The idea of building a digital marketing ecological architecture based on the management of the whole life cycle of users

In this article, the author elaborates on how to solve the overall user management problem and how to build a digital marketing ecological architecture based on the whole life cycle management and operation logic of bank users.

This article was first published in the 2024.03 issue of Retail Banking, and this article is the original manuscript, which is slightly different from the published article, and its overall logic remains unchanged.

Under the wave of bank digitalization, how to do a good job in omni-channel user operation based on digital capabilities is a key and continuous work faced by banks, and the author studies the whole life cycle management and operation logic of bank users, matching activity operation strategies and user operation strategies to extend, and solving the overall user operation problem by assisting banks to build equity systems and marketing middle platforms.

According to market research, the digital transformation of banks has entered a stage of rapid development. This transformation involves the unification of the strategy and layout from the head office to the branches, aiming to achieve the digital transformation of all services, all customers, all channels, and all processes. This means that banks are actively responding to the challenges and opportunities of the market through digital transformation to improve business efficiency, improve service quality, reduce costs, and provide customers with more convenient and personalized services.

In this transformation process, large banks have taken a dominant position in terms of technology investment, they have invested a large amount of money, accounting for about 3% of marketing revenue, and have basically completed the initial stage of transformation such as intelligent transformation of offline branches, online business layout, and data governance. The completion of these tasks not only improves the operational efficiency of the bank, but also lays a solid foundation for the subsequent digital transformation.

In addition, banks attach great importance to the integration of internal data and business processes. From the perspective of the business value chain and user experience, they build an integrated business middle platform to support the rapid innovation of the front office and respond to market demand. This approach helps to improve the bank's ability to innovate in business, enabling it to better meet the needs of its customers and gain a competitive advantage.

At the same time, the digital transformation of banks is upgrading to intelligence. Intelligent tools have been fully applied in marketing, operations, risk control and other fields, which not only improves the operational efficiency of banks, but also provides new business opportunities for banks. For example, through the application of smart tools, banks can provide personalized services to better meet the needs of their customers.

Finally, banks are paying more attention to ecological construction. They integrate financial services into customers' daily lives through the construction of ecological scenarios, which not only improves customer experience and satisfaction, but also provides new business opportunities for banks. For example, by working with partners, banks can integrate their services into their customers' consumption scenarios to better meet their customers' needs and gain a competitive advantage.

For different customer segments, banks need to fully consider factors such as age, income, occupation and financial needs to provide personalized services and product recommendations. For example, young customers in first- and second-tier cities are more inclined to shop online, use electronic payment methods, pay attention to social media and entertainment, value health and lifestyle, are keen to consume digital technology products, and are also willing to invest in travel and experiential consumption.

In terms of key factors in the industry, banks need to pay attention to compliance requirements, technology and data processing capabilities, competitive pressures, etc. At the same time, fintech companies and traditional banks have their own advantages in digital transformation, and banks need to continuously improve their digital capabilities to maintain a competitive advantage. Customer Characteristics and Customer Needs: Banks have a diverse customer base, including individuals, small and medium-sized enterprises, and large enterprises. Customers vary in age, income, occupation, financial needs, and more. When we operate for designated customer groups, we will fully consider the consumption preferences and financial preferences of different customer groups.

Competitors and competitors in the same industry have invested a lot of time and resources in the digital marketing space, and many banks have launched digital banking applications and services. Banks need to continuously improve their digital capabilities and provide personalized services to stay ahead of the competition. Fintech companies often have more flexible and innovative capabilities, but traditional banks have an advantage in terms of credibility and compliance.

Overall, digital marketing has become a key strategy in the banking industry, attracting a wide range of customer segments. However, banks need to address multiple challenges such as compliance, technology, competition, etc., to ensure the success of their digitalization projects. Successful digital banks need to continuously improve their products and services to meet changing customer needs.

First, the overall framework construction

Build an online user operation link, open up the conversion link from MAU to AUM, and sort out the operation indicators and capacity indicators through the dismantling of the user life cycle, so as to provide different solution strategies at different stages of the user journey.

We can divide the entire user operation process into three stages: customer acquisition, live customer and customer retention, and respond to the bank's different operational indicators and capacity indicators at different stages, analyze the life cycle for users, build a rights and interests system, build user scenarios, and after the completion of the entire framework construction, we will adjust the operation strategy of different activities, carry out corresponding data construction such as activity evaluation and user evaluation, and conduct overall data insight into user participation. consumption analysis, etc., to drive follow-up marketing strategies, so as to achieve precision marketing for users.

