During the interview process recently, I found that there are many C-end product positions that are all about growth. Membership and growth are, in my opinion, the two most popular positions in the current C-end product field in the direction of general capabilities.
Although I have not systematically done a very complete growth case, I have been very concerned about this direction. Whether it is reading books, exploring in your own projects, or chatting with interviewers, we all find that growth is a topic that can never be avoided in this industry, especially in to C business.
Honestly, my thoughts don’t come from real growth hacking practices, but I’d like to share some of my thoughts on growth. There are many articles that talk about growth, including Li Calle's popular comeback some time ago, which is also talking about growth.
And I talk about growth today, mainly based on my previous professional experience that is not long but very rich, and talk about the three things related to growth that I think are the most important: data, value and goals.
Growth can be understood as a process, and the process serves the purpose. The goal is set, and the beginning is the end, and we know what growth strategy to choose.
Do we really understand the goal, or, when the product manager's level is not at a certain level, can he understand the goal when the level country email list of this person prevents him from obtaining the information that determines the goal.
For example, when I was in Dianping, it was the first year of the product. At that time, the team transferred me to do VIP business with the goal of increasing the VIP base.
For me, the growth of the VIP base is my goal, and this goal is the beginning of a series of actions I take. But my beginning, is the result of high-level. They started from the strategic transformation of the group and gradually dismantled them to their level, that is, they need to do VIP product operation.
If I understand the ins and outs of goals, I can understand that in the process of growth, the core variable to grasp is the quantity and quality of content, not pure base. This recognition is important and determines our strategy.
Second, do we have the right target. Growth itself can be seen as an objective action, only the growth of XX can convey a precise meaning. Such as the growth of the number of users, the growth of content, the growth of GMV, the growth of retention rate and so on. Of course, these subjects are not independent relationships, and many times they are in a formula.
For example, GMV = new user * conversion rate * unit price per customer + old user * retention rate * conversion rate * unit price per customer. Taking the growth on the left and right sides of the equation, the growth of GMV is related to many factors such as the conversion rate of users with different attributes and the unit price of customers.
One of the hardest things, however, is finding the most important short-term growth targets based on the current reality of the product.