With regard to sina weibo, let me first show you three simple data。
No. 1: 154 million active users per day (dau)
No. 2: 340 million per month (mau)
No. 3: total battalion received $650 million in 2016, an increase of more than 70 per cent each year。
I'm sure this data will surprise a lot of people. We often hear people wonder, "we're not finished yet. Why does anyone else use it? Who uses it?"
That's normal. After a major crisis in 2013, weibo experienced a complete rebirth. Today's microblogging is no longer the microblogging of the year, and the user structure has changed substantially。
Users are younger. Users between 16 and 25 years of age (lower secondary school students, high school students, university students, young people who graduate two to three years) account for 70 per cent of the users of microblogging and are at the core. Old users until 2013 were largely completely diluted。
Users are down. It turns out that microblogging users are predominantly urban users in the first and second line, while today users in the third, fourth and even fifth line cities account for more than 50 per cent of live monthly users。
It took us about four years to build a lively new microblogging. It should be said that the restructuring of the operational strategy played a key role。
What i want to share with you today is the five operating minds of the second rise of the new wave。
The dividend period is the devil: stay where you are
Highlights of this section:
Every internet product wants to have an explosive growth dividend。
The dividend period is a demon。
The bottlenecks after the dividend period are the real test for companies。
After the bottlenecks, first we need to get a location
From its launch in 2009 to 2013, weibo experienced an explosive growth phase, with the data curve almost vertical. So a lot of people say, "we support you. You want to kill penguins, we think you can."。
Indeed, before 2013, weibo had taken many turns。
All internet products were generated at the pc end before weibo came out. And the familiar placard — qq was based on the pc before weibo came out. At that time, the design of the products of the internet, the way of thinking, and the dominant consumption patterns were built around the pc end。
We can almost think of twitter as the first application of the mobile phone。
Against this background, all twitter users have placed the needs of all mobile phones on the product. For example, communication and interaction with friends. Weibo's private correspondence was also strong at that time, so it could be met by open communication among users and private communication needs。
Indeed, there were a large number of early users who placed the current need for twitter on twitter. We had some unrealistic ideas at the time. We've produced a product called a close friend, and it's actually a product similar to wesson。
But each product has its own location。
Following the launch of twitter, users moved a large number of social, communication and interactive demands very quickly. Weibo is beginning to enter a phase of development. At this point, many users say that weibo is going to die。
I believe that every internet product is going through this phase: when you have an opportunity to grow, the outside world thinks it's powerful and can do anything。
However, each product encounters bottlenecks。
Now everyone is talking about the “dividend period”. I think the dividend period is a demon。
Everyone believed that nothing could be done after the dividend period. But the real question is, what are you going to do after the platform's rapid and long-term evolution。
What you need to do is think about what your product is. It's very important to stick and position — if you wander and wander, the window of time is over。
At this stage, weibo sees its product positioning: social media. We only do social media, not social communications。
It is precisely because we have come to this point that there has been a radical reversal of microblogging since 2015. This is not what you all imagined as a “sudden fire one day”, but a lot of work has been done。
We turn back to a summary and a reflection。
As a content consumer community, weibo consumes content or services in the form of a small number of people who contribute, and most people consume content/services and interact。
For this pattern, the operation of content producers is in fact the central part。
I divided content producers into three layers: top, centre, tail。
Fast monopoly top: the key to cold startup
Highlights of this section
Top users can bring the initial start-up flow。
The key to product cold-starting is fast-scale coverage of the top。
But at the same time, the top users are unstable and are not at the centre of the guests。
How is the competitiveness of a platform built? It's actually how you build the core space for top users。
The top crowd of xinjiang weibo is star and celebrity. It's characterized by very large start-up traffic。
None of the users of an internet product fell from the sky and were reaching out. When weibo was just launched, the core of its work was soliciting, i. E. Occupying markets. This played a central role in the early days of the new wave。
It took us six months to have a monopoly rapid scale coverage of top users. This is critical for the cold start of social products. The introduction of other competitions will face enormous barriers: the cost of moving users is high。
But believe it or not, it's not always the top that's why users stay to use your product. We are often confused by the top, thinking that when we finish the top, the user stays active。
These are unstable flows。
By 2013, including ourselves, what do we think of twitter? It is a public platform where celebrities, stars and social hotspots can participate. To date, these are still the two strongest attribute labels of microblogging. We never thought there was a problem with these two labels。