In the process of user operation, the operation strategy is customized closely around the user life cycle management, according to the target user characteristics and product attributes of different banks. In the entire operation framework, it relies on the capabilities of the marketing and data middle platform to help bank users quickly implement their business strategies. The following will explain the content from the side of the application of user business strategy.

2. Customization of activity operation strategy

Proficient in the latest online activities of the bank, and systematically output benefits and activity programs, can stimulate customers at different nodes, so as to achieve the conversion of customer flow to customer value. However, the problem for many banks is that their customer activity is booming and offering, but customer churn is also rapid. This is mainly due to the lack of continuity in activities and the failure to grasp the core logic of "customer acquisition, live customers, and customer retention", so it is impossible to cultivate a sense of dependence on customers and achieve the ultimate goal of customer asset migration.

To address this issue, banks need to develop a campaign plan with continuity and core logic to ensure that activities continue to attract, engage, and retain customers. At the same time, through the precise promotion of online activities and scenario advantages, the utilization rate of marketing funds is improved, and the activity and in-depth participation of customers are promoted. This not only increases customer satisfaction and loyalty, but also enables the gradual migration of customer assets to active lines.

1. Continuous activities based on the user lifecycle

If you want to activate customers, first of all, the activity must have a certain degree of continuity, grasp the core logic of "customer acquisition, live customers, and customer retention", so that customers can continue to participate, in order to continuously enhance customer stickiness, and finally lay the foundation for customer activation.

For example: customer acquisition stage:

1) New customer greeting activities, such as:

• New customers who open a debit card account within 30 days can receive a new customer welcome gift of up to 60 yuan (digital rights);
• New customers who have opened the e-CNY sub-wallet within 30 days can receive up to 30 yuan of e-CNY red envelope benefits;
• New customers who open a personal pension account can get a new customer welcome gift of 80 yuan (digital rights).

2) MGM type fission activities: group formation, bargaining, old with new, etc.; for example, activity rules: three people form a group and experience wealth products to receive gifts. The referrer can be a new/old customer, add an account manager to participate in the group activity, recommend two new customers to successfully join the group and complete the designated wealth task, and can go to the outlets to receive gifts worth 150-500 yuan. Gifts are available on a first-come, first-served basis.

3) Hall customer acquisition, on-site rights and interests activities: The on-site lobby manager makes business recommendations, and can directly issue rights and interests for customers through the mobile phone, such as on-site credit cards, you can choose different digital rights and interests of 180 yuan.

Live Guest Stage:

Equity activities: Fixed time nodes, with rights and interests as the main form of activities, provide different rights and interests service value systems for different levels of customers (see "Rights and Interests System Design" below for details).

Node Activity:

The first type takes the festival node as the main publicity point, and integrates the innovative interactive activities of the matching node, such as firecrackers for the Spring Festival, blessing signs, etc., dragon boat racing for the Dragon Boat Festival, moon cake cutting for the Mid-Autumn Festival, etc., superimposed interactive gameplay, so as to cultivate users' active habits through festival hotspots. This kind of activity has a small coverage, and the choice is mainly interactive games that are quick to launch and simple to play.

The second type is to carry out node activities at a fixed time on a monthly or quarterly basis to cultivate users' active behaviors at a fixed point in time, such as the well-known Red Friday, the best Wednesday, and the long-term agricultural situation, all of which take a fixed date as the core publicity point to cultivate users' active behaviors at one time.

Points-based activities: Introduce activities such as redeeming points for gifts and coupons to encourage customers to use banking products or services.

Retention Stage:

• Asset Promotion: Receive the participation coupon - asset standard promotion (the month of coupon collection / the next month) - activate the reward (the 5th day of the month of T+2 for coupon collection), multi-match points, digital rights and interests such as audio-visual and food rights, and the digital rights and interests obtained by different levels of promotion are different;
• Product conversion: Through the label analysis of the customer group, the linkage of different products such as wealth management, loans, credit cards, etc., so that the product is recommended before the predecessor, and the appropriate product is promoted to the applicable customer group, and the corresponding rights and interests are matched to increase the conversion rate. For example, marketing activities for credit products for active credit card users, and promotion of appropriate financial management activities for customer groups.

