博名知识网

您现在的位置是: 首页 > 答疑解惑

香蕉视频懂你,What is surplus pond thinking?

2020-10-20 14:23:57博名知识网
Editor'sguide:Reserveistheremainingtraffic.WithInternettrafficpeaking,thekeytothecompany'sdevelopmentisnolongerhowmuchtrafficithas,buthowtoturnthesetrafficint

  Editor's guide: Reserve is the remaining traffic. With Internet traffic peaking, the key to the company's development is no longer how much traffic it has, but how to turn these traffic into retention. The author of this article has carried out a detailed analysis of the retention pool thinking from the five links of refreshment, promotion, retention, transformation, and fission. Let's learn together.

  

  From startup to success, any startup has one thing at its core, that is growth.

  What is growth?Some people say it's revenue, some say it's profit, and others say it's market share. In fact, they are all right, but these are all based on a basic element, that is, users.

  Therefore, the essence of enterprise growth is the growth of users, and then there will be revenue growth, profit growth, and market share growth.

  As a tool and thinking model, how can the retention pool help companies achieve growth?The answer is to follow the AARRR model.The AARRR model is actually a user operation model, and the essence of the retention pool thinking is also the user thinking, emphasizing the user-centered design of the flow operation link, paying attention to the flow cycle, thus forming the retention pool.

  

  Next, we will separately explain how the five links of refreshment, promotion, retention, transformation, and fission embody the retention pool thinking.

  01 Pull new: find new users

  Regarding the definition of new users, many people equate it with growth, but in actual operations, new users are only a part of growth, and new users cannot be equated with growth. There are two main reasons for this.

  First of all, in the process of recruiting new users, users need to be screened. Only when the real users are found can they be completed. This is like fishing fish from a large pond. It is impossible to choose one to put into the fish tank. Secondly, although in a certainUnder these conditions, pulling new can be equal to growth, but the retention rate at this time is very low, and there is even no retention, and it can only be realized directly.Such cases are very rare and the model is not healthy. If a certain company follows this growth model, it will soon be eliminated by the market.

  Therefore, the essence of pulling new users is to find new users, and in the process of finding new users, there will be three links: channel selection, content attraction, and distribution and drainage.As long as you choose high-quality channels, use good content to attract and create stickiness, and distribute and operate on multiple platforms, it will not be difficult to acquire new users.

  

  02 Promotion: keep new users

  After introducing new users through external channels, we must find a way to keep them. This step is called promotion.There are three main purposes for the promotion.

  The first purpose is to reduce the cost of new acquisitions.We all hope that the cost of acquiring new users is very low, and new users here refer to effective users, that is, users who are willing to use after registering an account or downloading the App. Such users can obviously only account for a part of the new users.And the higher the ratio, the lower the cost of new acquisition.Therefore, the essence of promotion is to increase the proportion of effective users.

  The second purpose is to increase the retention rate of new users, thereby increasing the retention rate of long-term users.The relationship between new user retention rate and long-term user retention rate can be understood as follows.It can be seen that the retention rate of the next day increases, the number of new users lost, the speed has slowed down, and the long-term user retention rate will increase significantly.It can be seen that the promotion link can effectively increase the stickiness of new users, thereby indirectly slowing the churn of long-term users and expanding the scale of retained users.

  

  The third purpose is to make the operation strategy easier to implement.与长期用户相比,可以控制和检查新用户的来源,并且用户行为相对简单。只要分析新用户的来源,并通过新用户的使用反馈优化单个链接,就可以有效地增加活动。

  因此,促销是非常有效的操作。

  03保留:将新用户变成老用户

  在增长方面,很多人都关注流量,但实际上,他们应该更关注保留率,即当时保留的用户与新用户的比例,因为产品的保留率很高 可以实现长期稳定的增长,特别是用户规模的增长。

  《硅谷成长黑客实践笔记》的作者屈辉曾在书中引用过这样的例子:假设公司a和公司b从零开始,公司的每月保留率为80%,并且每月增加500万 用户; 公司b的每月保留率为95%,为2。每月有500万新用户。六个月后,公司a仍领先于公司b,三年后,公司b将超越公司a。

