How to grow private domain activities like a "big company"

To achieve growth, you need not only a global perspective, but also attention to every detail. The author combines his own C-end project to summarize his operational experience and project ideas in this project and share them with you, hoping to help you think better.

To achieve growth, don’t be limited to the details, learn to look at the problem from a holistic perspective. This is my own profound experience in recent years. I will share a large C-end project that I have participated in, and I learned more project experience from it besides the operation itself. The article contains the following content:

• How to understand large factory projects?
• Sort out the private domain project process?
• How to execute a project well? (Goal setting, interaction logic, activity gameplay, data analysis, risk management)
• Higher-dimensional thinking about the project?

1. Project Background

Many large domestic companies will incorporate a lot of Internet gameplay into their digital transformation process and make continuous attempts. The overall tone of this project is also based on the company's own digital transformation.

The overall plan is to achieve the goal of acquiring hundreds of millions of customers, and the MAU (monthly active users) data will reach 50 million in the later stage. To achieve such a large-scale APP growth, it is necessary to do decomposition. The team is mainly responsible for the work of attracting new growth directions.

Students who have some understanding of the Internet should know that the main sources and forms of customer acquisition can be divided into three parts, namely free traffic, paid promotion, and fission growth methods based on stock and incremental growth.

Free, which is easy to understand. It mainly relies on natural traffic to gain new users, such as public account content, official website publicity, APP, brand promotion, etc.

Paid promotion, in short, is to spend money to buy traffic. Common methods include SEM/DSP/information flow, social networks, and app markets. The biggest advantage of this method is that it can quickly generate traffic, but the cost is also high.

Fission growth is a way of deep operation based on stock. It is a kind of activity communication based on social chain, and common forms are old customers bringing new customers or lobbyists bringing customers.

If the platform already has tens of millions of users, it is very appropriate to increase user growth by studying fission. Based on the stock to drive incremental growth, deeply explore the private domain value of the enterprise itself. Even for large companies, considering the overall strategic goals, the budget will be strictly limited, especially from the perspective of financial costs.

2. Sort out the private domain project process

Figure 1- Overall project process

The overall process review of the project can be sorted out by reviewing and thinking before, during and after the activity.

The main work in the early stage of the event is to sort out the integration of promotion resources and the arrangement of team manpower. Before the troops move, the food and grass must be prepared first. This is the truth. Before making strategic decisions, the top management of the company needs to think about and arrange the resources in advance.

The main work content during the event is goal design, plan finalization, creative materials, data analysis, and operation optimization. After the goal is set, the next step is to implement the project. The initial requirements document of this project has been written several versions. On the one hand, it was the first time to contact the activity requirements document, and many details of the activity were not clear enough. On the other hand, the requirements were not scheduled. It took several months to complete the final project launch after repeated scheduling. If you work in a large company and are not familiar with it in the early stage, it is best to advance the work under the leadership of the team leader.

After the event or during the event, we need to review and summarize the activities. During the project, we are constantly iterating the activity methods, designing and advancing the project schedule around the latest customized assessment goals.

The follow-up of the overall results of the event is often not just a matter within the team, but also involves a lot of cross-team communication and coordination, including work docking with the marketing department, offline retail team, development team, design department, etc. In addition, some operational risk handling of the event itself requires continuous repair and adjustment during the project execution cycle.

During the course of a large-scale project, every link needs to be carefully considered, the interests of all parties must be integrated, and ultimately the task must be completed around the overall goal.

3. How to execute the project well

The execution of private domain fission activities includes goal setting, event planning, creative design, data analysis, operation optimization, product iteration, post-review and new growth targets.

Goal setting. Question: How did this goal come about? Take attracting new users as an example. The original user base is already tens of millions, and the monthly active users are less than 20 million. Based on historical data, we set goals by benchmarking against the industry leaders.

Event planning and creative design involve specific details in daily work. Any event has its own life cycle. The cost of acquiring customers for the initial stock user growth event is relatively low. The cost of acquiring new customers through fission is less than 2 yuan, but it has risen to about 10 yuan in the later period. However, it is still very cheap compared to the cost of acquiring new customers through external channels such as Baidu. The event style in the process is not static. Therefore, the event strategy will be replanned and adjusted according to the current resource situation.