2. Recurring activities based on continuous user engagement

Theme-type marketing campaigns, fully linked to the brand:

The biggest feature of the theme activity is that it is long-term continuous, digging deep into user scenarios, cultivating user habits, so as to achieve continuous promotion and moving accounts for existing customers, when after about 1 year of time and investment, it has created an exclusive theme activity with bank characteristics, which can attract potential new customers, and its main purposes are:

• Increase user loyalty: Banks can increase the loyalty of existing customers by offering special, attractive campaigns. These activities make existing customers feel valued and are more likely to continue to use the bank's financial services.
• Partnerships: Banks often partner with other merchants, brands, or service providers to offer discounts and special offers. Such collaborations help build long-term partnerships and provide customers with a variety of consumer choices.
• Marketing & Branding: Themed events are one of the bank's marketing tools through which banks can increase their brand awareness and awareness.
• Boost spending: These types of activities can boost sales for businesses that boost sales, which in turn can boost economic growth by motivating customers to spend at a specific time, such as shopping or dining.

Data collection: Banks can use these activities to collect data on users' spending and understand their shopping habits, so they can better tailor financial products and services.

With a simple fixed-amount seckill activity as the main lead kill, combined with a wealth of equity products, covering the needs of users for eating, drinking, playing and traveling, combined with directional indicators such as "moving accounts, consumption, and attracting new users", we carry out the activities of the first single gift, standard gift, and invitation gift, so as to create a memory point for users' rights and interests consumption, and the brand benchmarking effect is significant.

Choose differentiated customer contact methods for different customer groups, on-site + off-site collaboration, and carry out the reasonable introduction of off-site brand promotion resources, multi-entry display on the homepage of mobile banking on the site, daily message center reminders, APP pop-ups, and carousel map push in the customer group area. Outside the station, the head office/provincial bank/branch official account promotion, the offline publicity of each outlet, the private domain publicity of the staff in the bank, SMS notification, telephone notification, etc., the display of brand store materials, official account tweets, communities, Moments advertising, etc.

• Planning layer: According to the bank's target customer group, the customer group's behavior habits and acceptance are more likely to convert, and at the same time, the marketing activities are packaged as benchmark themes, which are easier to go out of the circle and enter the user's mind to form inertial marketing;
• Operation layer: monitor according to project indicators, feedback and adjust according to data within a controllable range, and provide feedback on nodes, user duration, and retention.
• Tool layer: Leverage the deployment of existing marketing configurable tools to leverage customer conversion collaboration to help complete bank indicators.

Develop a type of marketing activities, form a user growth incentive system and task traffic aggregation effect:

• Selection and nurturing: The user first selects a virtual creature on the app or platform, which can be a tree, animal, pet, or other creature. Through some task mechanics, the user is responsible for taking care of and nurturing this virtual creature/plant.
• Goal setting: Users need to set personal goals related to the growth or health of the organisms they are raising. These goals can include regular feeding, exercising, learning new skills, staying fit, and more.
• Periodicity and timeliness: Campaigns are usually run over a period of time within which users need to achieve their goals. If the objective is not completed, the virtual creature may be affected.
• Reward mechanism: When users successfully complete an objective, they receive rewards, such as virtual currency, experience points, achievements, or decorations. These rewards can be used to improve the living conditions of virtual creatures or to level up users.
• Social interaction: Users can often interact with other participants, sharing goals, progress, and experiences. This social interaction can increase the user's sense of responsibility and motivation.

Basic gameplay rules and core logic:

The user registers and selects a virtual creature/plant. Set goals such as feeding pets/watering plants every day, learning new skills every week, keeping exercising every month, etc. When users complete goals on time, they receive rewards such as gold or experience points to increase the happiness index or growth of virtual creatures. Users can use rewards to purchase food, decorations, or other items to improve the lives of virtual creatures. If the user fails to meet their goals, the virtual creature may get bogged down, prompting the user to work harder. And can share their virtual creatures with other users, compete, communicate and encourage each other.

The core logic of this campaign is to connect the user's goals to the happiness or growth of the virtual creature in order to motivate them to stay engaged and achieve their goals. This versatile gameplay can be applied to a variety of different nurturing activities, from tree raising to pet ownership, to help users develop positive habits and business stickiness.