  这是保留的复利效应。 它将确保相对处境不利的一方有机会超车并为空间交换时间。 实现这一战略目标的前提是提高保留率。如果公司a和公司b被任何其他公司替换,则同样适用。

  因此,保留率是产品增长需要注意的核心指标之一。 如何保证保留率?只需要把握一点,就能将新用户变成老用户。

  

  老用户不一定是付费用户,而是长期活跃和粘性用户,这表现为该产品的使用频率更高且使用时间更长。因此,将新用户变成老用户应该从增加使用频率和延长使用时间开始。

  如果希望新用户长时间频繁使用您的产品,则必须让他们体验产品的核心价值和“啊哈时刻”,这是新用户转变为旧用户的主要动机。

  04转换:将老用户转变为“货币印刷机”

  经过刷新,提升和保留这三个步骤之后,流程基本上成为保留量,但是保留量必须贡献值才能发挥作用和意义。

  当许多人进行操作时,尽管他们知道如何与用户打交道,但他们不太可能让用户下订单,因为他们认为这是“可耻的”事情。实际上,无论您从事任何运营工作,最终目标都是转型,否则您所做的一切都会失去意义。

  什么样的用户愿意为该产品付费?

  首先,最好保留用户,因为他们对产品具有最高的信任度,并且转换的难度相对较低; 其次,有明确需求的用户,您的产品就能满足他的需求。

  可以用这种方法基本上可以完成事务,这是有理由的,但是事情通常并不那么简单,用户要比我们想象的要谨慎得多。这需要我们努力进行营销,我们可以使用三个关键的营销点:人为营销,价格杠杆和成员回购。

  利用人际营销来掌握用户的心理,利用价格杠杆来利用用户的钱包,并设计会员系统,以便用户可以不厌其烦地享用您的产品。

  05裂变:让老用户带来新用户

  裂变不仅是保留池操作中的链接之一,还是拉动新流量的独立手段。 因此,由于裂变已经成为一种裂变,我们将努力同时推动新的,促进的,保留的和实现的工作。似乎每个人都可以说出许多裂变方法。

  当风停止时,有时火熄灭。

  微信在2019年发布了公告,重点关注各种平台的行为,以诱使用户共享与Moments的链接。 它批评了许多付费阅读签到产品,包括曾经很受欢迎的薄荷阅读。 一次,许多产品已发布公告并被取消。朋友登机活动的时刻。

  为什么裂变会让每个人都着急?这始于裂变的本质。

  

  实际上,在AARRR模型中,裂变是一个非常关键的环节,它决定了保留池是否可以形成一个生长周期。旧用户是否可以带来新用户是评估旧用户价值的核心标准之一。

  换句话说,裂变应该基于老用户。 这是因为有三个主要因素决定了裂变效应。 他们是种子用户,裂变奖励和分享乐趣。 其中,种子使用者是决定裂变效应的最关键因素。

  所谓的种子用户是发起裂变行为的最初用户,其质量决定了裂变的效果。一般而言,种子使用者的质量越高,裂变拉动效果越好。种子用户的质量主要体现在用户的粘性上,即用户对产品的信任度。显然,老用户对产品的信任度最高,因此传统的裂变将基于老用户,通常称为“老与新”。

  如何引导老用户帮助我们获得新用户,我们可以从两个方面入手,即设计流程闭环和制造沟通要素。流闭环意味着用户的路径是端对端连接的。 这是裂变流可以继续滚动的前提。 其中不同的载体组合和共享形式会产生很多游戏玩法。通讯元素帮助裂变更广泛地传播,从而真正实现更多新用户的加入。

  06结论

  保留池模型是用户操作模型。 承载此模型的保留池思维也是用户的一种思维。 从用户的角度来看,运营商设计运营并提供运营价值。 推动保留率增长是我们的运营。核心方法。

  #专栏作家#

  私人个人微信:solitude900; 公共帐户:野外作业社区(标识:dugu9bubai)。每个人都是当年的产品经理专栏作家,疯狂的运营社区合作伙伴,运营促进专家,“从流量到储备:让您的产品实现低成本持续爆炸”的作者以及在线教育观察员。

  本文最初由产品经理的每个人发布。 禁止擅自转载

  标题图片来自Unsplash,基于CC0协议

-