The most intuitive manifestation of data analysis is through daily data reports, whether it is daily reports, weekly reports or overall data trend analysis. The construction of the data background is also constantly adjusted and improved in combination with different assessment goals at different stages. Because it is the first attempt, although it is a large company, the data reporting system for specific projects is also built from scratch. In the process, some bugs on the product are inevitable, and it is necessary to constantly raise requirements to repair and improve the background.

Operation optimization is also based on data feedback. Data display of internal advertising space, download conversion, new customer card binding activation data, etc. By matching the front-end traffic data with the actual conversion data of the back-end, the customer acquisition cost is calculated, and the difference in conversion rate between different types of channels, copywriting, and advertising creativity is inferred. Through step-by-step optimization, the most suitable creative materials and activity design methods are finally selected.

Product iteration, the product here refers more to the development of activities. Each time a single activity is developed, it consumes a lot of time and manpower costs. In particular, the testing and release process before the product is launched is quite exhausting. During the entire cycle of this activity, there were many overnight stays, and the impression is very deep. In the later stage of the fission activity, as a fixed product, each iteration update is a new release process. It is also a process of verifying the results of the previous data analysis.

After each activity is over, we will enter the review phase and constantly adjust new growth targets based on the latest business growth targets. From annual to quarterly, monthly, weekly, and finally daily, we can calculate how many new users we need to achieve. If the volume in a certain period of time is increased, we can accelerate the completion of the target task. If there is a short suspension due to factors such as funding budget and development delays, we need to speed up the growth pace after the project resumes to make up for the current growth gap.

How should we set goals reasonably in the first step of doing a project? Why is it important to set goals, whether it is a large-scale event or a short-term small event. Only reasonable goal design can promote the execution of the project more healthily and reasonably. Only with specific quantitative indicators can we give the team a clearer direction and do later data evaluation. Taking the goals that can be achieved by fission activities as an example, we can think from two dimensions: brand perspective and effect perspective.

Figure 2- Design activity objectives

From a brand perspective, it is more about using events to achieve brand exposure and enhance brand reputation. Common ones include how much traffic a single event brings, how many views it reaches, and how many new users it attracts. Just like the reading volume assessment of many public accounts, how many times it reaches 100,000+, many of these assessment perspectives are considered from a larger brand display perspective.

From the perspective of effectiveness, it is very direct and straightforward. When we started to do performance advertising, the customer's evaluation indicators were very simple and crude. The cost of attracting new users to an APP was controlled within 50 yuan, and no payment would be made if it was not achieved. Some performance advertising companies are indeed like this. When signing a contract, they will clearly state what kind of results are achieved and what kind of commission rebates are obtained. In the operation of activities, the effects that can be achieved by fission activities generally include attracting new customers, retaining and activating, and paid conversion. In fact, many activities are evaluated in multiple dimensions. For example, when attracting new users, generally not only the registration volume is evaluated, but also the authenticity of the user must be considered. Otherwise, for enterprises, just finding some channel dealers outside to brush the volume will cause a serious waste of funds.

The design of these activity growth targets also needs to be considered in combination with the actual situation of the company itself. One is based on overall goals, and the other is based on existing stock customers.

Based on the existing stock customer base, whether it is fission to attract new customers or retention and activation of the platform. What is the scale of existing platform users and how to maximize the value of the stock is also a perspective for designing goals. Especially at the current stage of enterprise development, many companies are reluctant to accept external traffic acquisition. On the one hand, the cost is high, and on the other hand, the quality is not as high as the internal stock value. The cost of acquiring high-quality users is actually quite high. How to better maintain the platform's stock customer base is worth deepening and exploring, and it is also an important reference indicator for growth projects when setting goals.

I just mentioned the screening of the value and authenticity of new users in the activity. In fact, it can also be regarded as a method of how to formulate the North Star indicator in the activity. Let's take this project as an example to analyze how to formulate the North Star indicator.

