Offline visits cause merchants to mistakenly think they are disturbed and company email list become disgusted
Assuming that happens, there are 2 countermeasures:
Be prepared to visit Huashu and explain and appease Huashu, explain on the spot, reduce misunderstandings, and continue to investigate.
I understood the misunderstanding, left the store after explaining, and visited the next store to pay attention to improvement.
2. The message push behavior causes the merchant to mistakenly think that it is disturbed and block it
2 solutions:
Reduce the overall frequency of message reach, including text messages, phone calls, and official accounts.
Optimize and adjust push copywriting to improve the open rate and acceptance of touch;
3. The improvement of operational indicators is not obvious, and the effect is poor
After the pilot was selected, a trial period of 1-2 months was carried out.
Assuming that the effect is not good, analyze and improve in steps from the following 3 aspects:
The first choice is to see whether the current activity itself has obvious experience problems, such as interaction logic, reward policy, push time period, etc. Look at the buried data to find the reason.
Is the base of pilot merchants small? Expand the scope of the pilot and implement it for another month; if there is no improvement, go to the second step.
During the same period of expanding the scope of the pilot, conduct on-site visits or questionnaires; optimize the iterative promotion strategy.
If the above three aspects company email list are improved, the effect is not obvious. It is possible to verify that with the current user base, it is not easy to be effective with a small base or this method is not feasible, and the general direction is wrong; even if the operation activities are carried out, the problem of activity and churn cannot be changed, and other solutions will be found.
4. Good operation effect, imitated by competitors in the same industry
It is assumed that the implementation of the operation activities has a considerable effect, whether it is reflected in the background data or the feedback from the business return survey and good evaluation.
First of all, for the company, it must be positive; if it is found that it is copied by competitors, it seems like a risk, but it is actually a good thing. When the water is clear, there will be no fish, no competition and no interests; we don’t have to worry company email list or stop at all, and there is no need to think about competing products.
In reverse thinking, 3 solutions can be taken:
Being imitated means that it has been excellent, and continues to innovate and enrich its own operation strategy, and summarize it into a methodology;
Packaging this behavioral phenomenon into a surprise PR draft, "reverse" propaganda;
Secretly visit the stores of competing products to experience their corresponding operating activities and analyze them objectively;
6. The need for resources
1. Departmental coordination
Scenario Department: Mainly, the activities involve preferential welfare projects such as red envelopes and lease extension, which must be synchronized with sales colleagues; key points include lease extension, red envelopes, and pilot screening;
Operation Department: mainly for the use of robot functions and the acquisition of data on the use of small programs; the key points include entry and withdrawal, lease withdrawal, and use of small programs;
Product Department: It is mainly about the formulation of short-term and medium-term promotion strategies and the discussion of operation logic; the key points include operation strategy, product design, and interaction logic;
Design Department: mainly discusses the style of page design; the key points include inducing strength, beauty, and experience;
R&D Department: It is mainly to ensure the technical feasibility and practical implementation operability under the premise that the product logic is feasible; the key points include red envelope payment, coupon payment, and task review;
Customer Service Department: Mainly after the implementation of the activity, return visits and investigations by telephone; and recall silent users to promote activities; key points include red envelope payment, coupon payment, and task review.
2. Operating costs
Customer research: the cost of transportation and telephone costs; the return of the cost is to approve the identity and master the trial situation.
Mini Program User Promotion: Costs include SMS fees, telephone fees, and red envelope fees; cost returns include 3 aspects to actively activate silent users, increase access rates, and enhance the utilization rate of Lucky Leopard functions; stimulate employee users to use Lucky Leopard Dependency; strengthen the satisfaction of business owners with products and brands, and increase the lease renewal rate.
Recall of Mini Program users: The cost is mainly telephone charges and SMS fees; the cost return is to recall lost and pre-churned users, and strengthen the usage rate of Mini Programs.