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If the product is not too homogenous, where does the operation have the opportunity? The reason is “on”, because the writing is difficult to write, and write wrong, it is better to leave half of tomorrow’s update.

The caption is from Pixabay.com by Anestiev

Last week, I went to Zhengzhou.

China Mobile online to find me about half a year, repeatedly refused, finally can not push off, should the steamed bread invitation, to do a day of training for people.

I didn’t have enough time to prepare well and there were some misunderstandings in the communication, which caused me to be in the mode of awkward conversation for a period of time in the afternoon (estimated to be about half an hour). Fortunately, I still found some points and pushed forward smoothly.

In the process of communicating and confirming with the students of China Mobile Online, I found that all the internal training today came from the same product, named 10086. However, this product is very interesting, with both headquarters operation and provincial company operation.

During the dinner, actually can clearly feel the move online students very hard, is also used to make achievements, but the current product design and palm hall is too homogeneous, suddenly can’t find the solution, passionate, can hear some confusion, said don’t know how the future trend of this product, will return after the increasingly growing hall, 10086 was lost in the huge product line.

But as Brother Liang and everyone together to do brain explosion, we gradually see that although products change the world, but the operation can change products.

So, there is such an article, to talk about, when the product homogenization, how can the operation find opportunities.

Positioning is for more accurate strikes

Product homogeneity means that there is a high degree of agreement among product managers.

Everybody thinks that’s how a product should be designed.

For example, when group buying was doing a thousand teams war, there was no new product design except the lure of big picture and price.

For example, the process of making takeaway products is basically the same.

And so on.

However, you will find that different angles of operation thinking will extend different operating policies on the original same user positioning, and these operating policies will affect the trend of homogeneous products.

The most classic, is the group purchase war in the height of wang Xing’s a knockout.

Meituan proposed “overdue refund” on the eve of March 15, 2011, and then major group buying sites were forced to follow up. In July 2011, Meituan sold more than 100 million yuan in a single month, in December 2011, over 200 million yuan, and in July 2012, over 500 million yuan…

Of course, overdue refunds are obviously not an absolute killer decision, but this decision is a watershed in the group purchase war.

The reason is simple.

According to the saying at that time, When Wang Huiwen was having dinner with his friends, he talked about the topic of overdue orders. His friends joked with him that he could not find the overdue orders. You are cheating, why can’t you refund the money?

Therefore, on March 4, 2011, Meituan directly launched the expired refund service. After the launch of this service, Meituan lost 10 million yuan of precipitation funds, but the impact on the industry was that a number of group buying sites, which originally depended on eating expired orders, died.

And the leading launch of the service, and brought the word of mouth on the continuous promotion.

Are you saying that this is a product to solve the problem of homogeneity? It’s a matter of strategy.

And the problem is:

How different are you from everyone else?

And when you think about it, sometimes it’s a lot more complicated than what you did before.

Nameituan initially got used to the “industry convention” that group-buying sites did not have to pay for expired coupons because such expired coupons were a “quality asset” that benefited the company when viewed rationally from a cash flow perspective.

But, if you also agree that the user experience for operations, is wants to let users keep active even pay loyalty means, then you will begin to find should stand on the user’s perspective the so-called expired and refund behavior, actually should not the expired precipitation funds that appear to high quality, and to pursue the optimization of user experience.

And it all depends on how well you understand the business you’re running.

For example, is there a difference between weekdays and holidays in education? For the Internet of vehicles, does the road condition affect the operation effect? For catering, whether the busy state of the restaurant can be allocated?

And so on.

The depth of your understanding of the business often comes from the depth of your understanding of the positioning of the product.

So the topic of positioning, no matter how long you talk about it, is still valuable, because most people still don’t understand it.

There is no one-shot formula

Most of the time, some people will pursue the “killing skills”, it seems that the world’s unbeatable master, as long as there is a killer, can block the killing, Buddha block Buddha.

In the chapter of Legend of the Sword in the Swordsman, Jin Yong has the following dialogue:

Wind qingyang road: “Live to learn to make, is only the first step. To do to no, the only real step into the realm of the master, you said” the recruit HunCheng voluminous, the enemy can’t can break “, can only say this sentence to a smaller part. Not “HunCheng”, but no action. You jian made HunCheng again, as long as there is, the enemy and opportunity. But if you have no moves at all, how does the enemy break them?”

Make fox blunt a heart palpitation disorderly jump, palm heat up, mumble tunnel: “have no recruit at all, how can break? Have no recruit at all, how can break?” Suddenly, a new world that I had never seen in my life and never dreamed of.

Wind qingyang road: “If you want to cut meat, you must have meat to cut; if you want to cut wood, you must have wood to cut; if the enemy wants to break your sword, you must have a sword to break. If an ordinary man, who has never learned martial arts, swings his sword about, you can never guess where he is going to strike next. Even the most skillful swordsman could not break his moves, because there were no moves, so the word “break” was out of the question. However, those who had never learned martial arts could easily be defeated, though they had no moves. The truly excellent swordsman can defeat a man, but can never be defeated by others.”

You can compare that to yourself.

  • Your boss recently said that the data is not good. Your first reaction is to do some activities.

  • For the event, the most concerned is the packaging, rather than the design and management of the whole process from publicity to the end of the event.

If you fit any of the above descriptions, congratulations, you need to improve your business thinking skills.

In the PC era, Tencent can complete the cold start of a product or even traffic capture with a single popup.

What you see is a popover, but what’s in the part you can’t see? Just off the record:

Schedule management, content review, user group and user selection, material A/B-test implementation and effect recovery.

How many times do you do this every day? You don’t see it. The last thing you see is a popover.

So I’ve been dealing with a lot of people and organizations who want to teach moves and say,

Behind every success story someone will tell you is a pile of failures that did the same thing but didn’t work out. It’s ok to learn from successful cases, but it’s wrong to think that learning from them will make you better.

Tencent just popover example, we can compare, your company has this basis to have a sample of sample?

If not, do you really trust the rules people tell you?

Welcome to the lesson “Effectively build your personal brand”, has nearly reached 30,000 sales, hey, hey, hey, still quite happy, long press the QR code recognition quickly get:

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