Rethinking the AARRR model to adapt to the new situation Under the changing environment and huge challenges, how do we need to rethink the AARRR model and adapt to the Internet environment in the new era? In the early stage, a clear business model has not yet been formed. Enterprises generally acquire customers first, and then rely on short-term operations to maintain user scale. The general AARRR model is divided into 5 steps: user acquisition → user activation → user retention → revenue conversion → sharing and pulling new, this is a linear process funnel model. Now that the business model is gradually clear, the cost of attracting new customers has become higher, and the difficulty of maintaining operations has increased. The simple increase in the number of users has become a "pseudo proposition". 1. User acquisition: Products with unqualified self-increasing coefficients are unsustainable In recent years, the popular products in the venture capital circle are all projects with their own customer acquisition attributes or good self-increasing coefficients.
For example, in social e-commerce, each user has a "social circle", and operations only need to focus on one "point" to affect a "face" user, and the cost of customer acquisition is greatly reduced. 2. User activation: under the "big" application trend, diversified product value propositions After the user is activated, the user is acquired, and the core value experience point is found for the user, so that the user can recognize the product and retain it for a long time. One characteristic of domestic products is that any product will eventually become a platform, operating multiple business lines, and diversifying product value propositions. For example, a fitness application keep, which can record fitness routines through the APP, check fitness information, shop, experience offline gyms, and even link related hardware equipment. The platform provides users with a lot of rich functions, but when Phone Number List a new user enters the APP, It is not possible to directly learn the core value expressed by the product, which is a choice problem faced by many companies after expanding their business lines. 3.
User retention: retain the product value boundary of “operation” During the transformation process of user growth, user operation has a boundary, which is limited by product value The basic law of customer retention - 531, 50% of the next day, 30% of the next week, 10% of the next month, but this law obviously does not apply to stranger dating software. In the following case, a social software for strangers still has nearly 20% retention after 60 days of operation. From the data point of view, it is a very good product. According to this model, the daily activity and monthly activity should gradually increase, but after 2 years , the daily activity has encountered a bottleneck and has not grown significantly. The basic assumption about retention in the next month is that when a user is willing to use the product for 30 days, he has fully experienced the value of the product, and will stay for 60 days, 90 days, 120 days...for a long time.