Wang Hua, the second episode of Internet/mobile Internet startup

Reprinted Note: http://blog.sina.com.cn/s/blog_67e201370100lhjx.html

 

Team

Many early teams tend to focus too much on work and products and forget to develop the team, especially the core staff with complementary capabilities of the founder. In our recently received application for the run-up program, many grassroots teams and products have done a great job, but they are still the same as those of the core members, especially the one or two founders, it is very different from other people's abilities, and such a team will soon be overtaken. You need to know that the competition in the development period is the team, which is hard to hear, the project is gone, the team is strong, and there is still a chance, the project is there, the team is gone, and the competition is over. Therefore, the Founder must have a mind. During the development period, more than half of the time should be spent on the recruitment of core personnel and the development of team capabilities. This is the first priority. If nothing happens, we will leave this to the end. At this stage, we must begin to learn how to find the right people and put them on the right thing, rather than all of them.

When there were less than 10 people in the early days, they were less expensive and less expensive. Instead, they had to be picky. Instead, they would rather have two or three people to do their jobs. This is not to save money

In early development, the fewer people make things, the higher the efficiency, the lower the communication cost, and the easier to unify thoughts.

In the early days, every employee hoped to become a team leader and backbone employee. If you hire two people, you can hire better people for higher-paying shares.

By doing more work, we can make everyone grow faster and more organized. The Founder can cultivate more for everyone.

Start-ups need to have a breath, nine to five, often not conducive to the formation of the company's spiritual culture, that kind of passion momentum

Progressive expansion of Product Development

The Development and Evolution of new product features should follow the progressive evolution principle. New Development can be the same function or product expansion/transplantation to more user groups/platforms, or explore new requirements or functions for existing user groups. Do not develop all-new functions at one time to target all-new user groups. This is a huge leap, with a very high failure rate and a high consumption of time/resources.

In general, the evolution should be based on core functions or core users, and expand to peripheral users and peripheral functions in a progressive manner, for example, follow the steps of user/platform extension> function expansion> User/platform extension> function expansion>.

When developing new features, more than 60% of the resources should be concentrated on the original core requirements and the continued development of user groups to consolidate the advantages. New feature development should also follow the principles in my first set, at the same time only one or two, agile development verification, one new function is verified within one or two weeks, and quickly decide to give up/Add resources, instead of spending 5 or 6 months developing 10 features at the same time. Recently, we have received a plan to easily build a platform. We often plan to store a large number of dishes. For such projects, we recommend that you find a good starting point and get a solid start. The reason why we set the application of mobile Internet and social networks as the theme of this run-up is, in addition to taking into account the development momentum of the industry, the feasibility of product prototypes within three months of the project, and the comprehensive utilization of resources, this is also the reason.

Promotion

Channel, media, market, business cooperation, reputation design, and product mechanism design are all part of broad promotion. The following are the basic principles of promotion, but are often ignored:

1. Clarify the true purpose of promotion. This is often wrong. For example, if you want to register an active user, a lot of PVS are produced. Therefore, it is important to clarify the purpose. Do you want users, traffic, or data? Is it to verify the product scale, analyze the target audience, or other levels of effectiveness?
2. Set up your target tracking system, antispam, and performance metrics before promotion.
3. When selecting a channel, it doesn't look at the total traffic of the channel, but the number of valid users of the channel, and the coincidence with your target user group. The pursuit of total ignoring effectiveness is a common mistake of early companies.
4. Conversely, if you want to find a really effective and cheap channel, you need to thoroughly study the habits of your target users, such as who they are, where they access the Internet, what software they use, and what websites they go, what are living habits;
5. Any promotion, even "free" promotion, similar to Seo, media, exchange, and exclusive cooperation, is cost-effective. It also consumes at least the time and contacts of the team, especially the founders, and even the product experience and cooperation restrictions. Sometimes it is free but the most expensive. All methods should be put together for comparison and measurement during selection.
6. If you are doing large-scale paid promotion, it is best to make the promotion fee back when there is revenue.
7. For each new channel, you must first test the effect for free or in a small amount, calculate the conversion rate and ROI, and then officially launch the product.
8. Select a channel to match your current product maturity and the desired scale. The best channel may not be available in the early stages.

Establish barriers

Once the early user needs are confirmed to have a good growth, we must consider how to establish barriers and competitive advantages. Where barriers can be built are:

1. Team HR advantages
2. Product features and advantages
3. Core technical advantages
4. Content advantages
5. Resource advantages
6. Channel advantages
7. Koubei brand advantages
8. Business Operation advantages
9. User advantage: Number of users, relational networks, or data
10. Ecosystem advantages

We need to analyze the strengths and positions of all potential competitors, compare our teams, user groups, resources and products, and establish a suitable place for us to concentrate resources and build barriers.

Of course, everyone wants 9 and 10, but early teams can only start from 1, 2, 3, 4, to 5, 6, 7, 8, and finally reach 9 and 10. In general, the minimum number of early teams is 4-6 months ahead of competitors in terms of functionality and technology, and the team is better than competitors.

Building barriers can often be combined with user needs and technology to create barriers from where there are no barriers. For example, why did I invest in Thunder? before thunder, there was no barrier for downloading software except for the brand. There is no difference between switching to flashget with network ant. Thunder's p2sp creates the first barrier. Similarly, for files on the next webpage, Software downloading with a large user base is faster than the user base. In this way, even if a new software is better than thunder, as long as his user base is smaller than thunder, he will be slower than thunder, and he will not be able to develop. Students set up a user base barrier for downloading software. Gougou has extended its application from download to resource acquisition. It has created technical and content barriers that keep flashget behind for a long time. Of course, there are also business operation barriers in the future.