Figure 3 - North Star Indicator

To acquire new customers through fission activities, the conventional thinking is to launch activities to attract new customers. The launch of activities on such large platforms generally takes a long time and requires a lot of resources. The black industry that steals the wool will not be let go, so fighting wits and courage with the black industry is also part of daily work.

For high-quality, real and valuable users, they generally will not give up just because we set up many obstacles in the activities. If some users are deliberately trying to take advantage of us, they will also choose to give up because there are many settings in the process.

When engaging in financial APP activities to attract new users, there are also many monitoring and compliance issues involved in the process. So when a new user participates in our activities for the first time, in order to determine the user's true identity, the APP will guide the user to upload their ID card and bind their bank card after receiving the coupon benefits. In particular, when activating the coupon benefits, it is necessary to complete the step of binding the bank card to activate the coupon. Otherwise, the user will not be able to use the coupon.

In this step, we can actually filter out many non-real users. We can keep some low-quality users out of the activity. In order to strengthen the assessment of external suppliers and improve the quality of activity growth, we also added the assessment of financial deposits, that is, the indicators of 1,000 yuan households and 10,000 yuan households. Let me explain a little bit here. 1,000 yuan households and 10,000 yuan households can be simply understood as the deposit amount assessment completed within a certain period of time after the user downloads our APP.

By increasing the assessment indicators for households with annual revenue of 1,000 yuan and 10,000 yuan, we have increased the weight of the assessment indicators internally, which can increase the team's awareness of improving user quality. Externally, we have also appropriately increased the assessment of external channel providers, and ultimately only retain suppliers that can provide high-quality traffic and eliminate low-quality suppliers.

The design and formulation of these goals were also explored step by step during the project execution process, from the pure pursuit of user scale in the early stage to the strengthening of user quality assessment in the later stage, all in the ultimate goal of better realizing the authenticity of growth.

If you encounter similar steps in determining user authenticity during your growth work, you can make judgments based on the actual situation of the industry. You don’t have to upload ID information, you can also make judgments based on mobile phone numbers, screenshots of friends participating in activities, friend introductions, etc. Different activities have different considerations, and the methods of determining user authenticity are also different.

Based on the project situation, sort out the overall interaction logic.

Figure 4-Interaction logic

Even the most complex activities need to rely on existing traffic to grow. At that time, our main channels for promoting activities included APP, official accounts, cross-industry alliances, paid channels, and internal cooperation.

Among them, cross-industry alliances mainly cooperate with external parties to exchange resources. For example, the exchange of advertising banner positions within the APP has also been carried out with some relatively large domestic wine platforms, such as Jiuxian.com. Paid channels mainly cooperate with external paid communities, and launch activities for target users to achieve new growth. Internal cooperation is more about other platforms of the same level, such as marketing departments.

After the activities are launched on these channels, old users of the platform participate in the activities and share the activities. The fission activities will be spread to the circles of old users, such as WeChat groups, Moments, etc. When the friends of old users participate in the activities, the platform will conduct a qualification review. If they are old users of the platform, they will be redirected to the old user sharing page. If they are new users of the platform, they can receive the activity gift bait on the page. After filling in the mobile phone number and verification code, a pop-up window will be displayed to guide them to complete the registration and download action.

If a new user needs to use the coupons they have received, they need to complete identity verification actions such as card binding. When the new user completes the card binding action, the old user will also receive the corresponding gift bait. Both new and old users can complete the online verification of the gift. At this time, the new user has completed the identity conversion from a new user to an old user, and can continue to participate in platform activities to share and spread the activities.

The final end of the activity is calculated according to the activity time set in the activity rules, but for platform users, there are two situations that mean the activity is over for them: new users receive gifts and no longer participate, and new users receive and redeem gifts themselves and feel that the platform is not valuable and choose not to participate.

Ultimately, it is still about tapping into the platform's high-value user groups and spreading the word based on the social relationship chains of these users.

