Operators should not be fooled by the word "operation"!

Do you know what operators fear the most? If you don’t know, you should pay attention to this article.

Once upon a time, operations was one of the important positions in the workplace.

As an operator, you have imagined that operators should have the ability to "plan and win from afar." Sitting in an air-conditioned office, using your unlimited talents to develop plans and strategies, and letting products, sales, and marketing execute them, thus achieving good performance growth.

For a while, I also became the operational person who formulated strategies, and it almost buried me.

What about now? Operators begin to think about where the road will be tomorrow!!!

Why is operation not valuable anymore?

To be honest, to this day I still haven’t figured out who invented and popularized the position of “Operation” in China!!!

No matter which company position you are in, operations is definitely a job for a "worker" with a hodgepodge of skills! The only thing missing is the ability to monetize.

My advantage over everyone else comes from the various customer acquisition methods and strategies I learned on the Internet during my 2012-2015 college years. Why don't I have many fans today? In the final analysis, my high education has cultivated my "face-saving" mentality. There are some things that I really can't say.

(You see, what I said above is logical. This kind of shameless rhetoric can really deceive a group of people. In the final analysis, it is still because the ability to acquire customers is not strong enough. In fact, it is mainly because the understanding of the industry and users is not that deep! !)

Forget it, forget it. Today we will focus on discussing why operators are easily deceived by “operations”!

What does C-end operation depend on?

Since I am older, I know a lot of operators who are over 30 years old, especially friends who are engaged in C-end community and private domain operations. In this year's environment, it is obviously much more difficult for them to find jobs.

Some people would say that the strategy of my SOP is perfect, and I used to work overtime very hard, but now I am old and it is difficult to find a job.

I can only say that it is the times that chose you, and you have not adapted to this era.

You can find a job at the beginning because you are young, have ideas and are hardworking. But when you reach a certain age, you will find that people’s imagination is really declining. Long-term overtime work and staying up late have almost made you lose your imagination.

At the age of 30, due to the increase in wages, your advantages have been worn away by wages.

Seriously, are SOP processes and strategies really that useful?

I don't think so! These processes and strategies are only possible under the macro-command of the boss, with close cooperation among all teams and strong execution capabilities. However, you attribute these achievements to your own merits.

Do you think this achievement should belong to the team or the boss?

Some people will say that when I was working on strategy, the sales of one of our activities were in the tens of millions. We can brag about it, but you have to think about another question: with sales of tens of millions, how many basic customer groups do you have? How much is contributed by old customers? How much is contributed by sales staff?

Never think that if we develop an SOP and the sales staff implements and follows up, the overall sales will increase. You need to know where the final customer’s transaction is made, not where you are. Never think that the increase in sales in the live broadcast room is because I am the only one who supports the team. You still have to think about how much capital the boss has helped, how much halo the company’s brand name has given, and whether you are the one who selects products on the front line? Who is responsible for logistics and after-sales service?

So, it’s okay to use some data to brag, but you can’t think that you are really great.

Maintain a rational mindset, clearly recognize your shortcomings, and admit your ignorance.

At the age of 30, what you compete on is not low salary or ability to work overtime, but your insight into an industry, your analysis of user groups, your control over the upstream and downstream of the industry, your resources in the industry, and your ability to monetize resources.

What does B-side operation depend on?

First think about what the B-side operation did?

It seems that I am busy every day, but I have no value, and my value is not even recognized by other teams.

Let's go back to the essence of business. Whoever is closest to the output value is the most valuable . Many B-side operations personnel produce some materials every day, provide some support, observe some sales data, and then give suggestions on sales strategies, observe market launch data, give suggestions on launch, and pay attention to funnel data. Another department has suffered...

Brother, what are you doing?! If you do this, you will make enemies everywhere. In the eyes of other departments, you are good for nothing except finding trouble! ! !

Remember, you are not a consultant hired by the company. What you need to do is to prove your value with numbers .

I have mentioned many times in my articles that to do B-side operations, you must go to the front line, go to where the customers are, go to where the partners are, go to the sales site... Some people have begun to reflect that this is not what B-side operations do.

You must understand that the purpose of your presence in the company is to solve problems, not to establish boundaries of responsibility .

The products, users, channels, and markets on the B side are all very complex. Decisions made away from the front line will inevitably lead to information asymmetry and cause losses to the company. If you don’t even know the basics, you can’t do anything, let alone operate.

No matter which B-side company you are in, the strategies you produce must be in line with the current situation of the company, rather than copying the experience of the previous company .

On the B side, have you ever analyzed which people the company relies on and can continue to make money? It must be sales. They have customer resources, understand customer needs, and can help customers solve problems, so they will continue to make money.

In the future, after solving basic cognition, what else can B-side operations compete on?

It must be resources, your customer resources, your channel resources, and your keen judgment of the industry.

How do you train these things? Go to the front line.

Today, I have said so much, just to tell you that the knowledge and ideas in your head are not valuable. The only thing that others cannot defeat you is your understanding and judgment of the industry, the resources you have, your real practical skills and your ability to really get down to work, rather than those strategies, methods and SOPs. Often, strategies, methods and SOPs are regarded as the foundation of operators.

In today's environment, do you know why it is difficult to find a job in operations? Comments are welcome.