The concept of growth hacking is very popular recently. The essence of growth hacking is to cultivate internal strength, data-driven, and use. Also, limited resources to achieve maximum growth. But after more than half a year of research, I also read a lot of books, most Uganda Phone Number List of the cases are foreign. For example, I briefly summarized several books related to growth hacking, basically talking about these cases: Therefore, in China, the concept of growth hacking is rarely implemented, and some cases seem to be ambiguous, and there is no detailed operation process. Fortunately, growth hacking fits right in with my original concept of operations-heavy optimization.
This project was last year, a WeChat terminal product, the general meaning of the project is to stimulate users to forward recruitment information through red envelopes to achieve the purpose of recruiting people. There are more than 20 people in the team. And the core CMO Email List personnel are 5 people who meet every day. Because I am an operation, relying on spreading and attracting new people is my top priority, so the number of fans in the early stage is well-deserved as my KPI. The KPI of products and technical personnel is kpa. What is kpa? It is a term in human resources performance appraisal, which roughly means completing tasks on time and on time.
The first step is to define the goal
In my original article, I said that there are three major. Also, tasks in operation: pulling new people, converting, and extending the user life cycle. Why is there no retention as mentioned in the operation circle? According to my experience, operations cannot do retention, because retention is a task that cannot be done by the wisdom of operations alone, and must be done with all human and material resources, such as product managers and daily operators. What the operation can do is to activate users, convert them. Also, into the pool to be retained, and stop. We will not extend them here.