In the age of mobile games boom, N dead ends of the team

Behind the boom in the mobile game market, entrepreneurs cannot be blindly optimistic

Dolphin (mobile game practitioners)

First of all, I wrote this article with a very heavy mood. A few years ago, I wrote about the boom crisis of webgame IN THE webgame market, everything that was previously written has been verified by the market. At the same time, webgame entrepreneurs of all types should die. Now, the same mobile games have begun to flourish, with investment in the world and small entrepreneurial teams in the world. It can even be said that this wave of mobile games is far behind webgame. I hope that this writing will give entrepreneurs with full dreams a clear understanding of the road ahead.

This time, I did not write about the market analysis. The mobile gaming market has a lot of hot networks and I will not talk about it any more. This time I will talk about the possible death of teams at all levels.

Class A Team

We have already received tens of millions of funds. This kind of team is lucky to have a lot of money available in the early stages of the current market, so we don't have to worry about survival in a short time, you can happily do what you want to do. However, things often do not develop as we want. Most of these teams will die suddenly, and only a few companies can succeed. How can they succeed, analyze how such companies will die.

The first method is to use eggs instead of baskets.

A team is bound to quickly establish a team because of money. At the same time, N project teams are started simultaneously. In terms of normal thinking, I have money. I want to get more products, it is not wrong to put more eggs in the basket, but it is precisely the same idea, because our entrepreneurs did not find that they are not putting more baskets, but doing n more eggs, their hands are so big, and the final result is obvious. If there are too many eggs, he can't hold them all. Of course, some of them will say that we have the money to fight, but the actual situation is that acrobatics are not completed in one day. If your team does not have the talent to practice acrobatics, if you have more money, please calm down and prepare a product. When a product really makes money, it is no longer necessary to practice acrobatics.

The second method is to try again.

There is often a reason for a team to get money. Most of them are common because they have participated in a successful product of tens of millions in the past, and investors often pay attention to this, but that's why they died. A very large team is required to implement a product of tens of millions, rather than the real team decision makers or bosses, they are often very limited in terms of what they can do. Once they perform their own operations, they will easily make mistakes of course, what I heard most about is that our previous products paid RMB in advertising fees, so we had to get rid of all the ammunition, in the end, the eggs become poached eggs and no more chicks can be incubated. So if you have participated in a successful product before, but it does not mean that you can make a successful product, the true success is to find it by yourself. If you have money, you can touch the stone to cross the river, don't rush to express yourself.

There are still many other ways to die for a team, but the above two are often the most unfortunate. Maybe these teams really want to do things, but their cognitive bias, so they missed the opportunity.

Team B

I have already received millions of funds, and these teams are also lucky. At the early stage of the market, they will not starve to death, and Team B will not make mistakes in Team A because of limited funds, because of their limited money, there will be no problem with N eggs, nor the world's dummies. At the same time, I personally think that in this wave of heat, Team B is indeed the most likely to make a good product. However, such teams also have fatal blind spots.

The first method is to break yourself down.

Class B teams often make a product first. After the product R & D of our entrepreneurs is completed, they are immersed in excitement. The external departments of the team are responsible for a large number of channels for access, everything is normal and natural, but when the team receives numerous channels, it suddenly finds that the product cannot make any money. What should we do if it is over? If there is a problem with the product quality, it must be changed. At the same time, the business department cannot stop or continue to take over. Most decision makers make this decision when facing this situation. This is exactly the right decision, but it will bring most teams into the trap.

The reality is that the channel was not mature enough in the early stage. In the same period, all the channels reported the problem back. After the technical team worked hard to solve the problem, the technical team had a good hard connection, if the technical team is not good enough, the Operation Team will immediately complain about the poor technical team. After the operation team completes, it will constantly give the technical team a large number of product changes, the entire team entered a thorough chaos due to the rapid development channels in the early stage, and finally entered an endless loop. The more channels, the greater the workload of the product team, and the more content modified, the final product rectification is likely to enter the blind stage. At this time, the team is not far from death.

When your product cannot actually make money, you should first only use individual channels and do not rush to start your business. The R & D of your product will only start after it is launched, it is most appropriate to start the channel at full speed when the product is truly profitable.

