Typically, each line of business on a platform has its own personalized growth needs and has a strong incentive to build its own growth team. However, user growth is a relatively specialized job, and people often do not recognize its specialization, so business lines often fail to accurately identify growth talents when building growth teams. Since the user growth of each business line is closely related to the overall user growth of the platform, it is better for the user growth center to recruit the growth personnel of each business line, and then BP them to each business line to support the growth of each business line. The growth BP assigned to each line of business generally reports to the line of business leader and the head of the growth center. The quantitative performance of increasing BP should be determined completely according to the growth target of the business line. And the ability to grow the BP growth part is determined by the growth platform. In other words, the performance of a growing BP should be determined more by the line of business, and its promotion should be determined more by the growth middle office. Growth BP's work in the line of business is made easier by having the full support of the line of business leaders, because growth is an integrated effort that can't be done by one or two people or teams alone. When it comes to the design and implementation of each growth project, it should return to the growth center and be reviewed and controlled by the growth expert group to ensure the high-quality design and implementation of the project plan. Typically, each line of business on a platform has its own personalized growth needs and has a strong incentive to build its own growth team. However, user growth is a relatively specialized job, and people often do not recognize its specialization, so business lines often fail to accurately identify growth talents when building growth teams. Since the user growth of each business line is closely related to the overall user growth of the platform, it is better for the user growth center to recruit the growth personnel of each business line, and then BP them to each business line to support the growth of each business line. The growth BP assigned to each line of business generally reports to the line of business leader and the head of the growth center.

The quantitative performance of increasing BP should be determined completely according to the growth target of the business line. And the ability to grow the BP growth part is determined by the growth platform. In other words, the performance of a growing BP should be determined more by the line of business, and its promotion should be determined more by the growth middle office. Growth BP's work in the line of business is made easier by having the full support of the line of business leaders, because growth is an integrated effort that can't be done by one or two people or teams alone. When it comes to the design and implementation of each growth project, it should return to the growth center and be reviewed and controlled by the growth expert group to ensure the high-quality design and implementation of the project plan.

Typically, each line of business on a platform has its own personalized growth needs and has a strong incentive to build its own growth team. However, user growth is a relatively specialized job, and people often do not recognize its specialization, so business lines often fail to accurately identify growth talents when building growth teams. Since the user growth of each business line is closely related to the overall user growth of the platform, it is better for the user growth center to recruit the growth personnel of each business line, and then BP them to each business line to support the growth of each business line. The growth BP assigned to each line of business generally reports to the line of business leader and the head of the growth center. The quantitative performance of increasing BP should be determined completely according to the growth target of the business line. And the ability to grow the BP growth part is determined by the growth platform. In other words, the performance of a growing BP should be determined more by the line of business, and its promotion should be determined more by the growth middle office. Growth BP's work in the line of business is made easier by having the full support of the line of business leaders, because growth is an integrated effort that can't be done by one or two people or teams alone. When it comes to the design and implementation of each growth project, it should return to the growth center and be reviewed and controlled by the growth expert group to ensure the high-quality design and implementation of the project plan. Typically, each line of business on a platform has its own personalized growth needs and has a strong incentive to build its own growth team. However, user growth is a relatively specialized job, and people often do not recognize its specialization, so business lines often fail to accurately identify growth talents when building growth teams. Since the user growth of each business line is closely related to the overall user growth of the platform, it is better for the user growth center to recruit the growth personnel of each business line, and then BP them to each business line to support the growth of each business line. The growth BP assigned to each line of business generally reports to the line of business leader and the head of the growth center.

The quantitative performance of increasing BP should be determined completely according to the growth target of the business line. And the ability to grow the BP growth part is determined by the growth platform. In other words, the performance of a growing BP should be determined more by the line of business, and its promotion should be determined more by the growth middle office. Growth BP's work in the line of business is made easier by having the full support of the line of business leaders, because growth is an integrated effort that can't be done by one or two people or teams alone. When it comes to the design and implementation of each growth project, it should return to the growth center and be reviewed and controlled by the growth expert group to ensure the high-quality design and implementation of the project plan.