How to choose the activity gameplay for a large-scale private domain growth project? What is the result of an activity? If the activity gameplay design is not chosen correctly, the subsequent results will basically be useless. If the choice is wrong, all efforts will be wasted. This sentence is very obvious in the activity growth. Because it is to attract new growth, the activity gameplay starts with the old-to-new model, also known as MGM, member get member. Combined with the data analysis of the platform mall, it is found that the coupons most frequently used and redeemed by platform users are phone bill coupons, so the gift bait gives priority to purchasing internal phone bill coupons. On the one hand, the old users of the platform are more familiar with phone bill coupons. On the other hand, as a commodity that is frequently used in daily life, phone bill coupons are also highly accepted by users. The verification of online virtual goods is also very convenient and will not increase additional logistics costs.

The overall process of fission growth is to leverage the spread of old platform users to guide more new customers to download the APP. In the later stages of the activity, the platform's users will also be tagged and managed, especially for many users who are about to lose. User recall work will also be done, such as using SMS reminders, APP PUSH, WeChat message templates, etc. to prompt users to return to the platform.

The greatest value of coupons lies in the transfer of potential energy. Old users are familiar with our coupons. When old users of the platform share the activities, new users are attracted to the activities because of the coupon bait. At the same time, users also enter our growth stage, from the high potential state at the beginning of receiving the coupon to the later completion of the conversion and becoming platform users. The potential energy of the coupon is also gradually decreasing until the user cancels the coupon. The potential energy value of the coupon disappears. At this time, what can impress users more is the product value and service value of the platform itself. The coupon also completes the process of a stranger user's release of the platform's high potential state to the coupon value.

In conjunction with the activity of "old customers bring in new customers", the platform uses its high-redemption phone voucher products and the platform's tens of millions of old user data to continuously incentivize and promote the spread of activities.

Figure 5- How to play the activity

The design of the activity gameplay itself is not always in one state. In the past one year, the fission activity has gone through four iterations, which can be divided into the activity gameplay 1.0 stage and the activity gameplay 2.0 stage.

Figure 6-Activity gameplay

In the 1.0 stage of the activity gameplay, there are 2 versions. The initial launch of the activity was mainly for testing, and the team was not sure how much growth this gameplay could bring. Therefore, the "invite one, get one" format was designed. That is, old users (m1) and new users (m2) each get a 10-yuan phone bill coupon. As long as the old users of the platform share the activity, the new customers of the platform receive the coupons, complete identity authentication, and finally bind the bank card to activate the coupons, both new and old users can get 10-yuan phone bill coupons and complete consumption within the platform. Deepen users' understanding of the platform's functions.

After the activity ran for a while, the fission customer acquisition data feedback was good, and the overall cost was within a controllable range. We decided to upgrade the activity and change it to a 1:3 model, that is, old users can get up to 3 10 yuan call coupons by inviting new users to participate, and new users still follow the same logic, and can only get 1 10 yuan call coupon after completing the card binding and activation.

The overall design of the activity gameplay 1.0 stage was relatively stable, without many big moves. The gift bait was a single product such as phone bill coupons, and old users could only get 3 10-yuan phone bill coupons at most. The customer acquisition cost was low, and the data feedback was relatively good. The data results of the 1:3 model were relatively poor.

In the 2.0 stage of the activity gameplay, the early data test has basically verified that this gameplay and model are fine. In order to further promote the growth goal of the project, we began to amplify the interest stimulation of the activity and further strengthen the communication effect of old users. The gameplay was upgraded to a 1:200 logic, that is, old users can get up to 200 prizes, and new users can still only get 1 reward. After new users become old users, they can also actively share and spread. So in theory, new users on the platform can get 201 prizes before and after becoming new users.

In the 1:200 gameplay stage, considering that the previous gift bait only had phone bill coupons, it seemed relatively simple. In this stage, in addition to phone bill coupons, iQiyi video cards, Tencent video cards and the platform's own coins were added. The platform's coins were chosen to get as many users who received the prizes as possible to return to the platform and further increase the platform's active data.

The 1:200 gameplay also made major adjustments and modifications to the event page, further enhancing the user's experience of receiving prizes. It deepened the user's online conversion experience and allowed users to complete the collection and verification naturally and smoothly.

