[Reading Reflection #3] Kaixin network has gone from the top to the bottom
When I read the tenth chapter of Groundswell, I saw the author mentioned an unsuccessful case: a company's marketing personnel plan to make an official official blog similar to Fastlane company, but not published a blog after eight months. Because managers don't know what groundswell is, they don't know how to manage it, and worry about the customers' negative comments that may be received. Fortunately, the experts in the market department did not give up. They began to look for people who often contacted groundswell in daily life, and finally decided to let the founder manage official blogs, because "as the founder, he had a unique perspective-what the company stood for and where it was headed-that he wanted to share with customers and that customers wanted to hear about."(Li and Bernoff, 222) Two months later, the company launched a blog finally and successfully started operation.
Through the case in the book, I think of the happy net that was popular in China in 2008.
Kaixin provides users with rich and easy-to-use social tools including diary, photo album, dynamic record, post transfer and social games, making it more closely related to family members, friends, classmates and colleagues in relaxed interaction. At the end of April 2012, registered users has exceeded 130 million, has become the most Chinese leading and most influential real name social networking sites. In July 21, 2016, Kaixin was bought by an unknown company, the founder and CEO Cheng announced his departure. Through the book "groudswell", I began to reflect on why the happy network that had been popular has become the way it is. Let me give you a brief analysis of the reason why Kaixin network has gone from the top to the bottom.
In 2008 when I was a junior high school student, when I came home from school every day the first thing is to visit happy net "steal plant", (everyone has a garden, if you do not timely harvest their flowers or vegetables will be sold to other users stolen) I and my good friend in order to harvest their vegetable,we have set the alarm to get up at three in the morning .
We will also fight for a game called "parking space". (everyone has to put his car in someone else's parking lot. If somebody doesn't find a parking space, you need pay for the police because you didn't stop.) this situation has lasted for a year. When I graduated from junior high school, no one had continued to "steal vegetables" and "robbed the parking lot". Today, whenever I recall the time of the year, I always miss the youth and happiness of that time, and also think about the reasons for the failure of the happy net.
I summed up the reason for two points: the proud founder and the single management team.
When Cheng started the happy net, the only partner, Yu, was responsible for the management of the product. Cheng is also a technical product origin. He has not managed the non product category personnel, and this personality is low, and he does not like cooperation. This leads to the inconsistency between the founder and the product manager. In early 2009, there were about more than 50 people in the Kaixin network, mainly the products, technology and visual designers. There were no brands, market, public relations, business and government affairs, etc., that is, Kaixin didn't realize how to manage the team and how to promote it.
In 2008, Chen "copied" the happy net, launched the fake happy net, grabbed the domain name of kaixin.com. The infamous move first to Cheng Binghao ears, he was "proud and arrogant", "I think that as long as the products, technology better than him, a domain name can do?" I'm not the only one that we (Cheng, happy net management) the reaction of irrational hatred, filled with a "corporate nationalism"." Now, it seems very irrational that in the 2016 blog, Cheng said, "in the final analysis, it was because I was too proud at that time." (Cheng)
At that time, Cheng didn't expect to join operation partners in time to help himself to groundswell. If Cheng could realize this problem, he could get away from his daily affairs and deal with such problems as fake Kaixin and listing financing in time. Due to the lack of process management and team pride, the happy net from the peak to the decline, the process no more energy to market maintenance and customer segmentation, people think the monotonicity of the game is not enough to let them continue to visit happy net, but also in the happy net message, and there is no market management team timely and solve the problem and suggestions proposed by the customer.
Through the case of happy net, do you know the cause of the decline of the happy net? The vision created by Kaixin is to help more people happy, but the founders did not focus on the three elements of a more harmonious relationship with their customers:" it’s important to take this step by step, each of these stepping-stones leads in a natural progression to the next step, and have to have executive support.(Li, 221)" Instead of concentrating on product and technical issues.
In 2016, Cheng said in its blog: recall that many years, like their own by standing on a cliff, and heaven and earth had no way out, only eight years of struggle to write down your heart: "victory or defeat is not made peace with him!" One end of the article, Cheng Binghao into a song of Dayou Luo, the song is called "the bright days". There are so many words in the lyrics: "you and I have been crying for the ideal / all the time, and we have cried / laughed together. I hope you will remember / always remember / we once had bright days".
When I read the tenth chapter of Groundswell, I saw the author mentioned an unsuccessful case: a company's marketing personnel plan to make an official official blog similar to Fastlane company, but not published a blog after eight months. Because managers don't know what groundswell is, they don't know how to manage it, and worry about the customers' negative comments that may be received. Fortunately, the experts in the market department did not give up. They began to look for people who often contacted groundswell in daily life, and finally decided to let the founder manage official blogs, because "as the founder, he had a unique perspective-what the company stood for and where it was headed-that he wanted to share with customers and that customers wanted to hear about."(Li and Bernoff, 222) Two months later, the company launched a blog finally and successfully started operation.
Through the case in the book, I think of the happy net that was popular in China in 2008.
In 2008 when I was a junior high school student, when I came home from school every day the first thing is to visit happy net "steal plant", (everyone has a garden, if you do not timely harvest their flowers or vegetables will be sold to other users stolen) I and my good friend in order to harvest their vegetable,we have set the alarm to get up at three in the morning .
I summed up the reason for two points: the proud founder and the single management team.
When Cheng started the happy net, the only partner, Yu, was responsible for the management of the product. Cheng is also a technical product origin. He has not managed the non product category personnel, and this personality is low, and he does not like cooperation. This leads to the inconsistency between the founder and the product manager. In early 2009, there were about more than 50 people in the Kaixin network, mainly the products, technology and visual designers. There were no brands, market, public relations, business and government affairs, etc., that is, Kaixin didn't realize how to manage the team and how to promote it.
In 2008, Chen "copied" the happy net, launched the fake happy net, grabbed the domain name of kaixin.com. The infamous move first to Cheng Binghao ears, he was "proud and arrogant", "I think that as long as the products, technology better than him, a domain name can do?" I'm not the only one that we (Cheng, happy net management) the reaction of irrational hatred, filled with a "corporate nationalism"." Now, it seems very irrational that in the 2016 blog, Cheng said, "in the final analysis, it was because I was too proud at that time." (Cheng)
At that time, Cheng didn't expect to join operation partners in time to help himself to groundswell. If Cheng could realize this problem, he could get away from his daily affairs and deal with such problems as fake Kaixin and listing financing in time. Due to the lack of process management and team pride, the happy net from the peak to the decline, the process no more energy to market maintenance and customer segmentation, people think the monotonicity of the game is not enough to let them continue to visit happy net, but also in the happy net message, and there is no market management team timely and solve the problem and suggestions proposed by the customer.
Through the case of happy net, do you know the cause of the decline of the happy net? The vision created by Kaixin is to help more people happy, but the founders did not focus on the three elements of a more harmonious relationship with their customers:" it’s important to take this step by step, each of these stepping-stones leads in a natural progression to the next step, and have to have executive support.(Li, 221)" Instead of concentrating on product and technical issues.
In 2016, Cheng said in its blog: recall that many years, like their own by standing on a cliff, and heaven and earth had no way out, only eight years of struggle to write down your heart: "victory or defeat is not made peace with him!" One end of the article, Cheng Binghao into a song of Dayou Luo, the song is called "the bright days". There are so many words in the lyrics: "you and I have been crying for the ideal / all the time, and we have cried / laughed together. I hope you will remember / always remember / we once had bright days".
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