Wen | had a bell ringing
The source | Technology Xiang Ling said
Coca-Cola announced in March last year that it would remove its 24-year-old CMO position and replace it with a "chief growth officer," while FMCG giants such as Colgate and Mondelëz have also created this position.
From "marketing" to "growth", the "personnel change" of the chief growth officer reflects the transformation of traditional enterprises in terms of marketing strategies. PC-age giants Lenovo, Microsoft, IBM, etc. are also adjusting KPIs to make them more focused on user experience.
In the process of turning to the mobile Internet in the PC era, the demographic dividend, traffic dividend and capital dividend have undergone tremendous changes: the demographic dividend has disappeared, and the product has followed the idea of scale exposure, which has not worked as well as in the past; the mobile Internet is now quite mature, traffic competition has evolved into stock competition; and investors have become more cautious.
Times are changing, and as a result, traditional businesses have had to look for exports again, especially the PC-age giants who have failed to keep up with the mobile Internet trend. The focus of enterprise operations has changed from "product marketing" to "user growth", which reflects the panic of the traditional industry for the future.
One
From "sharing bicycles" to "sharing cars", it is always the "user" model that is valuable
Shared bicycles, once popular all over the motherland, have become the leader in obtaining traffic attention on the mobile Internet.
However, so far, none of the shared bicycles have been profitable, and the receiver has been overwhelmed. Meituan acquired Mobike, Ali added a lot of Haro bicycles, Didi has invested in taking over of ofo, small blue bicycles, green orange bicycles, ofo even if it is difficult to hold the right to independence and refuse to take sides. This phenomenon is a very puzzling phenomenon if placed in the PC era where sales are king.
However, traditional OEMs such as Daimler Benz, SAIC, and Shouqi have also laid out short-term shared cars that are not profitable in the short term, trying to occupy a corner of shared travel, and the goal is still to target the "users" behind the huge traffic.
If shared travel has a user concept, it may still be a loss-making transaction. Just like sharing bicycles, there have been data showing that Mobike loses about 300 million yuan per month, and for Ofo, market public opinion continues to send out the signal that "the little yellow car is going to be yellow", and the entire industry is still a miserable situation.
The process of traditional enterprises embracing trend transformation will naturally be accompanied by pain. On June 26, marketing expert Yang Yu put forward the "growth thinking" in his speech at the Pulse Job Broadcast, which gave a good interpretation of this phenomenon.
Two
"User thinking + technology, data-driven + organization", Yang Yu defines the three dimensions of "growth thinking"
Yang Yu, an industry expert, served as a senior marketing leader at Microsoft for many years before joining daimler Group to build its shared mobility business from scratch. As an expert in the field of shared mobility, he has been invited to participate in many industry forums and has maintained in-depth industry development discussions with many partners in the industry for a long time.
Yang Yu believes that many traditional industries have encountered many bottlenecks in growth, the biggest bottleneck of which is the structural change of the industry. This can be seen from the development process of Coca-Cola and Lenovo.
Coca-Cola has formed about 500 brands in the process of changing times. Obviously, Coca-Cola has been very anxious along the way, because, since 2013, its revenue and profits have peaked, and these years have been declining. The change in market perception is very obvious, and in the past it may have been purchased just for thirst-quenching reasons, but now, people are more concerned about health. Changes in people's perceptions often catch traditional industries off guard.
For example, Lenovo was once the king of PCs at home and abroad, but now it is the era of mobile Internet, Lenovo has missed the dividends of mobile Internet, so in the process of embracing the trend, its development has been slightly difficult for a long time.
Indeed, China has gone through the dividend period of extensive growth, and in recent years, the country has also been emphasizing structural strategic upgrading, such as the "China High-tech 2025 Plan", which reflects the transformation of this growth thinking, and all industries will be more refined and rely more on value mining in the future.
But what is needed in the process of growing from extensive to refined value mining? Yang Yu's definition of "growth thinking" from three dimensions gives a solution, that is, the "user thinking + technology, data-driven + organization" model.