The 1:200 upgrade gameplay is similar to the 1:200 gameplay. After the 1:200 gameplay brought about an explosive growth in users, the overall customer acquisition cost was within a controllable range. Finally, the value of a single prize of 10 yuan was increased to 15 yuan for a large-scale test. Therefore, in actual growth work, there are often no particularly fixed strategies and ready-made methods. Most of them are the results of step-by-step exploration in actual work.

During the testing process of the two stages 1.0 and 2.0, continuous attempts eventually led to the exploration of these four gameplay modes. The underlying logic is based on the thinking and improvement of the model of old leading new.

Data analysis is an essential part of any project. You may have heard a lot about driving business growth through data, but the analysis in actual projects varies greatly.

Figure 7 - Activity data

The above is a summary of data from a private domain growth project over a period of almost 9 months, showing the actual effects brought about by fission activities.

Let's first explain some concepts in the project. Here, M1 refers to the old user page, M2 refers to the new user page, M1 traffic refers to the old user page traffic, and M2 traffic refers to the new user page traffic. Activities 1, 2, 3, and 4 correspond to the 1:1 version activity, 1:3 version activity, 1:200 ordinary version activity, and 1:200 upgraded version activity mentioned earlier. Indicator 1 is new customers, indicator 2 is card binding, indicator 3 is 1,000 yuan households, and indicator 4 is 10,000 yuan households. New customers, card binding, 1,000 yuan households to 10,000 yuan households are a gradual upgrade of the difficulty of new customer growth, and are also to promote real business growth. At different stages of growth, the difficulty of new customers continues to increase.

It can be seen intuitively from the data that the 1:3 activity has the highest proportion of old user page traffic, reaching 54% in this 9-month period. This is not to say how attractive the page traffic of the 1:3 activity is, but more that for a long time after the 1:3 activity was launched, no more suitable activity gameplay design was found, resulting in the longest promotion time for the 1:3 activity. Therefore, the proportion of traffic on the old user page is relatively high. And the sharing rate of the 1:3 activity is only 11%, which means that the page content information is not clear enough for old users, and the communication value of old users cannot be better exerted. The subsequent indicator conversion is also relatively poor. Although the 1:1 activity is in the testing stage because of the early launch, the sharing ratio of new user page traffic to old user page traffic reached 153%, indicating that the page design, sharing copy, advertising banner design and other aspects of old users are very good, and the subsequent conversion guidance is also good.

Combining the good parts of the 1:1 version activity and the 1:3 version activity, when redesigning the 1:200 version activity, the previous high conversion links were retained. For example, the 1:200 version activity page design is more concise and refreshing, and the interest incentives displayed on the old user page are more prominent. In particular, a lot of testing has been done on the material design of the internal advertising position of the APP. A more in-depth data analysis of the advertising marketing touchpoints within the APP was conducted, and many high-conversion advertising positions were retained. In this way, each test before going online will be smoother, saving a lot of AB testing time. In the promotion of the 1:200 version activity, it can be seen that the page traffic of old users accounted for 19% and 21%. The page traffic of new users reached 35%. The sharing rate of the pages of new and old users has reached a relatively high level.

Especially in terms of the conversion of backend indicators, the conversion quality of the 1:200 upgraded version is very good. The proportion of new customers reached 56%, the proportion of card binding reached 54%, the proportion of 1,000 yuan households reached 50%, and the proportion of 10,000 yuan households reached 32%. From the data, it can be seen that the activity gameplay of version 2.0 has indeed brought a qualitative improvement compared to the activity gameplay of version 1.0. From the perspective of the results, these very good growth effects in the later stage are not achieved overnight. They are all combined with daily data reports and analyzed from multiple dimensions of traffic data and conversion data.

The good performance in the 1.0 version was retained and continued to be precipitated in the 2.0 version. The parts with poor conversion effects were promptly avoided and given better optimization solutions. In the actual process of growth work, we need to learn to find the crux of the problem from the details of the data and solve it.

For existing private domain fission activities, the conversion issues in each link can also be deduced through the distribution and cancellation of prizes.

