The first question before us is: Whose task is to pull new? It seems that this question is self-evident, is it a new job? Isn't this all the job of operation? Does this still need discussion?
That's right, a large part of the operation is carried out around users, and the other part is carried out around products and businesses. The company is an organization and must make the operation work towards his own job. Therefore, usually the core KPIs of operations are growth, GMV, user volume, etc., and the dismantling is divided into stock and increment, and then the specific operation, similar to how many activities, how many red envelopes, and so on.
Regardless of whether you are doing operations or not, you can basically know what operations should do every day by seeing this KPI. Yes, when you go to an interview, you will also be asked the same questions: new methods and procedures, organization and promotion of activities, red envelope distribution and cost control, etc. Under the guidance of this goal, the operation will desperately achieve new KPIs.
But did you find the problem? This fragmented goal and organization will make the executive level very short-lived. Who do you think is the demand for those garbage traffic and various scrapped markets?
Pull new products regardless of conversion, conversion blame products, products complain about technology, technology has no place to find, can only pull data off the horse. You said that we are engaged in data, how can He De, can actually drag down the entire company's business?
Therefore, pulling new should not only be an operational task. The best leader in this world is to throw away the shopkeeper, not only the task, but also the pot, but if there is one thing, it is credit.
Recruiting new customers is the task of the organization!
Yes, attracting new customers is not the task of operation, but also the task of organization. Raising new customer acquisition to the height of the entire company will not fall into the most embarrassing situation of local optimality and the most embarrassing overall situation.
Not to mention the various magic operations used by some clever students to achieve KPIs. This is a failure of operation, but also a negligence of organization and management.
Many companies now call themselves "data operations". In fact, they are looking at data operations. In essence, they are no different from before. Instead, they have brought more workload and more trouble to the data team.
What should we do?
Organizational KPIs, of course, also need to be organized. If you want to do a solid job of getting customers, you must leverage the strength of the organization, connect up and down, and support each other and support each other.
How to leverage the power of the organization to acquire customers?
If you want to acquire customers well, you must create an iron triangle of operations, products, and data. This is simple to say, but difficult to do. The most difficult thing for us to hire workers is to communicate and collaborate across departments, let alone across three departments. Is it okay to force the three departments together with the power of the boss? No, there will be countless questions that are unclear, such as:
How to recite KPI? Are the three departments equally shared? Stop it!
How to divide the task? The three monks had no water to drink.
How to divide the responsibilities? This thing is the most difficult thing to handle. It's okay if it doesn't happen, it has to be broken.
So it's useless to pinch together forcibly. This is lazy government, lazy government! It is impossible to expect to use power to solve the problem. It must be abandoned!
But we are not the boss, and we cannot establish a separate department. What should we do?
We can't establish physical departments, but we can establish virtual organizations. Therefore, a more appropriate method is to transfer personnel from the operations, product, and data teams, establish a virtual organization or project organization, and establish a growth and customer acquisition team. This is a relatively realistic approach.
In this way, we can establish a virtual organization equal to the company's height under the existing organizational structure, think and solve the problem of customer acquisition from a higher perspective, and achieve the best solution as possible.
Here is a little trick. The young leader of the team recommends using responsible and impatient people to act. Experience is second. Such a person has a strong sense of purpose and mission, and will do his best to push the project forward. Of course, if this person is relatively junior, it is recommended that a big boss come over and stand for him, otherwise the town will not be able to live in the venue.
How to do a good job of data analysis to assist in customer acquisition?
First of all, let the growth acquisition team set growth goals. The goals must abide by the SMART principle. Several gears can be set, such as reaching standards, excellence, exceeding, and challenging.
Then, the data required personnel system in advance given the growth of scientific index system, especially important is the quality assessment of relevant indicators, such as visibility and click-through rate, input costs, was the number of passengers, retention, by channel, time node, the user life cycle Comprehensive evaluation of channel and customer acquisition quality from multiple dimensions and multiple indicators.
At the same time, the data team must also increase the ability to suggest on the basis of analysis. That channel can not just tell him the good and the bad, but also to tell him why the good, the bad Why, further elaborated good drainage channels should be how to use, how bad channels should play. Because a channel’s data is not performing well, it’s probably not because the channel’s user quality is poor, but because of the mismatch between the channel and the drainage method. For example, if you post a job-hopping content in a group of college students, the conversion must be very poor! But it is very accurate to post the content of a part-time college student.
The basic elements of customer acquisition:
①Optimization goal (increasing popularity or increasing conversion rate);
②Take measures (soft text, short video, etc., suitable time, suitable location, suitable method);
③Target population (mother and infant or single or student).
Data analysts must consider more detailed analysis and dig out specific influencing factors in the process of customer acquisition.
Then, the data team also needs to evaluate and optimize the channel from the perspective of the user's entire life cycle. There is more content, such as increasing exposure and clicks, exposure is measured by exposure and bid, channel and user matching degree, user and material matching degree, landing page optimization, material content and landing page content matching degree, etc. Wait. There is also the degree of match between the content of the entry page and the content of the landing page, the internal conversion of the product, whether the product process is smooth, and so on. It is also necessary to monitor the data changes in each link of each customer acquisition process, distinguish which are channel problems, which are to be solved by operation, and which are the problems that need to be solved by the product, and find the essence of the problem in a targeted manner. These are not problems that can be solved by a set of reports. It takes a long period of in-depth analysis, even case by case polishing, and continuous A/B tests with products and continuous discussions with operations to find the root cause.
to sum up
Acquiring customers seems to be the goal of operation, the task of operation. But in fact, customer acquisition = growth is the core goal of an enterprise, so it should be the task of the entire enterprise organization. It is one-sided and unreasonable to simply let the KPI of operation and user growth be one-sided.
The goal of the organization should be undertaken by the organization. The goal of customer acquisition growth requires at least the participation of operations, products, and data. The appropriate way is to establish a virtual organization, project organization, etc., to think and act from the overall situation. The leader of this organization recommends Choose a person in charge to be impatient.
Customer acquisition is a work dominated by data analysis, not an operation. Therefore, data should be more important than operations. Use data to guide operations instead of looking at data reports for operations. Data is analyzed in advance, monitored during the event, and re-analyzed after the event. Continuously digging, researching and judging until the core of the problem is found, so that the right medicine can be prescribed and the cost is optimal.