But from 2013 onwards, what have we suffered at this most silent stage
Number one, we're coming out. A lot of people don't really know what we believe in. A large number of users, including stars, face a choice when they publish information: should i put it on twitter or on twitter? A large number of users are moving to twitter because of its more sticky and social nature。
Second, as a public platform for discussion of social hot spots, a large number of large vs were sealed on twitter。
Weibo has experienced a “content vacuum” — a great deal of content is being extracted and new content cannot be resupplyed. When the content and diversity available to users are not sufficient, users feel that the product is not fun。
User operations sunk to the centre: core competitiveness to break the bottlenecks
When the head user's influence is weak, it is necessary to sink to the centre。
Central is the core competitiveness that breaks the bottlenecks。
Net red belt traffic and liquidity properties。
We used to do user research, users would say which star i was interested in and who i was concerned about. Actually, the last sentence is product competitiveness。
Star, a traffic entrance. But it's not the star that really stabilizes the user。
A product has an opportunity to survive the post-high-growth bottlenecks and to develop into a highly viscous product with its core in the middle. Users tend to consume your product at more than one point. For example, in addition to the stars, he's focused on several comic worlds of coser, several game anchors, etc。
Why can weibo start in 2015 and reverse it completely
After the bottlenecks experienced in 2013, the downfall of the users began, opening the beginning of the verticalization. This step led to the decision to “save” weibo。
Until then, only stars, the media, and social politics were ranked high in the number of tweets. Other areas cannot be said to be zero, but they are close. Small and medium-sized v has contributed a great deal to microblogging but has not formed a brand。
Thus, much of what we do is to reorient our operations and product structures, to support the growth of small and medium-sized vs, and to make microblogging no longer the only platform of the big vs。
This is an opportunity for the phenomenon of cyberred。
So far, there are 55 tweetsVertical fieldThey are like animation, photography, fun, food, love, games, fashion, makeup, dance, etc. In the area of net red, weibo has successfully developed only garments and cosmetics。
Many people have no idea about the internet red and believe that they were former players like fu yong's sister. But now the concept of cyberspace is completely different from the past。
Net red has two characteristics:
First, bring a precise flow of people. Why does the red red have so much complementarity and interface with ali's electrical platform? The reason is simple: traffic is valuable and requires money to get it。
Second, large-scale realization can be achieved online and sustainable. The new wave is covered by the top10 net red, especially fashion, with an annual turnover of more than 1 billion. During the double-eleventh period, seven seats were held at the microblogging shop at top10, where ali sold clothing。
As a matter of fact, because of the fire in china, we thought we were in front of the world. We went to america a while ago to find out that we were years late. In the united states, cyberred is on the same side with stars: a large number of high-end luxury items, fashion brands choose a star and a cyber-red when they choose their spokesperson。
Cyberred is an ecological and just beginning。
I am convinced that there are still a number of areas in these 55 vertical areas that can be developed to develop the red ecology of the net. For example, this year we are in the field of childcare, and after the completion of a large number of large vs for childcare, we are also able to earn a sustained income by selling some child-rearing products。
There are still great opportunities for excavation and growth。
New wave reading structures and user composition have also changed, based on the downfall of users。
There are now more than 20 areas where more than tens of billions of people are read, and the areas of interest to users are much broader。
Weibo has become a “interest social” product that builds social, consumer and interactive habits based on user interest. This pattern will continue to generate a very strong explosive force, and micro-intelligence, which is dominated by communications, is a completely different category。
For example, the area in which we now have the highest reading volume in the vertical field is the dynamic, which many people do not understand. Indeed, the reason is simple: the consumer and content-supply structures of users are highly correlated, and microblogging is now an entirely youth platform。
Microblogging verticality: adjusting rules for product application
The direction of the product will need to be adjusted accordingly, from product positioning to operational rules。
Underlying rules determine life and death and must be reshaped。
In the era of mobile internet, operational structures need to be open。
The eight years of growth of new wave weibo explain a full growth cycle: how new products start — how to break bottlenecks — how to get to the platform。
What is a platform? The platform has three features:
Users produce content: your services or content are generated by users, not by themselves. You're always closed when no user enters your ecology。
Scaled classification operations: if there is only one single item in the platform, then its sustainability is low and difficult to become a platform。
Business/institutionalization: there are institutions willing to enter the platform for eco-operation, representing a profitable platform and generating new business opportunities。
