When I was working at ofo, the CEO of ofo said that he hoped to make a sprint, so that the daily order volume would reach a peak, and it would be better to exceed 30 million orders. When I received this task, it was Wednesday. As the order volume of Friday is usually the peak of the week, we decided to sprint this peak on Friday. From a purely operational point of view, it is normal to have a campaign to rush orders, boost team morale, and give confidence to the capital markets. But from the point of view of user growth, to do a one-time event, I think the revenue is very low. So I decided to make it a regular series, repeated every Friday. This will allow users to gradually form a habit, every Friday the default choice to ride a small yellow bike. On the basis of the previous Hongbao bike activity, we created a series of theme separately on Friday, and added some surprise prizes in the Hongbao bike. In this way, users can ride every Friday, not only get a random cycling red envelope, but also can win a surprise popular prize. We all know that, with the exception of the holidays, our lives are generally weekly, and most products have repeated user activity on a weekly basis. We can see that the total activity or transaction curve (such as DAU or order volume) for all users is similar from week to week, except for holidays. And people want to form a habit, also need a certain degree of repetition.

So, user growth is about long-term performance, not short-term performance. Simply doing a spike sprint doesn't make a lot of sense from a user growth perspective, although it is necessary from other perspectives. If we do a series of activities every Friday and let the user choose the yellow bike, then slowly, the user will subconsciously form the habit of riding the yellow bike on Friday. If a user gets into the habit of riding a yellow bike on a Friday, they will continue to do so even if the incentives for subsequent activities wane. At the time, I named the event Super Friday. In fact, during the discussion, the first name that popped into my mind was "Yellow Friday". The name of this activity was very consistent with the brand color of yellow cars, but it had bad associations, so I finally chose a neutral name like "Super Friday". During the first phase of Super Friday, ofo's daily orders hit 32 million, the highest ever for bike-sharing, a peak that is expected to be unsurpassed today. In the following Friday, we will do a different theme, different brands, send different benefits to users. As Super Friday gets louder and louder, it gets easier to talk about brand partnerships. The event also greatly motivated the offline operation team and provided them with a starting point. They organized the offline team every week to rush the orders of the week on Friday. Some city operations teams have even negotiated for free giant screens at local malls to promote Super Friday. In addition, the offline operations team has designed some Super Friday chest and back stickers to be attached to the reflective vests of the operators, which can be pulled out and reused every Friday. This periodically repeated "Super Friday" activity facilitates the linkage between users and small yellow carts, online and offline linkage, and headquarters and cities. Growth-oriented operations focus on the improvement of LTV, which is generally achieved by guiding users to generate HVA.

Therefore, growth-oriented operations must focus on the guidance of HVA. Growth activities are not judged by the results of the activities in the current period, but by changing the trajectory of user growth through the occurrence of HVA. In 2018, I was in charge of user growth and user operation at Shell Housing. At the time, the team was talking about doing a lottery type game to increase user activity. However, in my opinion, a simple lottery may attract users to open the App, but the value is not large, because it only attracts users to visit the app for a single time, which does not have a big impact on users' long-term behavior and does not effectively increase LTV. At the time, my advice to the team was to shape the campaign in a way that would contribute to the long-term conversion of users. Transactions in the real estate sector are of very low frequency. If leasing is not considered, the LTV of users is either zero or very large, which is a typical ultra-low frequency ultra-high customer unit price. In fact, we can think of user transactions in the real estate sector as a one-shot sale, without considering the re-purchase. In this way, compared with high-frequency products to improve LTV, all the activities we do are to find ways to improve the user's order probability. The cycle of real estate transaction is relatively long, and there are many links involved in the middle. Therefore, in order to improve the probability of users' order, users should experience the functions that are more helpful for users to buy or sell houses in the product. Many times, users are not aware of these features. This requires designing some bootstrap logic and even giving users incentives to experience these core features.

When I was working at ofo, the CEO of ofo said that he hoped to make a sprint, so that the daily order volume would reach a peak, and it would be better to exceed 30 million orders. When I received this task, it was Wednesday. As the order volume of Friday is usually the peak of the week, we decided to sprint this peak on Friday. From a purely operational point of view, it is normal to have a campaign to rush orders, boost team morale, and give confidence to the capital markets. But from the point of view of user growth, to do a one-time event, I think the revenue is very low. So I decided to make it a regular series, repeated every Friday. This will allow users to gradually form a habit, every Friday the default choice to ride a small yellow bike. On the basis of the previous Hongbao bike activity, we created a series of theme separately on Friday, and added some surprise prizes in the Hongbao bike. In this way, users can ride every Friday, not only get a random cycling red envelope, but also can win a surprise popular prize. We all know that, with the exception of the holidays, our lives are generally weekly, and most products have repeated user activity on a weekly basis. We can see that the total activity or transaction curve (such as DAU or order volume) for all users is similar from week to week, except for holidays. And people want to form a habit, also need a certain degree of repetition.

So, user growth is about long-term performance, not short-term performance. Simply doing a spike sprint doesn't make a lot of sense from a user growth perspective, although it is necessary from other perspectives. If we do a series of activities every Friday and let the user choose the yellow bike, then slowly, the user will subconsciously form the habit of riding the yellow bike on Friday. If a user gets into the habit of riding a yellow bike on a Friday, they will continue to do so even if the incentives for subsequent activities wane. At the time, I named the event Super Friday. In fact, during the discussion, the first name that popped into my mind was "Yellow Friday". The name of this activity was very consistent with the brand color of yellow cars, but it had bad associations, so I finally chose a neutral name like "Super Friday". During the first phase of Super Friday, ofo's daily orders hit 32 million, the highest ever for bike-sharing, a peak that is expected to be unsurpassed today. In the following Friday, we will do a different theme, different brands, send different benefits to users. As Super Friday gets louder and louder, it gets easier to talk about brand partnerships. The event also greatly motivated the offline operation team and provided them with a starting point. They organized the offline team every week to rush the orders of the week on Friday. Some city operations teams have even negotiated for free giant screens at local malls to promote Super Friday. In addition, the offline operations team has designed some Super Friday chest and back stickers to be attached to the reflective vests of the operators, which can be pulled out and reused every Friday. This periodically repeated "Super Friday" activity facilitates the linkage between users and small yellow carts, online and offline linkage, and headquarters and cities. Growth-oriented operations focus on the improvement of LTV, which is generally achieved by guiding users to generate HVA.

Therefore, growth-oriented operations must focus on the guidance of HVA. Growth activities are not judged by the results of the activities in the current period, but by changing the trajectory of user growth through the occurrence of HVA. In 2018, I was in charge of user growth and user operation at Shell Housing. At the time, the team was talking about doing a lottery type game to increase user activity. However, in my opinion, a simple lottery may attract users to open the App, but the value is not large, because it only attracts users to visit the app for a single time, which does not have a big impact on users' long-term behavior and does not effectively increase LTV. At the time, my advice to the team was to shape the campaign in a way that would contribute to the long-term conversion of users. Transactions in the real estate sector are of very low frequency. If leasing is not considered, the LTV of users is either zero or very large, which is a typical ultra-low frequency ultra-high customer unit price. In fact, we can think of user transactions in the real estate sector as a one-shot sale, without considering the re-purchase. In this way, compared with high-frequency products to improve LTV, all the activities we do are to find ways to improve the user's order probability. The cycle of real estate transaction is relatively long, and there are many links involved in the middle. Therefore, in order to improve the probability of users' order, users should experience the functions that are more helpful for users to buy or sell houses in the product. Many times, users are not aware of these features. This requires designing some bootstrap logic and even giving users incentives to experience these core features.