[Background] In the past work process, we often met this situation: the development said that the operation skills were not good, and the operation said that the developed products were too bad. It seems that development and operation are born enemies. For a long time, most companies have separated operation and development, not participating in each other's work or even deliberately isolating information to prevent one person from starting a business after being fully proficient. This is the historical reason. This has caused the operation to be unfamiliar with product development skills, unable to select appropriate products according to its own skills, and can only find the direction through constant fumbling. If the operation does not know how to choose the products, it will be a hazy gamble. Gambling has a probability. Generally speaking, the probability of success is not very high.
[Relationship between operation and development] I have a point of view: development is the preview of operation, and operation is the realization of development. The two roles complement each other. The two positions need close cooperation to generate value, but we often blame each other, which is wrong. At the same time, I always advocate that operators should learn how to select products, which is very important for a qualified operation. Because there are differences in the ability of each operation, we all have the highest probability of success in doing things within our ability.
[Two types of operation capacity] First, let's talk about the operation ability. I divide the ability into two parts, one is general operation skills, the other is the accumulation of operation experience for specific categories. Can someone say that there is a difference between the two? Yes, general operation skills are what is often said in the market, such as how to write lists, how to repair pictures, and how to type advertisements; The experience accumulation of category is the accumulation of product knowledge, how to write the listing of such products, and how to advertise such products. So is it right in theory that people with strong general ability are more likely to succeed when doing a specific kind of goal; However, as more and more sellers of categories have been deeply cultivated and become more and more professional, this theory is hard to say. I have seen an operation that has built BS in multiple categories but can not do an ordinary operation in a new category. People who feel that they have cultivated deeply and gained achievements and experience are gaining more and more advantages. Therefore, it is not to say whether an operation is powerful or not, but rather whether an operation is powerful or not in this category. It is not accurate to talk about the operation capability without category. On the other hand, we should not be infatuated with operation experts. If we cross categories, we should be careful. The topic has gone too far to return to the main topic.
The ultimate goal of both individuals and companies is to be able to make steady profits, obtain generous commissions for operations, and the company will benefit accordingly. Therefore, the ultimate purpose of operation is to make profits, and the basis of making profits is to choose a good product that suits you. So how to select good products from the perspective of operation? Or in other words, what kind of product is good for operation?
[Selection of Categories]
(1) Familiar and successful products are preferred. Replication is the fastest and most successful method; Of course, some people will say that time has changed, first mover advantage, system algorithm and other uncertain factors, but this is also true for other products. At least copying reduces variables and has a higher probability of success. Some people think that they are gifted and have amazing bones, and they always want to find a unique way. This is undeniable and worth advocating. But at the beginning, I suggest you follow the insurance policy, because when new things come out, the cost of education is huge, and people need time to adapt from familiar habits. Maybe you can't wait for that day.
(2) Modification or micro innovation based on the original successful products. This type of product may be the best choice. Because of the deep understanding of the original product, the feedback from a large number of customers, and the addition of some popular elements or functions/performance, it can greatly improve the probability of success. Perhaps it is one of the best choices. Differentiation avoids positive conflicts (such as volume prices), and it is equivalent to iteratively upgrading the original product without educating customers, which is more acceptable.
(3) The third is to choose similar products or peripheral products, which can be used for reference compared with familiar products, and have a higher probability of success compared with unfamiliar categories. However, compared with familiar products, it still adds some risks, and there may be some unknown pits that need to be stepped on.
(4) How to choose unfamiliar categories? Only by judging the profit probability, we need to investigate CPC, unit price, conversion rate, return rate, less competition and other data. The conversion rate may be inaccurate and can only be estimated roughly. The most extreme case is whether it can be profitable when there are all advertisements. If it can be profitable, there is a high probability that the product is feasible. In addition, when choosing a category, don't focus on only one subcategory. Consider the extensibility and relevance of the category, so as not to narrow the product. For example, the scenario based and serialized thinking will make your product not feel like there is no product after one or two products are made. Try to have a preliminary plan before entering the category.
[Determine the selection indicators of specific products under the category]
(1) We personally promote variants, iterative products and derivatives of products that are stable and profitable. This kind of success probability is the highest, because I have experienced the process of pushing articles (and possibly many times), and I am proficient in the methods and rhythm of listing presentation and pushing articles. But at the same time, you should distinguish what your success factors are. It is not difficult to copy them. What are the changes in the current competitive environment, and how to promote success.
(2) Go through the steps in point (4) above to see the probability of profitability. Try to choose products with higher unit price, lower CPC, higher CVR and lower return rate. The intensity of competition is determined by dividing the market search volume by the number of sellers. You can get a general idea of the products you have successfully made.
(3) Differentiation: select products with obvious differentiation, especially appearance differentiation and function differentiation. If there are two points, the sufficient conditions for differentiation will be basically met; Differentiation is not casual or strange differentiation. It is best to evolve from the best sellers (clear competitors), supported by data.
(4) The capacity should be a little higher. According to the approximate sales volume and amount of competitors, we can estimate the situation of our products. If the capacity is too small, give up, and the input-output ratio is not high.
(5) Clear benchmarking competitors. Why should we benchmark the best sellers? Because the best sellers have passed the market test, it is easier for them to be recognized by the market, which is equivalent to saving some measurement time and costs. If there is no clear right bid, there will only be a few trial and error. The same sentence: Replication is the fastest and most successful method.
(6) Trend judgment, select products with rising trend. Lei Jun said: There are many people who are more hardworking and intelligent than you, but there are few successful people. Only those who understand the situation can succeed. This is not too much to say. It is difficult for individuals to stop the trend. It is the king's way to follow the trend.
(7) Risk assessment: patents, poor reviews, returns, and low conversion rate, which are not mentioned much, but rather simple. In addition, don't go after hot spots. Many people choose products and like to see a new hot product come out, so they follow suit. As a result, they gain a lot of inventory and have to go out at a loss. In fact, risk aversion is far more important than profit. Success is not good at taking risks, but good at controlling risks. We should try our best to avoid risks on the product side, and the future will be much smoother. Large risks are rejected by one vote, especially large deterministic risks, such as patent infringement, which cannot be touched; Products with poor evaluation are also included in this category. Don't think that you can make a supplementary evaluation later, which is very risky. A gentleman should not stand under a dangerous wall, but try to stay away from risks. Of course, for some products with small risks and unknown risks, if you really want to do it, you should try and make a few mistakes. Failure will not affect the overall situation.
The above is my personal understanding, and I hope it will be helpful to everyone. At the same time, I hope to get more and better suggestions here.