Figure 8-Prize Distribution and Redemption

In the actual data review, we also found changes in the overall gift redemption rate. The redemption rate in the 1.0 stage was between 10% and 30%, and the redemption rate in the 2.0 stage reached more than 50%. Analyzing the data that affects the redemption rate is also a way to determine whether the conversion link optimization is effective.

From stage 1.0 to stage 2.0, the following aspects were mainly optimized in the conversion process to achieve a significant increase in the write-off rate.

The first is sharing copy. In the 2.0 stage, the copy shared to the circle of friends has added a lot of digital guidance. For example, 1 million people have successfully participated in the event. The main title directly shows that participants can get specific prizes, such as phone bill coupons, video cards, platform gold coin packages, etc., which are very detailed and specific. The displayed prize copy information is consistent with the prize information on the page. On the one hand, it can attract users' attention, and on the other hand, the content that users see after clicking into the event is consistent with the psychological expectations of customers. It also has a relatively large impact on later conversions.

The second is the old user page. The page has been redesigned and re-formatted to highlight the benefits. The share button is made to float, so old users can be easily guided to share and spread the page. The sharing path instructions on the page have become clearer.

The third is the new user page, which allows users to have more interactive experience with the page. It is no longer just filling in a mobile phone number. It gives users an additional choice. Because of this click, users have a link to the new user page, making it easier for users to quickly become familiar with the activity.

The fourth is the smoothness of the internal connection of the product. After the user jumps to download the APP, the gift activation and use link optimizes the product usage link, reduces unnecessary operation steps, shortens the user's verification time and efficiency, and is also the key to influencing conversion.

The fifth is the accuracy of gift selection, from a single phone bill voucher to phone bill vouchers, video cards, platform coins and other options, which meets the various needs of users and also expands the audience coverage to a certain extent. With the increase in front-end user traffic, from the perspective of funnel conversion, the conversion level of the back-end will also increase accordingly.

From the lower write-off rate in phase 1.0 to the higher write-off rate in phase 2.0, we disassemble the conversion funnel and restore the growth of each node step by step. Only by doing a good job in the details of each link can we improve the overall conversion rate of the activity.

The potential risks and problems of large-scale growth projects are much more than you might imagine. In addition to the potential risks of the activity itself, there are many other issues, including scheduling issues, organizational communication, risk control docking, funding budget, and user complaints that are directly related to the activity.

Figure 9- Operational Risk Control

The first scheduling issue is that a team in a large company will develop at least several thousand activities in a year, and the schedule is basically full every day. During the demand review meeting, the R&D team will also make an assessment based on the value of the project. It is not the case that we can launch an activity on time if we want to. Many times, preparations start several months in advance. If there is a development delay in the process, the launch time will be postponed. Product testing after launch is generally rarely passed in one go. Basically, there will be some minor bugs. Either work overtime to fix it, or test it several times in advance before launching it. These actions will affect the normal scheduling of the activity. In actual work, you need to prepare more in advance, test more, and learn to lead the advancement of the project from an operational perspective and seize the initiative.

The second is organizational communication. Large projects are often not just a matter within the team, but also involve the interests of related teams. For example, when an activity is developed, other teams help us to achieve the performance. At this time, other teams will not consider our activity schedule and development progress. They care about when the activity can be used, and most of them only want the results. Therefore, it is necessary to keep the information synchronized during the process, and at the same time promote the execution strength of related teams. You can't just consider the things at hand.

The third risk control connection is that after the event is launched, the event itself will also be monitored by the group's risk control team. The internal compliance requirements are relatively strict, and there will be some potential risks in this link, especially many problems like font infringement, some mechanism designs of the event itself, etc. The larger the company, the stricter the requirements, and many details must be strictly controlled. If it is rejected by the risk control team, it means that the event will be invalidated. In addition, there will be some cheating and wool-pulling in the event, and there will also be some malicious attacks from the black industry. Risk monitoring requires the help of the technical team to observe the data in real time and deal with abnormalities in a timely manner.