Case: Bank of China's "Fu Tsai Travels" case study

As a leading financial institution in China, Bank of China has been committed to providing customers with high-quality financial services and products. In recent years, Bank of China has made significant progress in digital transformation, launching a series of marketing campaigns that are loved by customers through innovation and creativity. Among them, "Fu Tsai Cloud Travel" is a special activity launched by Bank of China in 2022. In the following, the author will conduct a detailed case analysis of "Fu Tsai Cloud Travel", and discuss its background, objectives, implementation process, effect evaluation and experience summary.

Background: "Travels in Fortune" is a large-scale marketing campaign launched by Bank of China in 2022. Prior to this, Bank of China has successfully held a number of online marketing activities, such as the "Fortune Travels + Random Discounts" campaign, which have achieved good response among customers and effectively improved customer engagement and stickiness. In order to further expand its customer base and increase its business volume, Bank of China decided to build on the original campaign and create a new marketing campaign.

Objectives and Positioning: The goal of "Fortune Travel" is to further improve customer engagement and stickiness on the basis of the original activities, and at the same time increase the conversion rate of customers' assets and financial products. To this end, Bank of China targets young and middle-aged people with certain purchasing power and investment awareness, who pay attention to wealth management and asset appreciation, and at the same time want to manage their assets through convenient online services.

Implementation process:

Event Planning: "Travels in the Fortune of Fortune" adopted a marketing campaign with online games as the main form. The event allows customers to learn about Bank of China's financial products and services while playing the game by setting up rich scenarios and levels. At the same time, the event also set up generous rewards to attract customer engagement and increase their stickiness.

Publicity and promotion: In order to expand the popularity of the event, Bank of China carried out publicity and promotion through various channels. First, the bank posted promotional videos and graphic information about the event on its official website, mobile app and social media. Secondly, the bank cooperates with major online platforms to carry out extensive publicity through advertising and content cooperation. In addition, the bank also pushes campaign information to target customers through channels such as relationship managers and WeChat official accounts.

Activity process: The process of "Fu Zai Travel" includes the following links:

1. Registration: Customers need to fill in the relevant information on the event page and register.
2. Play games to earn Fortune Points: Customers can earn Fortune Points by playing games, which can be used to redeem prizes or enjoy discounts.
3. Redeem rewards: Customers can redeem various prizes on the event page, such as cash red envelopes, electronic gadgets, and more.
4. Share Invitations: Customers can invite them to participate in activities and earn additional rewards by sharing the invitation code to their friends.

Effect evaluation and experience summary: The "Fu Tsai Cloud Travel" activity has achieved remarkable results. According to statistics, millions of customers participated during the event, and customer engagement and stickiness have been significantly improved. At the same time, through the activities, the conversion rate of Bank of China's assets and financial products has also been effectively improved. This success is due to the following:

Innovative event format: By combining financial products with online games, it broke the traditional marketing model and attracted the attention of a large number of customers.

Accurate target customer positioning: Through in-depth understanding of the needs and preferences of target customers, a series of targeted marketing strategies and activity plans have been formulated to improve customer engagement and stickiness.

Multi-channel promotion: Publicity and promotion through a variety of channels have expanded the popularity and influence of the event.

All-scenario marketing activities form a closed loop of different tasks in the ecosystem:

An all-scenario marketing campaign is a kind of marketing campaign that displays the bank's various marketing campaign entrances by building virtual or online scenarios to enhance user interaction and engagement.

• Virtual scene construction: The bank builds a vivid virtual scene for the event, similar to the Qingming Riverside Map, including the cityscape, buildings, streets, shops, etc. This virtual scene can be presented in an online app, a website, or a mobile app.
• Task points or touchpoints: In a virtual scene, set up multiple task points or touchpoints to represent different campaign entrances. Each point has an event, reward, or promotion associated with it.
• User interaction: Users can navigate through virtual scenes, click on different task points, and learn about and participate in different marketing campaigns. They can interact with the scene, communicate with other users, or share it.
• Rewards and interactions: Participants can earn rewards such as points, coupons, gifts, or discounts when they complete an activity or task. These rewards can be used or redeemed in virtual scenarios.

3. Design of customer rights and interests system

The key to designing a bank's equity system is to ensure that the benefits match the needs of customers, motivate customers to choose the bank's products and services, and build long-term customer loyalty. This also helps banks maintain a competitive edge and improve customer retention.

