流量變現業務概論——Linkedmall流量變現業務初步分析及系統設計概要

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作者簡介：賀科學（晨末），畢業於北京科技大學，工作10年，在企業級應用架構及研發方面有長期積累。擅長分佈式系統架構，擅長複雜業務的領域建模及開發落地，掌握領域驅動設計及開發相關方法論，有實際成熟線上產品案例；2014年入職阿里雲，先後參與或主導過阿里雲控制檯、阿里雲容器服務、資源編排服務、雲分期等雲服務的建設。目前帶領小型團隊負責新零售業務相關的研發工作，累計C端用戶過億，承接阿里巴巴集團內外衆多流量業務的積分兌換實物商品業務。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除業務以外，個人精力也投入在“複雜業務系統落地過程數字化”這一命題上，目前有一定思考和實際積累。實際工作中有3年帶團隊全面獨立負責複雜業務系統的經驗，所以在技術一號位的工作方面有相關的實踐和思考。聯繫郵箱：[email protected]。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"一、業務本質分析","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"1. 流量變現業務的定義","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流量變現業務，本質是解決流量持有方將一定價值的流量輸出給流量需求方，用該價值流量換取對應的商業價值回報的業務。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"2. 流量變現的參與者","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流量變現業務有多方參與者，流量持有方、流量需求方，作爲業務的直接參與者，構成了業務的主體；“流量” 即C端用戶是業務開展的基礎，流量變現業務服務平臺（Linkedmall或其他類似的流量變現服務的提供者）是業務開展的環境提供者。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"3. 流量變現業務參與者的定義及其對應的核心利益訴求","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"3.1 流量持有方","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"定義：有自己業務場景，服務一定體量的用戶，用戶數量達到一定量級的企業。","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"核心利益訴求：追求流量獲得的商業價值回報，回報率越高越好。","attrs":{}}]}]}],"attrs":{}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"3.2 流量需求方","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"定義：需要通過各種渠道獲取用戶來參與自有業務的企業","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"核心利益訴求：使用一定成本換取的流量，能夠經過己方業務的利用和放大，形成更大的收益，並有盈利。","attrs":{}}]}]}],"attrs":{}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"3.3 流量","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"定義：“流量”是在流量需求方和流量持有方的視角的名詞，本身其實是C端用戶，是消費者，用戶本身在流量變現的業務場景下看似不是業務的直接參與者，但是其實是整個業務開展的前提和基礎。流量持有方在參與流量變現的上一個業務環節，除了自身主要業務以外，還實際上在用戶的獲取和活躍方面做了一定的投入並且取得了一定的效果。而流量需求方在獲得流量後，除了讓獲得的流量更多的參與其主要業務以外，還需要在用戶的存留、活躍方面繼續投入一定的資源，讓非自有流量變成自有流量。","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"核心利益訴求：消費者的核心利益訴求就是在整個業務參與過程中能夠被滿足個人各層次、多方面的核心需求。","attrs":{}}]}]}],"attrs":{}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"3.4 流量變現業務平臺","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"定義：提供流量變現業務場景和對應配套的技術服務的平臺。","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"核心利益訴求：和其他類型業務的核心訴求一樣，流量變現業務平臺的核心利益訴求是通過提供服務獲取更大的商業價值。","attrs":{}}]}]}],"attrs":{}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"4. 流量變現業務的本質分析","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們在分析本質時，在一定的範圍內，在當前討論的業務場景下，抓住主要矛盾，關注次要矛盾；在更大的場景和範圍內，知曉主要矛盾、次要矛盾的演化軌跡，從而能夠抓住事物的本質和未來發展的規律，從而定製我們作爲平臺方需要在什麼時間點進行哪些業務能力建設。