The downfall of users is key to building competitiveness and barriers on a platform. For example, it is open to question whether it is a platform and whether it is competitive or not that the video site, with head-copy copyright at the top, attracts users to only those films。
And when you decide to make a decision about the downside of the user, and you change the location of the population in the course of the adjustment, you also have to change the direction of your product and the rules of operation。
If it does not change, it is a slogan that cannot land。
We did these things after the user sink。
Quality of user content production and remodeling of bottom rules
When we first did verticalization, the biggest problem we faced was fans. At that time, it was already possible to buy a fan on some of the electric power platforms, and it was finally cheap enough for a fan。
What's the point of a fan like this
So, as we move from big v to small and medium v, the direction of our operation is to restore the value of fans. If fans are worthless, there's no point in working hard。
We were putting forward the waste fans cleanup project. For example, you had 1 million fans, of which 980,000 were fakes, and after we cleaned up, there were 20,000 left。
On the face of the matter, it was simply cleaning up historical waste powder, while at the bottom of the logic it was a huge support for corporate product positioning and ecological support。
It's a starter。
We were faced with a lot of questions. The number one phone call we take every day is, "why do you bring me powder?" "you clean up again and i'm out." "you're out of business without anybody playing."
But optimising ecology is something that must be done during the transition period. It may look small, but it's at the heart of the engine, and it decides to live and die。
If the way we support small and medium v is to pollute them, everything at the bottom is dead. All the work you've done before will go from 10 to 1。
Size-based, enterpriseized classification operations, open operating structures
The portal has many channels, so there is also a lot of sorting. However, such a portal would require developing its own team of 700 to thousands. Otherwise the job won't work。
It's actually designed for the pc-era “block access” product form. At the end of the pc, it is the most efficient to read the plates。
But now it's the age of mobile internet. Most internet products operate in “information flow” modes, such as today's headlines。
Therefore, when we do mobile internet products, the original product structure and operating structure should be changed. If i do a content product, i'm still working on a bunch of editors, a bunch of departments, and i can't do it。
When microblogging began to be verticalized on a scale in 2014, it also entered the wrong zone: each vertical field had its own specialization and different ecology, and we used our own operational teams to do it. Today we're having fun, tomorrow we're having a vacation, and the day after tomorrow we're having a good meal. I found out i couldn't do it。
Then we found a model。
First, we ourselves operate in two or three vertical areas to find ways to operate — to drive a structure with a big v。
In short, it's a big v in all vertical areas。
In fact, it's not just microblogging: all traffic nodes follow big v。
For example, if your advertising doesn't follow big v, it won't work. Why is oppo so successful in acting as an advocate? They really operate as a big v。
Many advertisers sign up for “revolutionary” money to make an ad。
Not like that. Every big v has its own traffic. What kind of traffic you need, your user structure and whether this flow matches, all need to be considered. Why did oppo do it more successfully, they asked the spokespersons not to make commercials, but to make videos or micro-films of various scenes。
It's a breeding plan. Make big v fans your fans. When we started doing it, there were only 230,000 big, vertical vs. But you can't imagine what a five-and-ten-fold head-user growth would bring to this platform。
Second, the vertical open team。
For four or five years, there are only 10 microblogging teams. These 10 people, however, are driven by a team of 400 to 500 collaborators。
In each vertical area, we have selected a team with a deep understanding of the industry and resources to work with. We'll take what we have and put it in every vertical open team. They set rules, harmonize directions and objectives in this area and provide tools (e. G., microblogging certification)。
This mode of operation is inspired by the current fire mcn (multi-cannel network), the content manufacturer model。
Mcn is actually the first institutionalized role in youtube. Like the twitter account, youtube has tens of millions of channels. As a result, companies were created to serve these channels. In previous years, a number of top mcn companies, each serving tens of thousands of channels, had been operating。
In 2015, when weibo made a video, the mcn plan was implemented, further opening up along vertical lines. We have a rule -- weibo no longer connects himself to big v. All outreach and operations are entrusted to cooperating agencies。
As a result, within the open system, microblogging is now increasingly being operated by a large number of head users. There are now more than 1,000 cooperative companies working together to build this platform。
Thirdly, the foundation should be maintained and the strengths of the collaborative team should be harnessed。
If you are working on a vertically open management structure, it is important to be clear that the work you do may be fundamental. Weibo, an operating team of more than 10 people, has always complained to me, "does it make sense to work for others every day without a sense of accomplishment?"