• Clearly defined goals: Banks need to clearly define the goals of their equity system, including attracting new customers, increasing customer loyalty, increasing transaction volume, increasing brand awareness, etc.
• Target customer groups: Banks need to identify the target customer groups of the equity system, and different customers may have different needs and preferences.
• Types of benefits: Banks need to decide which types of benefits to offer to meet customer needs. This can include financial benefits, shopping rights, travel rights, health rights, etc.
• The value of the entitlement: The bank needs to determine the value of each entitlement, such as the value of points, the amount of discounts, etc.
• Equity marketing: Banks need to effectively promote the benefits system to ensure that customers understand and know how to enjoy them.
• Monitoring and optimization: Banks should regularly monitor the effectiveness of the equity system and continuously optimize and improve the design of equity based on data analysis and customer feedback.

1. Four cores of customer rights system design

1) Forming a systematic customer rights and interests system: A systematic customer rights and interests system is the key to the design of the bank's customer rights and interests system. This system should be guided by customer needs and market changes, combined with the bank's business characteristics and advantages, and formulate differentiated and personalized customer rights and interests programs. At the same time, the system should be stable and sustainable, able to dynamically adjust with changes in the market and changes in customer needs.

2) When building a systematic customer rights and interests system, the following aspects need to be considered:

1. Comprehensive understanding of customer needs: Through market research and data analysis, understand the needs and preferences of different types of customers, and provide a basis for formulating differentiated customer rights and interests plans.
2. Formulate a clear equity plan: According to customer needs and banking business characteristics, formulate differentiated and personalized financial rights and interests and life rights and interests plans. Financial rights and interests can include preferential interest rates, priority services, exclusive wealth management products, etc., while life rights and interests can include cross-border cooperation, membership privileges, culture and entertainment, etc.
3. Establish an effective implementation mechanism: In order to ensure the effective implementation of the customer rights and interests system, banks need to establish a complete set of operational mechanisms, including customer information collection, hierarchical management, equity distribution and adjustment, etc.
4. Continuous optimization and improvement: The customer rights and interests system needs to be continuously optimized and improved to adapt to market changes and changes in customer needs. Banks can continuously improve and optimize the customer rights and interests system by collecting customer feedback and conducting regular assessments.

3) The concept of bank branding with customer rights and interests: The customer rights and interests system is an important part of the bank's brand image. When designing and implementing a customer rights system, it is necessary to integrate the bank's brand image into it to enhance customers' awareness and loyalty to the bank. Specifically, you can start from the following aspects:

1. Brand positioning: Clarify the brand positioning of the bank, highlight the business characteristics and advantages of the bank, and closely integrate the brand positioning with the customer's rights and interests system.
2. Visual identity: Design visual elements that are in line with the bank's brand image, such as LOGO, fonts, colors, etc., and apply these elements to the publicity and promotion of the customer rights and interests system.
3. Language style: Use a promotional language style that is in line with the bank's brand image, such as professional, rigorous, and friendly, to enhance customers' trust and favorability of the bank.
4. Service experience: Create a good service experience by optimizing the service process and improving the service quality, so that customers can feel the professionalism and care of the bank.

4) Form a logical publicity logic and refine the highlights and rules of the customer rights and interests system: publicity is one of the important means to promote the customer rights and interests system of banks. In order to better attract the attention and participation of customers, it is necessary to form a logical publicity logic, refine the highlights and rules of the customer rights and interests system, and design brochures, posters, foldouts and other promotional materials in combination with seasonal hot spots and rights and interests. Specifically, we should start from the following aspects:

1. Refining the highlights: Refine and summarize the highlights of the customer rights and interests system, highlight the business characteristics and advantages of the bank, and attract the attention of customers.
2. Clear rules: Clarify the rules and processes of the customer benefit system, so that customers can clearly understand how to obtain and use benefits, and improve customer engagement and satisfaction.
3. Design appealing visuals: Use visual elements and language styles that are in line with the bank's brand image to design appealing promotional materials, such as posters, leaflets, etc.
4. Multi-channel publicity: Carry out publicity and promotion through a variety of channels, such as the bank's official website, social media, offline outlets, etc., to improve the publicity effect and coverage.

2. Misunderstandings to be avoided in the design of the equity system

1) When designing the customer's equity system, it is necessary to avoid major changes in the equity scheme in a short period of time. Not only does this make it difficult for customers to adapt to and understand new benefit schemes, but it also affects their ability to redeem their benefits. Especially when a new plan is launched shortly after the implementation of a plan, it will lead to a longer period of realization of the rights and interests of customers who meet the standards in the early stage, which will affect the customer experience.

