Since taking over the commercialization of the company's B-side in 2018, I have a lot of emotions about the company's commercialization process and its own growth in the past two years. Taking the opportunity of this article to review the process of the company's commercialization sector, I also talked about my views on the commercialization of the B-side.
1. Start of commercialization
When the first commercialization attempt was made, it was actually the time when the company urgently needed to realize rapid realization.
Therefore, when formulating the products, three VIP packages were scribbled directly. The products contained too much content and the configuration was unreasonable. The price was only set for large cooperative merchants at that time. With the help of sales, the first batch of VIP packages It was sold out, and many companies bought shares for two years.
During the monthly inventory of the entire platform, it was found that the companies that purchased the VIP package had a great impact on the content of the platform. Due to the unbalanced content ratio, the information quality of the platform has dropped by 10%, and the amount of information of small and medium-sized enterprises has declined. Due to the change in the emphasis on information, the user operations and activity on the C-side have also declined.
Summary: It is unreasonable to rashly launch value-added services without sorting out the information composition and influencing factors of the platform. The package content and price launched are only for large enterprises, and the content configuration is unreasonable, causing large enterprises to spam information. When small enterprises cannot meet the demand, they are unwilling to continue to produce content, which in turn affects the experience of C-end users.
Sometimes when faced with the boss's head-beating idea, you need to have your own product rhythm and learn to say no. Especially in the face of commercialization, if you do not grasp the degree of success, it will cause an imbalance in the user experience and affect the overall situation.
2. Commercialization planning
After finding problems in the first commercialization attempt, we comprehensively organized and reviewed the content, functions, and information release of the platform, and found that no matter what type of enterprise, the activity track and function usage of the platform are very consistent with the two Eight principles, 80% of enterprises use only 20% of the main functions of the platform.
Therefore, in the first phase, we extracted three main functions and sold them as single products of value-added services. After the three single products were launched, the flow of value-added services immediately took a qualitative leap. In the monthly inventory, small and medium-sized enterprises accounted for 70% of the purchases, and the quality of information release also returned to normal levels.
Summary: B-side value-added services as tool-type products do not need to store a large number of SKUs like e-commerce platforms, as long as the products meet customer needs. In this way, it only takes 20% of the resources to complete 80% of the requirements.
For the platform, this attempt is the first step in the successful commercialization of the platform. Starting from the reality of the platform, extract the most core functions to build a commercial base, and start planning the entire business sector.
3. Commercial growth
Three months after the successful completion of the single product function in the first step, we conducted a survey. This time, we found that after the single product was launched, 80% of the purchase needs of enterprise users have been met, and we need to continue to dig out the in-depth experience of the enterprise. demand, and improve payment incentives.
First, we try to rank enterprise users from several dimensions:
In terms of scale, it is mainly large chain retail enterprises, small and medium-sized enterprises, and individual teams;
From the point of enterprise payment, it is divided into high-paying enterprises, medium-paying enterprises, low-paying enterprises, and non-paying enterprises;
From the perspective of enterprise activity, it is divided into high activity enterprises, medium activity enterprises, and low activity enterprises.
According to the analysis of the daily purchasing behavior of these companies, it will be found that since the platform does not have a shopping cart function, whether it is a small and medium-sized enterprise/individual team that purchases services on the platform by itself, or a large chain retail enterprise that is closely connected with sales, There is a demand for a variety of commodity combinations.
In response to such user feedback, we launched the product package function, and simultaneously launched the coupon function. Among them, the product package function provides combined discounts for corporate users. Colleagues in business operations can easily adjust and promote according to recent changes in the content of the platform information, or according to various marketing time points.
The function of coupons is to stimulate users to repurchase by learning from the practices of e-commerce platforms, and use the issuance of country email list coupons as a touch point to remind corporate users to return to the platform.
After the coupon function is launched, we will also set product packages and prices according to the characteristics of the anchoring effect to stimulate corporate users to pay. After that, at the time of the e-commerce festival, we will join in the fun and issue platform coupons. After all, what users need is not necessarily to take advantage, but to take advantage of it.
Conclusion: optimization must be done on the basis of a solid commercialization base. It is precisely because of the successful sales of value-added services that have been successfully verified before, optimization and in-depth development can be carried out on this basis; after this optimization, the platform online value-added services The sales model has been established and closely aligned with the business, achieving a stable flow and customer base.