The second method is too bad.

There are a lot of dead tricks on Team B. The correct one is to concentrate on a channel first, optimize your product, and then quickly expand it. This idea is correct, however, our team will often die. Because it will be pitted by channels, a slightly larger channel will now be equipped with an operation team to review and evaluate the product quality of product vendors, but it is worth remembering that it is only for review and evaluation, not optimization.

Our entrepreneurial teams tend to blindly follow the operations of large channels. This does not mean that channel operation teams will not operate and do not know how to optimize products, however, the product team does not understand that the operator of the channel is facing a large number of products every day, and their attention to a product is limited, channel operations are usually in good intentions to tell the product vendors their feelings about the product. After the product vendors are finished, they will change the product according to the opinions of the channel providers. However, the problem arises at this time, the main data actually viewed by the channel provider is the ARPU value and retention rate. The product opinion provided by an operator without understanding the internal user behavior data of the product, it is often the individual feelings of the operators themselves. You can imagine how to change the product based on the individual feelings.

The final result is that our team constantly changes and changes based on channel opinions, and the channel constantly feedback data is still not good. After two or three rounds of change, the product team is lost again, is there a wrong choice for our products? At this time, either the team began to work hard to store the channel back to the first method of death, or the team began to make new products back to the multiple eggs of Class A products.

In fact, to optimize their products, the team must first have their own data analysis and mining capabilities. If they do not, they should introduce external resources, however, we absolutely need to ensure that our team can optimize the product in the right direction, rather than bringing it into the trap. Remember that the optimization of the 1.1 products cannot exceed three months. If the optimization has not been completed for three months, it is not a product problem, but a human problem. In which stage there must be an error, the person who quickly identified the problem solved the problem and moved forward.

A B-type team is most likely to have a quality game level, because it is easy to focus, but whether it is really fast enough while focusing is accurate enough will determine the life and death of the team.

Class C Team

C-type teams are the most popular entrepreneurs in the market today. They don't have a lot of money, they live in small offices, they have a few computers, they work hard, and they dream of a rich night. Such teams are the most dynamic and the fastest, but also the mainstay of the market. There are many misunderstandings about how these teams die.

The first misunderstanding has an idea and several core team members can find money.

Many entrepreneurs think that they can find investment if they have an idea and a few brothers who work together. But the fact is that people have to pay for your ideas. These entrepreneurs have never thought about this question, the idea is just an idea before it becomes a product. It is worthless for investors. Of course, some people may say that someone has come up with an idea to find the money. It is true that there is money, but that is not the case, from the investor's perspective, the best thing is that the lower the risk of a project, the more willing they are to invest, rather than the newer the idea, the more willing they are to invest, because investors are doing a pure business, the basic principle of business is to make money. If you don't even know whether or not you can make money, an idea that can find money is almost the same as winning the prize. Investors' money is just a icing on the cake, not a carbon feed in the snow. If you have an idea and a team, you can turn the idea into a reality as soon as possible. After you finish looking for money, it will be much smoother.

The second misunderstanding is that the product can make money when it comes out.

Many entrepreneurs think they can make money after development. The fact is that the product cannot be recognized by the market, and the product is the end of the team. The team leader must consider a problem, that is, how to make money for your products by allowing your team to borrow external force as much as possible. Product Data Mining, product optimization, and channel resource solutions must be taken into consideration. Otherwise, the product will come out and you will die. It is important to make rational use of external resources to survive.

Third misunderstanding: Why do I have to find money when my products make money?

Entrepreneurs say that since my products can make money, they still need to find money. Of course, they cannot find money when making money. But in fact, they have the same problem: Investors are doing business, if your business cannot make money, you can only ask for money, but your product can make money, even if it is only one dollar more than enough to support the team, then your business is to make money, at this time, investors will be very welcome when you look for money, instead of asking investors or persuading investors. The biggest goal of looking for investors is not to improve the current living environment of the team, it is more important to support your own projects through resources other than the investor's funds. You can only give money to investors who cannot help the team, it is the least valuable to the team. The team needs to have the ability to survive. When your ability to survive is cultivated, you will go better.

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