就流量變現的業務場景內來看，在業務的生命週期內，前期流量持有方和流量需求方是業務的主要參與者，構成了主要矛盾，並且形成了對立統一的局面；“流量”（即C端用戶）及 流量變現業務平臺分別扮演次要角色，但是核心利益訴求與業務主要參與者沒有形成對立的局面；在業務生命週期內，後期流量持有方和流量需求方對生產資料利用率的要求和作爲流量變現工具提供者的流量變現業務平臺形成了主要矛盾，即工具、系統、平臺所提供的生產力無法提升流量的變現效率和商業價值時，業務主體雙方就和平臺形成了主要矛盾；流量和整個業務體系形成了主要矛盾，即流量在流量變現的業務場景中被抽象化、符號化爲流量二字，但是實際在業務開展後期，其“人”的一面會逐步顯示出其自主價值，本身對整個業務流程的體驗會做出對應的反應，如果流量變現業務做得再好，被動參與的消費者體驗被損害，則整個業務也會結束統一的局面，逐步萎縮進入業務生命週期的消亡期，所以，流量變現業務發展到一定階段，流量和整個業務的其他參與者構成的生態環境形成了主要矛盾。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"4.1 對立的一面","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流量持有方","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有流量，需要錢","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"以儘可能使用低成本的、少量的流量換取更多的商業價值的回報。","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流量需求方","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有錢，需要流量","attrs":{}}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"儘可能使用少的商業價值的付出，來換取更多的流量。","attrs":{}}]}]}],"attrs":{}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"4.2 統一的一面","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流量持有方提供流量換取商業價值和流量需求方使用商業價值換取流量，本身就是統一的（統一中存在對立）。","attrs":{}}]}]}],"attrs":{}},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"4.3 結合業務發展生命週期，進行關於對立和統一的分析","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在事物發展初期，只是單純爲了解決各自核心利益訴求而統一的。這種統一是低級的統一，是對立的統一，不是發展的統一和高級的統一。這種統一之中，對立佔據主導，對立可能會隨着時間的變化變得加劇，甚至激化矛盾後變爲矛盾的主要方面。例如，任由流量持有方高價售賣流量，導致流量需求方的付費意願下降，實際付費流量需求方會減少，流量需求方會逐漸尋求其他流量持有方進行合作，整個業務會逐步萎縮，導致“統一”的局面走向終結；任由流量需求方低價購買流量（流量需求方強勢），那麼流量持有方的售賣意願就會下降，流量持有方會逐步尋找其他流量變現的方式或其他業務合作伙伴，也同樣會導致統一走向終結。","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在較低層次達到統一，雙方通過合理定價完成流量和價值的轉換，雖然能夠讓業務繼續存在下去，但是是建立在對生產資料的浪費的基礎上的。這時候，矛盾的主要方面不再是二者的對立問題，即“如何同時滿足二者核心利益訴求”的問題，而變成了二者統一問題，即“如何更高效率地滿足各自核心利益訴求”的問題。","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"隨着業務生命週期向前推進，主要矛盾從業務雙方的對立問題，變成了業務雙方和流量變現業務服務平臺提供者之間的矛盾，這個主要的矛盾就是：業務雙方的核心利益訴求的被滿足效率和流量變現業務平臺的生產力之間的矛盾。如果這個矛盾不能解決，那麼在業務發展過程中，已經形成統一的業務主體雙方的合作只能停留在低級的合作中，對生產資料是浪費的。比如流量持有者原本可以藉助平臺的能力將流量做挖掘和有向的輸出，將流量投遞給更匹配的流量需求方，那麼這個流量（生產資料）被加工以後，附加了更大的價值，可以賣出更高的價格；同樣的，流量需求方有諸多業務，購買流量以後，如何讓流量和業務更匹配，流量從一次消耗品變爲持續可運營的高價值生產資料，那麼之前購買流量耗費的成本帶來的收益就是更大的。但是如果流量變現業務開展的場所，即流量變現業務服務平臺無法提供與之匹配的生產力（相關的工具、系統或產品），則會制約業務主體二者更高效地利用生產資料，就是業務發展到這個階段的主要矛盾了。","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"只有生產力發展了，才能實現高層次的統一，才能在對立的過程中更多切中雙方的核心利益訴求，形成高級的統一，讓統一佔主導，對立忽視。","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在業務逐步發展的過程中，主要矛盾、次要矛盾，矛盾的主要方面和次要方面都是發生轉換的，在當前階段的主要矛盾，不一定是業務整個生命週期的主要矛盾；在當前階段的次要矛盾，可能是整個業務生命週期的主要矛盾。作爲流量變現業務服務提供方，我們遵循業務生命週期的發展規律，在不同的階段集中精力解決不同的主要矛盾，集中解決對應的矛盾的主要方面。","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流量變現業務平臺中，業務雙方、業務雙方與平臺的矛盾先後爲主要矛盾次要矛盾，但是在更大的業務場景範圍內，即整個業務生態內，C端用戶和業務雙方的矛盾其實是主要矛盾，業務本身是次要矛盾，這一點是整個業務生態內的主要矛盾、次要矛盾的定性分析，是全局視野看到的主體。