Today's operations are too focused on form and form, and it is easy to ignore the essence of operations. As a veteran operator with 15 years of experience, the author re-summarized the work of operation from the perspective of operational efficiency, work efficiency and system.
I don't know since when, there is a group of operators around me who want to learn from me. As an operator with 15 years of experience, I think I still have some ability in the operation of the business. In my opinion, the current operation pays too much attention to the form and situation, and it is often easy to ignore the essence of the operation. So I re-summarized the operation from the following aspects:
Let's talk about operational efficiency first, I personally believe that there is an element of "talent" in operational efficiency, just like the difference between a top student and a pseudo top student. On the premise of common results, pseudo-Xueba can't learn as easily as Xueba through unremitting efforts. The same is true for operational efficiency, which is about "understanding or enlightenment", and anyone can do it, but you will find that some operations can quickly get into the state, and some operations are difficult to find.
What I mean by state is that when the operation sees this user, there will be a corresponding system immediately, and the complete operation route, rhythm and routine matching, and the results are very good soon. I see more operations that need to constantly test channels, match users, and eventually form a complete system.
At present, 8 out of 10 operations do not understand users, and they focus more on studying routines; there are not many research routines, but routines are all based on understanding users. The so-called understanding of users is not shallow, what do you think my users are, and what type they are. It's about observing, especially in the scene. What to observe? Emotional-behavioral-psychological changes; in different scenarios, the changes are different.
I'll give you an example, in KTV, the payment conversion is very high, because the scene is emotional, and it is easy to make impulsive purchases, but in the first 30 minutes of entering the private room, it is still relatively rational. The reason is that the people are not all together, there are not many songs, and the atmosphere is not up. When the atmosphere is up, coupled with the effect of alcohol, the psychology does not pay much attention to paying.
So observe the user first. This is only the general behavior of users, and there are also specific behavior patterns of people. For example, the KTV Maiba sings one after another; this belongs to a specific law.
Specific rules are used to help users stratify, under the common characteristics, users with different characteristics are to be circled, often in a circle, a lot of user data is similar. For different circles, it is necessary to use different routines to achieve the purpose of transformation. Design a growth mechanism for the needs of the low-level layer, so that users can continue to promote, and the product has more ways to play.
Personally, I think that understanding the user is the bottom layer of the operation, and any operation routine or system needs to be completed and realized according to the user.
When it comes to efficiency, another level should be work efficiency, work segmentation, forward-looking, key information integration, and tool use will all affect work efficiency. When taking over a job, the biggest obstacle is not how to do it, but where to start. I've come across a lot of operations that talk a lot about how things work, and when you ask where to start, where to end, and what the future nodes are, they start to get confused or have no logic.
The reason for this is that the responsibilities of the job are not fully understood, and the work is subdivided. They don't know how to scale, which is the root cause of a lot of operational anxiety.
There are three aspects of expansion, one is horizontal, such as activity mastery, which can be extended to content mastery, the other is vertical, for example, doing execution, you can learn teamwork, and the other is advanced, the latest gameplay or routine, you must learn.
Scalability is based on its own operational roadmap to scale. Let's roll it out, if you are an event operator, you should know that starting from the event node, when you need copywriting, when you need posters, if others can't do it and don't cooperate, whether you can get on it, and whether there are alternatives, these are the basis for expansion.
When one of you can live as a department, it proves that you have succeeded. Expansion is first of all a derivation of skills, and it is said that "more skills do not pressure the body", and this is true. Think about when the product says that the requirements are scheduled and an H5 is urgently needed, as long as you know the tools, this problem can be solved. You can also tell the technology loudly: "Uncle himself can, I won't play with you anymore." ”
The second level of expansion is the expansion of thinking. If you are an event operator, don't just focus on KPIs and think about whether you can achieve it, but you need to think differently, how to complete it, how to complete it better, whether it is possible to optimize again, and what kind of cooperation I need. When you have that kind of thinking, congratulations, you have a cooperative mindset that goes one step further than fighting alone.
The third layer of expansion is unremitting learning, routines are constantly updated, people are still those people, and new routines will give users a sense of freshness, which is undeniable. For operations, the most feared thing is not to lose to themselves, but to lose to the times. Every age group will have a different way to play, talk to young people and learn from them.
As for the rhythm, it is a matter of foresight, and as for the control of time, it is purely a matter of the use of tools. But the premise of all this is that key information is screened, screened and integrated. Let's just say that there are a lot of content materials, so what kind of materials are more suitable for my crowd, and how to process materials, these are all abilities that belong to the information level.
Of course, operations are more than that, and they can't stop at the operational skills themselves. In my opinion, operations are constant, after all, the skills are all those that go around, but operations are changeable, because there are many things to take into account and coordinate. Many people like to split operations into modules, such as users, products, activities, content, etc., and few people take out the overall framework of operations, or only part of the overall framework.
Therefore, the question of the system is crucial, and the premise of the system is that there must be a path. What is a path, and a path is a complete workflow. For example, content operation should know what content - through what channel - to what users - what kind of data (conversion) - what kind of optimization to do], this is the complete path.
The system is something that can be coordinated with other aspects on the path and gradually form a framework. For example, [what content - what activities to cooperate with - which channels to choose - to give more users - to accelerate the user's conversion decision], you can also continue to join, how to cooperate with the product, how to assist the new media and community. The whole routine is completely structured, which is the system.
Operations must have their own system, and the system is the "panacea". In the face of different industries and different products, as long as you know enough about users, all that remains is what kind of routine to choose to fill the system to achieve the goal. To be clear, the ultimate goal of any operation is to convert, and it depends on what the user needs to do. The landing point of conversion, we often become the "user landing point", most of which are stored in the product.
The product is not a form, as long as it has a certain function, can do user conversion, and carry out the landing point of the stock, it can become a product. Official accounts, Weibo, Douyin, etc., can all be counted as a product. It's just that the new media operation is in charge. As long as the user can perceive the way about the product, it's all content. Don't talk about what you see, take "News Network" as an example, as long as the music sounds, you don't need to look at the picture to know what the program is, which is also a kind of content.
A lot of operations say that activities are a way to quickly improve KPIs, and I don't deny it. The core of improving KPIs is that the campaign accelerates the user's conversion decision, for example, because of the discount, which accelerates the user's purchase decision. The activity only exists in the way of conversion, so that the user perceives the activity, or relies on the content, copywriting, activity rules, and reward settings, all of which are displayed to the user through the content.
The promotion channel is the source of users and the way for users to convert. No matter which purpose needs to be achieved, it needs the support of channels. Channel control is one of the most important parts of operations. Users accelerate decision-making through channels, perceive content, and activities, and complete conversion in the product, which is the complete path of operation and the core, and users will have different attributes according to different purposes.
The attributes of users are often judged through data, the quality of the product, the effect of the operation, and the future risks of the product, and the formulation of growth strategies also need to be judged by data. This is the core framework of the entire operation, and all the large-scale cognition about operations is sorted out, and each position has a different focus, and there is no escape from this framework.
So there are a lot of operations that don't know the context, and there is no complete system. It is true that the operating system is not easy to organize, after all, it is a large-scale thing, which requires a deep understanding, coupled with abstract awareness, and I don't know what the system looks like. I tried to explain the operating system in a simple way that was easy to organize and understand. There is no doubt that any operational position is not an independent existence, and activities, content, products, promotions, etc. must be involved, just to see which aspect you are better at.
This article was originally published by @运营研究院 on Everyone is a Product Manager. Reproduction without permission is prohibited.
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