The fourth funding budget, the promotion of the event itself, the purchase of gifts, and the channel costs are all significant expenses in the event. Nowadays, the effectiveness of many events depends largely on these external interest incentives and external traffic purchases. Even for fission growth events, the cost of gifts accounts for a considerable part. Take the expenses of phone bill coupons in the event as an example. Just the growth of this event done by our team alone, the final statistics show that there are almost tens of millions of expenses. Otherwise, it would not be able to support such a large-scale performance growth.

The fifth user complaint is the link in the event that is directly related to the C-end users. After receiving the coupons, many users are not clear about the rules of the event, are not familiar with the operating procedures, and make mistakes in redeeming the prizes, which causes many customer complaints. We can sort out many simple and low-level errors in the event rules and event pages. We need to pay attention to some back-end technical problems such as card binding and activation. It may be that the user is not clear about the process, or it may be some problems with the product that need to be fixed in time. When the user scale is too large and the event generates too many customer complaints, it will be very detrimental to the brand communication of the product itself. The risks in the event must be taken seriously during the execution process, and the emergence of problems is also a process for us to solve and optimize ourselves.

We took a detailed look at the customer complaints that often occurred during the event and found that more customer complaints occurred after the event was launched.

Figure 10 - User feedback

Most customer complaints in activities are related to gift baits, whether it is the purchase, distribution, or write-off of gift baits. The main links include handling customer complaints, paying attention to inventory, paying attention to costs, and respecting customers.

The first is customer complaint handling. You must be patient enough to handle customer complaints. You need to communicate clearly with your superiors, clarify specific responsibilities, and coordinate resources as soon as possible, including asking developers to submit reissue requests, going through internal approval emails, etc. You must clearly sort out the specific reasons for the customer complaints, the number of reissues, and when the processing is expected to be completed, as well as timely communication with customer service. On the user side, you must be patient and careful. Most users are not very familiar with APP products. Explain the operating steps clearly and solve the problem in the fastest time.

The second thing to pay attention to is inventory, pay attention to the upstream of event gift procurement, regularly check inventory data, make purchases with external suppliers in advance, ensure that gifts in the event are not out of stock, and do not drop the line. The best user experience is that the user does not feel anything. This requires the project executor to spend more time and energy on daily maintenance. In particular, there is a certain funnel between the number of inventory issued and the number of write-offs. For example, if the write-off rate is 50%, 100 tickets are issued, but only 50 are actually written off. If the written-off inventory is 100 tickets, the front-end issued inventory can actually be set to 200 tickets. This requires regular checks on the inventory level.

The third thing to pay attention to is cost. The purchase of gifts is controlled under the overall budget cost of the project. Theoretically, the more gifts we give out, the more new customers we can attract. However, a key link that we need to comprehensively consider is what the overall ROI of the activity is like and how much LTV value the user brings. For example, if we send a 10-yuan phone bill voucher to attract a new user, and the user has also completed the verification, it means that our cost of attracting this user is 10 yuan. Then, in a certain subsequent period, such as within a month or a quarter, has this user generated more than 10 yuan of value on our platform? If the user brings 50 yuan of value, it means that my input-output is cost-effective. The value calculation of all users follows the same logic. Only when the value brought by the user exceeds the cost we pay can it be considered a relatively successful activity.

The fourth is to respect customers. The most important thing in dealing with customer complaints is to solve the user's problem in a timely manner, while respecting the user. This is also part of user management. If a user has opinions about our activities, it means that the user still has some expectations of us. If many users are not interested in the platform, they will not complain at all and may just uninstall the APP. For some users who have opinions, we need to collect and summarize more information and respond in a timely manner. Optimizing product links and improving user reputation are all details that require polishing.

There are many other risks that need to be dealt with during the execution of the event. The most important thing is to have enough patience.

4. Dimensional thinking of the project

This fission growth project is completely based on the existing users of the APP platform itself. Although the number of new users is less than 1 million, the conversion in the backend is quite powerful. In the first few months after the project was launched, the cost of attracting a single new user was less than 2 yuan. Even after the project ran for more than a year, the final cost of attracting new customers was controlled between 12 and 15 yuan. The overall LTV value also meets the financial assessment of the platform. The financial management revenue brought by the activity itself exceeded 1.2 billion.