2) Problems in the production of promotional materials:

If the bank uses various forms of promotional materials of different forms and uneven quality when promoting the customer rights and interests system, it will not only fail to establish a unified brand image in the minds of customers, but may also make customers question the bank's brand. Banks should formulate uniform standards for the production of promotional materials and strengthen the review and management of promotional materials.

3) The rules of the customer equity system are too complex, if the account manager cannot clearly explain the rules of the customer equity system, or the customer cannot understand these rules, then it is difficult for the equity system to be recognized and participated by the customer. Therefore, when designing the customer rights system, the rules and processes should be simplified as much as possible, so that the account manager can easily understand and explain, and it is also convenient for customers to understand and operate.

You can develop some concise and clear promotional materials, such as posters, leaflets, etc., for the account manager to promote and publicize. At the same time, we can also provide customers with consulting services online or offline to answer their questions and confusions.

3. Equity design technical scheme

At present, our company's equity system design scheme provides including but not limited to the following forms of rights and interests collection schemes, which can be selected for cross-combination in different customer groups and different scenarios:

• Direct recharge/card password for direct collection
• Bundle combination (single/multiple-choice)
• Points Redemption Privilege Package (applicable to the Wealth and above customers)
• Overlay interactive rights and interests (superimposed marketing tools such as blind boxes, nine-square grids, lucky bags, etc.)

Front-end design scheme:

Build a unified front-end rights and interests platform, design according to the established user level of the bank, and the overall design should be clear to the user side, clearly recognize the rights and interests content of the next level, simple interaction, and clear classification.

As:

• Display the content of the rights and interests below the corresponding membership level, which is simple and straightforward;
• In the initial stage, there will be multiple categories of rights, and users can choose to redeem them according to their own preferences, such as audio-visual entertainment, travel, food, etc.;
• Under the regular rights and interests, it is necessary to prevent productive rights and interests activities such as advanced gifts, recommendation gifts or special financial services, such as credit cards, overseas finance and other related content;
• Private bank customers have high value of rights and interests, and can use points to facilitate the exchange of high-end rights and interests, such as high-end business customers can freely choose VIP lounges, and customers who like sports can choose golf/equestrian.

Case 1: Equity design system of a bank

The following is an introduction to the overall content of SPD's growth system:

The entire SPD growth system is divided into 16 levels, which are divided according to the total assets, and the definition of total assets is based on the user's average daily financial assets of SPD Bank in the previous month, including deposits, special wealth management, treasury bonds, open-end funds, relying on SPD investment, bancassurance, etc. It does not include wealth management products such as wealth management and credit card overflow wealth management purchased by direct banks.

V4 level can be on the 10th of the next month from 10 o'clock, you can get a video membership monthly card from iQiyi, Sohu, Youku, Tencent and other video in the "Hui Life" area, limited to 80,000 copies per month. At present, the overall traffic situation ensures that the peak of the day is about 10W people, and the benefits can generally be claimed within 5 minutes. At the V8 level, you can receive the corresponding rights and interests in the "Joy Life" area, generally for digital goods such as coffee and tea, refueling, food, health, etc., and enter the "Enjoy Life" area above the V12 level, using the form of points, and the customers can redeem high-end rights and interests by themselves, and the rights and interests are concentrated in audio-visual entertainment, high-end travel, health, health, and home furnishing, which are basically distributed according to 1 point per month.

To the VVIP1 level, that is, private banking customers, the rights and interests of health care, education consulting, legal consultation, and concierge services are the mainstay, and the exclusive experience is used as the construction of the rights and interests system of users at this level.

In addition to the differences in the rights and interests of different levels, different levels will also match different types of activities, from advanced gifts, recommendation gifts and overseas finance for general customers to VIP gifts for the first time, different levels will display different rights and activities, so as to increase the stickiness of users.

In the whole process of implementation, make full use of the construction of the data-based grid to empower the construction of the entire ecosystem, through the burying of each interaction node, define the user behavior label through the algorithm in the process of user interaction, refine the user characteristics, and reverse empower the user's marketing action。

This article was originally published by @Coco on Everyone is a Product Manager and is not allowed to be reproduced without the permission of the author.

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