1. The various links of the user growth model are "interlocking". This first has to clarify a concept, "traffic" ≠ "users", "users" ≠ "customers". Sharing bicycles is also due to this kind of user growth thinking, through the "low cost", "convenience" travel mode to open the last kilometer of travel, the public's acceptance is fast, the traffic will also "rub" on the ground, and the user experience of the one-dollar ride is also easy to obtain. Relatively speaking, the "user growth" thinking of sharing cars is more complicated.
(Figure: "User Thinking" Four Steps)
The most critical thing about this model for enterprises is the model positioning of user growth, which matches the precise business value behind the shared service, such as for the public or the elite, and different user positioning will produce completely different behavioral results.
Like Daimler Car2Share when it was first cold started, it adopted the B2B2C model (2B refers to the automobile MAIN engine factory and commercial real estate, C refers to the user market), and the breakthrough point is placed at the entrance of the main courtyard of the commercial real estate or five-star office building, attracting high-net-worth individuals. Therefore, in the field of shared travel, sharing bicycles and sharing cars take two completely different paths.
2. Through the in-depth mining of user data through technology, precision marketing has the trend of replacing experience marketing. Not long ago, the Tencent team made technical adjustments to the background of the WeChat public account, subdividing "people who follow me" into dimensions such as "most reads", "most shares", "most appreciation", "most selected", "most messages" and other dimensions, helping self-media owners better manage traffic fans. From the initiative guidance of the background revision of the WeChat public account, it can be roughly seen that for a long time, content entrepreneurs are in a blind stage.
First, do not know the source channel of the customer;
Second, do not know which users in a large number of users are interested in themselves;
Third, do not know which users have become customers;
Fourth, do not know which users have made recommendations for you;
……
In the same way, relying on the information advantages of the Internet to obtain traffic and then convert it into a shared travel business for users also exists, which is why shared bicycles encounter such a big setback in the middle. Sharing bicycles has only completed the stage of user expansion, but the income and expenditure are not balanced, and the existing traffic data is not effectively connected with other businesses, so this is one of the reasons why the outside world always comments that ofo is not in a difficult situation. But it is undeniable that the future extension of shared bicycles is indeed very large, so we can also see the current situation of many people in this industry.
However, if you borrow technology to dig deep into user data for marketing, you may be more accurate than experience marketing to touch the pain points of users, which is also a very important part of Yang Yu's "growth thinking".
For example, in the promotion of shared cars, it seems that the effect is good, but users also have some retention problems in the process of rapid growth: first, when returning the car, the underground garage signal is not good; second, when looking for a car, the car and the parking space are not in place, etc., and these problems are not difficult to find, but how many users are lost because of these problems, or how many users are lost for what reasons, and the number of specific data such as how many cannot be guessed by experience. At this time, specific decisions need to rely on technology to analyze the data. Therefore, more targeted marketing with integrated products and effects will be able to obtain customers more accurately.
3, more need to grow empowering organizations, KPIs are the key. As a killer KPI that affects organizational effectiveness and personnel stability, it is natural to change accordingly with the "growth thinking" of the organization. Most of the company's marketing department KPI assessment is directly "sales, sales", attaching importance to transactions, but ignoring the sense of user experience and user growth. Yang Yu believes that this situation is very unreasonable, because the times are different, and the user's purchase decision formation mechanism is also different.
In the past, brain white golden light can win good sales by advertising, but now, only exposure and no sense of experience, it is difficult to deal. Therefore, various industry giants are adjusting, like Lenovo's KPI this year to increase the weight of user satisfaction, Baidu's KPI is directly linked to the result (of which user behavior can most affect its results), and Mercedes-Benz will focus on sharing cars, in fact, with practical actions to broaden the user experience, and KPI is also linked to user experience.
Growth thinking is first of all to put the user experience in the first place, Baidu, Lenovo, Mercedes-Benz and other enterprise KPI assessment focus on user experience, with growth thinking to create a "growth empowerment" organization, compared to the traditional "transaction-oriented" marketing model, this is a qualitative leap, because they pay more attention to the long-term and ecological.
Three
Behind the growth mindset is actually the use of experience to target high-value people in advance
Is growth thinking right for all businesses? The answer is yes.
