course, such industry terms are not very popular now. The popular vocabulary may become vibrato, fast hand, live broadcast, private domain, fans, GMV, rather than users, reading volume, etc., but the logic is similar.
Then I successfully received the offers from Meituan and Toutiao, and then stayed separately for 5-10 days, and then left, and then went to join VC, and then started a business.
During these two years of magical experience, they have come into contact with many people who have grown headlines, are not native to headlines, but have been domesticated by headlines or have grown in belief in headlines.
There are also CEOs of companies that were not originally C-end products but want to say that they have a growth department.
Draw some basic conclusions for your criticism:
First, Toutiao Growth, the Toutiao position really spoiled everyone and hurt many companies.
Since 2017, ByteDance started with the headlines of Toutiao, and the growth of Toutiao’s company has been mythical.
The CEO of the C-end product looked at Zhang Nan and jumped all the way after entering the headline. I also watched Toutiao refine its own growth methodology, centralize Taiwan’s growth department, and then empower products other than the main end of Toutiao.
But the truth is that to achieve headline growth like this, the synergy efficiency and growth efficiency are acceptable, the core needs a few things:
1. When there are users and the budget is overwhelming, we need the so-called “growth strategy” to optimize the so-called percentage retention and new rate.
Without quantity, the percentage increase does not make any sense! Just this point has passed a lot of cold start companies!
2. With the number of users, you can still have the data analysis ability that invests the same huge cost as Toutiao, and figure out how the user behavior that these models affect affects these percentages.
These are meaningless to most of the DAU students who have not broken through 1 million;
3. With a budget, without a budget, no visual growth model comes out, and there is no huge cost savings under a percentage, and without a budget, where is the headline going up, burningFlow requires a lot of cash.
The headline growth in my understanding is split into growth strategy, data analysis and delivery management. Of course, delivery management is to burn money.
First of all, many companies do not have so much money, they began to whisper to build a growth team, which belongs to the typical Dongshi Xiaoha;
The other two departments are even more natural products after DAU has expanded its product line, and it is very unsuitable for other small companies, even other companies that do not have so many large DAU product types.
The concept of growing large, medium and large platforms has been scrambled by everyone. I don’t really understand where the logic is.
Even in today’s headlines, I often hear good friends say that as a growth iron, they need to enter the product project department, kneel and tear to fight for the work, because the basic functions and growth strategies themselves overlap. The degree is too high.
Again, when the product is not growing, several product managers are needed, and the answer is one.
Second, the growth logic of the Internet C-end, consumer products, and online education is different, and it is not a general solution to the word growth.
The sage book sought after by VC today seems to be the one in Silicon Valley, and even consumer products seem to be Silicon Valley.
The growth of DTC + byte beating is the PitchBook model when many foreign founders raise money.
What I want to say is that the growth discourse system and basic methodology of the Internet are completely different from the logic and methodology of consumer product growth. Even the materials and details of the delivery are not the same.
In the same traffic environment, the growth of consumer products may need to look at the conversion rate of different funnels and different paths, and also need to consider the customer unit price and the brand bonus under the user’s CPM.
The growth of the Internet is very simple, the process of retention, daily living, daily use, continuous adjustment and optimization, and the complexity of the growth of consumer products.
It is necessary for the early CEO to personally trade and closely track. The growth of consumer goods during the cold start is not even related to the flow, but only related to resources and channels.
Recruitment of growth officers for online education is a very ironic thing. It seems to be deliberately mixed with the growth of C-end products.
These two are also different. The growth of education depends on fission in the era of WeChat ecology. Fission growth is different from the so-called growth methodology of Toutiao.
In the era of information flow, the growth of education depends on the cost of investment, the cost of Leads, and the conversion cost of community operations to measure the quality and speed of growth.
May be able to learn from each other and the growth of consumer products, but is there any relationship with the growth of C-end products?
It’s strange that the contemporary “Growth Lesson”