在流量變現業務領域這個局部解決局部內的主要矛盾和次要矛盾時，需要兼顧、重視、甚至以之爲大前提的約束和原則。例如用戶消費體驗、用戶隱私保護，是用戶從始至終的核心利益訴求，在小的業務場景中雖然不是主要矛盾，但是屬於大環境的主要矛盾，需要在解決小場景的主要矛盾過程中，確保大環境主要矛盾背後的底線被顧及、遵守。","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"二、業務願景","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在符合Linkedmall整體業務打法規劃的前提下，逐步解決流量變現業務生命週期各階段遇到的問題，針對性提供對應的技術支撐能力，並按照業務進展及節奏演化系統架構及業務能力，經過2-3年的建設最終做到業務參與的雙方或多方，能夠在流量和商業價值的交換、共享上形成高級的統一形態，成爲滿足各方核心利益訴求的資源互換平臺。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"三、業務系統演進原則","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在經過上面的業務本質分析以後，結合業務發展的客觀規律和業務發展各階段的主要矛盾、次要矛盾以及主次矛盾相互轉換的條件及時機，我們可以得出以下原則來約束和指引Linkedmall流量變現業務平臺的發展：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":null,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","text":"業務初期解決業務的有無問題，即快速完成流量變現業務雙方的業務撮合問題，提供業務主線的基本功能，確保主業務鏈路流轉。該階段以快爲主，優先確保業務的開展。","attrs":{}}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":2,"normalizeStart":2},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"業務中期解決業務開展的效率問題，集中圍繞業務參與雙方的核心利益訴求進行相關產品能力的建設，在第一階段“基本可用”的基礎上，做到“全業務鏈路可用”。該階段以建設基礎業務能力爲主，補全第一個階段未實現的基礎功能。","attrs":{}}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"numberedlist","attrs":{"start":3,"normalizeStart":3},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","text":"業務後期解決業務的主要矛盾，即業務雙方生產資料變現效率和流量變現服務平臺的生產力之間的矛盾。該階段以建設核心業務能力爲主，圍繞業務雙方的核心利益訴求進行深度建設，提升各方生產資料價值轉換的效率，依託集團已有的成熟服務、結合業務本身的特點進行合理利用和輸出。","attrs":{}}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"四、業務當前形勢分析及結合業務本質和業務發展規律對未來業務發展的預測","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"1. 當前業務立項已經完成，處於業務剛起步階段，主要的任務就是快速落地並完成業務價值的證明。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2. 流量變現業務是下半年重點，業務重要性和複雜度兼具，涉及業務領域衆多，從產品側前端到業務層到數據層到衆多相關集團基礎服務都會涉及到，因此本身啓動階段就需要投入大量人力做針對性建設。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"3. 短期內業務從零到一，需要結合人力、組織、業務背景，以原則爲約束，分階段分重點進行功能落地。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"4. 當前流量變現業務處於起步階段，在技術側需要對以下內容進行重點建設：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"數據層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）頁面區域標註（黃金令箭）、用戶流量數據採集（A+）、上報（阿里日誌）、分析（Linkedmall業務數據平臺）、場景化業務使用（Linkedmall流量變現核心服務、Linkedmall商業化服務）鏈路的建立","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）需要根據業務場景，細化對數據層的需求，理清關鍵數據的流通路徑","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"技術層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）需要新增流量變現核心服務，用於構建流量變現領域的相關技術能力.","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）需要根據業務場景，構建流量承載頁面，受流量變現核心服務管控。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（3）需要根據業務場景，合理調整或優化商業化服務對外的接口。