And because of the lack of a sense of achievement, our team flows as well. The stability and loss rate of this team is the same as that of the assistant — i'll be able to do it when i'm done。
But in one platform, rules and infrastructure are at the core。
You can't do it alone, even if you know you're definitely doing better than your partner。
You're gonna teach them how to operate, and let them learn. And if he learns to do so, to use his resources and professional influence。
In the operation of a platform, it is important for those who are responsible for building such basic rules. The key is to keep your hands shut and not do it yourself, and let others do it when they have to。
If you don't, you're a bottleneck。
Creating vertical business ecology
Highlights of this section
The platform has to make money。
In ecological cooperation, the interests of partners are ensured。
In implementation, access to all landing sectors。
All operations, the end result is commercialization. You say you don't make money on a platform, it's all a lie. Weibo considers the ecology of the industry in every vertical field. And the most important thing in industry ecology is business models。
Weibo covers more than 50 industries, each having its own ecology, and it is difficult to sum up in one business model. However, the core role of the platform remains unchanged。
Therefore, building vertical business ecology requires three questions:
What's your character
How do you make money
With whom
Let's give you an example of an interactive tv industry。
What's your character
What is the location of weibo in this industry chain? It's an interactive platform for communication. This means that in this industry, weibo does this only. Thus, in the area of television, twitter is the largest and only dissemination platform. We believe that because it is private, it does not work。
And who else in this ecology
Broadcast platform: television, video website
Producers: television stations, programme producers
This triangle forms a commercial ecology. So, when we do any business or think about a business model, we start thinking about this triangle。
How do you make money
The most important thing in the tv industry is television. You can't do anything without working with people。
But you need to think about what you can bring to this industry. If you can't bring something new, how can people work with you。
So, what can weibo do for tv
We don't make long videos. Because once i do this triangle, i'm going to lose it, and i'm going to compete with tv. So for television stations, we're trying to solve their demands and help them raise their ratings。
Ip values: increased programme impact through communication interactions. Sponsors need to quantify data, and the amount of discussion on the programme in twitter affects not only the end of the programme, but also the client market。
What did weibo get
(b) flow interaction: a large number of comments are interactive and can provide a liveliness for microblogging。
Commercial ecology: sponsors will be able to complete their television ads and expand their placement without placing their sponsorship on television competitors, i. E. On video sites. As a result, they will give the money to twitter, which will allow it to expand marketing。
With whom
You've chosen a tv station and you're going down there to consider who to work with。
All business models end up in a company, even a division of a company, someone. An industry can really be opened up, not to figure out what business models are, but to end up on the ground for implementation。
And it's all about people, departments, companies, and it's really crucial if it works。
Conclusion: operations need to be in the "final" pool to think
When we look at commercial ecology, we are actually linked to our product mechanisms, operations, business thinking, etc。
As an operator, you have to put it in a big pool and think about it. You have to look back for two, three years and see the end. The results will be completely different。
Because if you don't look, there's probably a very obvious pit ahead of you, and you look like you jumped off it, and you're done。