Compared with other types of activities that are running simultaneously, the value of fission activities is more prominent. For example, the 1,000 yuan household index reaches more than 10%, and in past data, such high-value output is relatively rare. It also verifies one thing. If you do in-depth exploration of the existing value of many large platforms, you can indeed bring amazing power. Take search engine marketing when I first started working on the Internet. The cost assessment of new recruitment of a single financial APP is within 50 yuan, which is to use the incremental growth of the media platform. The fission growth project relies on the existing value of the platform, and grows through the existing volume, which is what we are talking about now.

The value of the platform's existing customer base has immeasurable value for large platforms and small enterprises. In particular, many platforms that operate C-end user needs to pay more attention to this area and mine the value of old users.

For a long time, this user growth project that is biased towards the C-end has not only thoughts about the activity itself, but also in-depth exploration of growth, and has a more systematic understanding of the project. From the fission growth project, I have formed a "three-stage rocket" thinking about fission growth. These are the "0-1" stage, the "1-10" stage, and the "10-N" stage.

Figure 11 - Fission Growth "Stage Three Rocket"

Stage 0-1 belongs to the stage of gameplay exploration and model building. Why is it said that choosing the right activity gameplay will directly affect the final effect of the event? Choosing the activity gameplay actually belongs to the early marketing gameplay exploration stage. Before we don’t know the specific feedback from the market, we don’t know what moves we need to take. Maybe some people are good at external kung fu and can directly start the volume through external buying. This is also the most common method of many large companies. They are not panicked when they have money and go directly to channel merchants to buy. There are also many companies exploring inwardly, enhancing their internal skills and constantly digging for the value of existing customer groups, but how to dig deep is another problem. Doing activities is a method and in-depth operation of users. There are many choices in the activities, including attracting new ones, and some are retention and promoting activity. There are also some activities that are more direct, only looking at GMV data, similar to many e-commerce promotions.

Before doing any project, it is actually difficult to be 100% sure that it will be able to be done. You can only test it. The result shows that the gameplay is effective. If there is no effect, you still need to find other new marketing methods. So what you need to do in the "0-1" stage is to quickly try and make mistakes and find a gameplay that suits the platform's tone. Build the initial operation framework.

The 1-10th stage is a period of growth explosion and a rapid start-up stage. The fission growth project was only after running for about 4 months before we truly realized that this gameplay was correct. In the early stage, we have only focused on the order of magnitude of attracting new products, and ignored the back-end conversion of activities, such as card-binding data and thousand-yuan households. Because the initial goal of the project was to continuously complete the recruitment task. This also gave the warning to the later work. Growth work cannot only focus on one indicator, and this is not the most critical Polaris indicator for growth.

After confirming that the gameplay idea is correct, the next thing to do is to quickly increase the volume. In this stage, the design of the event itself has been readjusted, and it has been upgraded from the 1.0 version stage to the 2.0 version stage. The stimulation of interest bait to old users on the platform has become more abundant. This is also the fastest stage of overall project growth. The growth rate brought by this activity alone remains at 20,000 to 30,000 per week. It has brought a good base to impact the overall KPI.

The 10-N stage belongs to the pilot promotion, productization and toolization stage. After an emerging marketing gameplay is experimented with without any problems, the next step is to quickly pilot it. Not only your own team, but other teams can study this logic in depth and design activities that conform to the tone of the platform. It may not be just a new action, and the activities that retain and promote activity also add more user sharing paths, and try to re-examine the activities of the entire platform.

From the early stage of customization of activities, we gradually start to realize the regular development of activities, which can not only save development time, but also promote efficiently. Many good activities can develop fixed templates in the city, just like many game companies, which have built and developed many good activity templates. If it is fast, it can be quickly launched in a few days. There is no need to frequently ask for requirements and verify activities.

Private domain growth projects based on existing users need to go deep into it, constantly polish, summarize, review, and iterate and upgrade. Grow in the project and continuously improve your comprehensive quality.

Author: Hu Xianwu, pen name Wenli, independent thinking, focusing on user growth practice.