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"業務層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）對於流量持有方而言，需要提供流量變現產品的生命週期管理；需要結合客戶實際業務需求提供多種形態的產品定義能力；並提供與之配套的流量與價值交換的基礎能力鏈路；還需要提供靈活的定價機制輔助定價決策；提供與其客戶建立合法商業關係的業務流程和產品功能；提供可視的業務發展進展的洞察產品，以便客戶瞭解整體業務情況。對於","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）對於流量需求方而言，需要提供流量變現產品選擇、購買的功能；需要讓客戶看到所購買的流量產品對應產生的價值；","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（3）對於流量變現業務服務平臺而言，需要 導購域、商品域、流量域、交易域、商業化域，進行對應的業務能力的增強，能夠區分普通業務流量和流量變現流量。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"產品層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）流量持有方，在運營控制檯內，進行流量產品的生命週期管理、業務合同的簽訂等等。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）流量需求方，在供貨商管理控制檯內，進行流量產品的購買，流量效果的查看等","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（3）Linkedmall內部業務人員，在內部運營控制檯查看相關業務開展情況等。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"5. 在完成業務能力從零到一的建設以後，要看到業務發展階段的變化和該階段對應的主要矛盾，根據主要矛盾進行對應的各種能力的建設：","attrs":{}}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"數據層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）提供反饋“業務參與雙方的核心利益訴求”的指標體系，以此爲核心分別構建業務洞察能力，交付客戶使用。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）根據業務層的高階業務需求，提供對應的實時或離線數據分析能力。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"技術層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）在已有的基礎技術能力基礎之上，引入集團在流量變現領域的核心技術能力，我們做好差異化的管控和封裝，做好技術層面、數據層面和集團已有能力的打通。例如流量實時預測、流量特徵挖掘、渠道流量特徵標記、流量輸出方案AB測試等功能。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）基於渠道特徵、用戶特徵、供應商特徵進行的商品推薦功能，做到差異化的千人千面。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"業務層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（1）流量持有方，流量是經過挖掘、分析、標記的可運營的生產資料，能夠根據不同的特徵和售賣方式定義爲不同的流量產品進行售賣，提升流量的變現效率。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（2）流量需求方，購買流量後，確保投入更高成本後，單位流量成交率提升，獲得更大的利潤；在流量完成交易後，還需要將消耗了生產成本的渠道他方流量轉換爲可持續運營的自有流量，因此需要提供公域流量轉換爲私域流量的功能，並且提供與之匹配的用戶運營工具（小程序店鋪、運營工具、營銷工具）。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（3）業務平臺層面在引入集團技術能力的基礎上，將相關技術能力結合業務場景組合爲不同的業務能力。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（4）流量本身而言，要圍繞“用戶深層次需求被滿足” 的核心利益訴求，根據用戶對應的畫像提供滿足其需要的推薦，提升正向、逆向流程體驗，減少購物心智上的負擔。同時在流量變現場景中，用戶隱私也是核心利益訴求之一，需要作爲大原則遵守。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"產品層","attrs":{}}]}]}],"attrs":{}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"結合業務參與各方的核心利益訴求構建對應的產品功能。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"6. 在業務完成初期從零到一，發展期完成自身業務價值的證明以後，還需要解決業務從一到一百的規模化複製的問題。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"結合Linkedmall本身的業務特徵來看，流量變現業務的從一到一百，不僅僅要把業務模式從一個客戶場景推廣到更多客戶場景，而更要在業務模式上做探索，創造合理的機制，將流量的持有方和流量需求方互爲服務方，嘗試探索讓流量本身除了換錢或現金等價物以外，結合業務場景內各方各類型客戶的實際業務需求，在流量深入運營背後帶來更大的價值。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null}}],"attrs":{}}]}