I'll do itMarket operationsTwelve years in this business, from the very beginning of the sale at the fast-release company, to the end show, to the subsequent team to do the private, content and data medium. The four words of market operations management, in the words of the heart, are understood by many as "management of the budget, targeting of targets, rushing progress." but when you really come down, it's much more than administrative coordination, it's a system that screws resources, people, channels, data into a thread。
What about market management
A lot of people with a team came up with the kpi system, the cpm, the roi, the conversion rate, and i hate to put three tables on every colleague's desk. I've done this earlier, and as a result, the teams are filling out their reports every day, their movements are getting stiffer, and the brand temperature that the user senses is dropping. Then i re-engineered my thinking and put 80% of the weight on two indicators: user retention and repurchase. Twenty percent depends on the quality of implementation. With few indicators, you know what to do。
To land, i care more about one thing..Don't have a briefing on mondayI don't know. Every monday morning, 40 minutes, everyone stood up for the last week's data, this week's schedule, and who needs to work with. No ppt, no reading. Those who were stuck on the spot said that they could be solved on the spot, and those who could not be resolved wrote down their responses by friday. The rhythm lasted two years, the team responded twice as fast as before, and the information was no longer suffocated。
What's the problem with market operations
The hardest part is never to do anythingIt's a cross-sectionI don't know. The market wants a joint campaign to reschedule products, supply chain plus inventory, financial approval of budgets, and judicial review contracts. Any link is stuck and the whole chain stops. I brought a 12-person market team at the third company, one-third of the time a week at the "moment." then we talked to the vp, comparing cross-sectoral synergies with the okr, into each other's performance, so that efficiency can really be brought up。
The other pit is the budget. Small companies don't have a choice, but medium-sized companies are the most delicate. The boss says, "twenty percent of this year's market budget," you cut down the core channel and dropped the brand volume by a step, and next year's budget is back, the user's mind is already in the game. That's why you can't cut the budgetSave the minimum exposure to the coreGet the long end out of there. This is the most expensive lesson i've learned in the budget contraction round of 2003。
There is no standard answer to market operations management, but there are a few simple principles that can help you not to go the wrong way: do not be greedy about indicators, do not be greedy about meetings and set rules ahead of time for cross-sectoral matters. The rest is a fight with a team. Slow down. Don't stop。