Because the ultimate source of value creation is the user, the remaining problem is how to accurately understand the needs of this group of users and serve them well. Behind the shared travel, it is actually the use of experience to lock in high-value people in advance.
1. User pain points and investors' deaths. For shared car travel, the views of the melon-eating masses can be described as love and hate (hereinafter referred to as A and H factions).
A pie: Shared cars are cheap and convenient, and the private space is also better. In the future, if the driverless technology is also skilled, even the driver's license can be waived, which is indeed a very good thing;
H pie: Sometimes the shared car is dirty, and you have to clean it up yourself; there are not many parking spaces, it is really troublesome to go out to park and find a parking space, and sometimes there will be an embarrassing situation where the car is driven to the halfway power.
This set of views summarizes some of the network's complaints about sharing cars. Obviously, the A faction that likes to share cars is mainly concerned with convenience and trends, while the H faction that hates car sharing focuses on dissatisfaction with services. The service can be compensated by technology and time, and does not constitute a hard injury, which is why users continue to complain about shared cars, while investors are eager to do so.
Generally speaking, things with more slots, strong topicality, and higher attention tend to have more prospects. The future of the shared car travel business is not all bet on the future, and it can even make money while playing. After all, the car is a heavy asset and is supported by the entity, so the traffic and users from the shared car platform can actually be directly fed back to the main business of the company. Many automakers such as BMW, Mercedes-Benz, SAIC, Shouqi and many other OEMs can have the effect of advertising exposure, and can dig up more accurate data from them to promote customer acquisition into customers.
On the other hand, sharing cars involves the industrial interest chain, which will be the entrance to future traffic, and shared travel is also a trend. For example, Internet startups, such as car travel, PonyCar, once-used cars, etc., as well as Shenzhou car rental, Mobike, etc. with a mature travel platform background, most of them value this trend, and once the trend is rolled out, it will form a huge market volume.
In either case, the premise of traffic generating value is still experience, and the same is true for other industries.
2. The retention of high-net-worth users is the key to profitability. The problem of user retention is closely related to the degree of accurate service, and the traditional main engine factory to do such a thing, on the one hand, you can feel the panic of traditional enterprises for embracing the trend in the future, after all, they missed the mobile Internet dividend, and everyone is thinking that it is time to grasp something, so that they can be at ease; on the other hand, it is a new interpretation of marketing by traditional enterprises.
Just like the "chief growth officer" mentioned in the opening paragraph, in the short term, tapping into the user demand of shared cars can improve the sales business of host manufacturers (after all, there is still a certain distance from the era of national sharing), and the project can make money to survive before it can better reflect the value.
Experiencing → feeling the service → stimulating the purchase rate → the transaction, this model is very common in the field of automobile sales. The reason why shared travel is also a good brand exposure entrance, with the effect of accurate diversion, which has been verified in the shared car travel experience of Daimler Benz.
Yang Yu revealed that Daimler Benz once set up a sharing point at the gate of Tencent, and later after the experience of Tencent's employees, it directly carried out the case of the transaction. This is a typical example of developing high-net-worth customers through high-quality experience, and what supports the standard allocation and service of high-value assets is the purchase rate of high-net-worth users, which is the key to profitability.
But don't forget, our lives today have been completely occupied by the Internet, and the current traffic advantage is also 90% of BAT, BAT monopolies, investment giants and TMD.
In the future, seizing the traffic highland is also competing in the stock market, and the final referee of the new and old worlds will be these stock users, so hurry up and make friends with them!
【End】
The bell was ringing
1 Top Ten Authors of 2016 such as Titanium Media and Pintu Business Review;
2 Tiger Howl Award Judges;
3 Founder of AI new media "Intelligent Relativity";
4 Authors: Authors of best-selling books such as "Business Opportunities in the Mobile Internet + New Normal";
5 Contributors to nearly ten magazines such as Business, Business Review, Sales and Marketing;
6 Titanium Media, Interface, Tiger Sniff and other nearly 80 columnists;
7 The proposer of the concept of "brain artist" (brain craftsman), now evolved into "self-media" and became an industry.
8 Is now the "Signed Author of Today's Headline Q&A" and the communication consultant of a number of science and technology intelligent companies;