Marketing

一、价格锚点重构（锚定效应+心理账户重置） 应用商店定价策略 上架时标注$99.99/年高价（实际永远不打折） 商品描述强调「企业级服务」「原价仅供机构采购」 功能清单使用「企业安全解决方案」「百万级数据处理」等 B 端术语 认知框架转换 在官网/社交媒体发布「用户权益升级公告」： “为庆祝用户突破 10 万，限时开放个人免费通道（原价$99.99→ 0 元）” 设置倒计时器：显示剩余免费名额（动态虚假数据，始终保持<10%余量） 二、零价格触发设计（双通道损失厌恶） 注册码获取机制 设计「黄金邀请码」系统： 凭码解锁价值$99.99 企业版功能（限个人用户） 设置双重损失框架： ✅ 立即领取 → 获得价值$99.99 的 VIP 权限（永久有效） ❌ 拒绝领取 → 失去年度最大数字福利（红字警告） 沉没成本植入 获取邀请码需完成三步： 输入手机号获取验证码（启动承诺一致性） 观看 15 秒产品视频（注意力沉没） 选择三个兴趣标签（个性化锚定） 三、社交货币制造（病毒式传播引擎） 炫耀性分享设计 注册成功后自动生成「数字资产报告」： “您已节省$99.99，超越 92%的用户” 分享页面包含： 动态排名条：「你的免费码价值超过 XX 人」 虚拟徽章：「精明决策者」「0 元挑战成功」 群体行为激发 创建「限时免费联盟」排行榜： 每邀请 1 人获得「信用星」，可兑换延长免费期 前 100 名显示真人头像，触发竞争心理 四、稀缺性维护系统（动态虚假资源） 多维度稀缺提示 地理围栏技术： “您所在的北京朝阳区仅剩 43 个免费名额” 设备识别提示： “检测到 iOS 用户专属配额即将用尽” 幽灵库存策略 实时显示「正在领取用户」动态： 示例算法（实际需伪装真实数据） ...

成功的敌人不是失败，而是无趣与无聊，所以我们必须让它有趣。 做产品也是一样，必须一开始就有人用，有互动，有反馈，否则你坚持不下去的。一定要从一开始就有种子用户，开发中的时候就有一个群的人在期待。 ...

We found out that many other teachers did the same when they started talking about their self-built solutions in their online communities. Teachers began to share their templates through Google sheets. It was clear that this was a shared problem in a very tight-knit community. Note - Location 252 发现了一个群体的集体痛点 Highlight(pink) - Location 252 even though it helped, was clunky and overwhelming. I looked into it, and it seemed quite possible to build a web-based application that would do this work faster and more reliably. ...

不管思考什么事，最重要的是在一开始就想明白要搭建出怎样的框架。 事实上，一旦有了框架，接下来只要填满就行了。 反之，如果没框架就直接去思考其中的细节,那就不得不面对一堆未经梳理的凌乱信息，白白浪费时间。 ...

usually are full of very similar competitors, fighting it out over price and marginal differences. This saturation makes it hard to enter a market, and even the businesses that are already in that market suffer.

I believe that many bootstrapped businesses only do half the work. They solve a problem, but they don’t address the most critical problem.

You built a solution for customers who think they have that problem under control. You solved the wrong problem. You developed a solution that helps only at the margins. You solved the wrong problem. You built something, but your customers have bigger fish to fry. You solved the wrong problem.

You want to build a “need-to-have” instead of a “nice-to-have.” You want to develop a painkiller instead of a vitamin. You want to be their aspirin. How can this be done? By finding their most important problem: the one issue that is critical to their success. ...

The most crucial problem a customer faces is on their minds most often. It’s the most important because it’s coming up frequently and is never easy to solve. It has the most impact on their lives, but it’s not always the obvious choice. If you can help a customer with their most critical problem, they will benefit the most.

A Critical Problem Is Painful Problems can be a nuisance. They come up, and you either deal with them or ignore them. We can’t ignore critical problems. They persistently make the lives of those who have them harder until they are resolved. They can’t be just ignored, because they consistently reduce the quality of life.

Find the critical problem where ignoring something causes a lower quality of life.

Find the critical problem at the intersection of something mandatory and something wasteful. 关键问题总是位于强制与浪费的交叉点

A Critical Problem Is Not Optional Some things can be ignored or delegated, but a critical problem can’t be. If it’s critical, people will have to deal with the problem every time it occurs. They can’t just opt out of it. Solving the problem is essential to making any kind of progress in the work. Find the critical problem where people would love to opt out, but can’t. ...

Find the critical problem where people need to do the same thing over and over again. A Critical Problem Occurs Frequently and Repeatedly The reason why critical problems are always on the minds of your customers is that the problems happen so often. Every day, every week, every month, the critical problems repeatedly occur. For your customers, it’s always the most urgent thing at that time. The issue needs to be solved there and then, every single time. If it’s not frequent, it is likely not a critical problem. If it occurs repeatedly and isn’t easily solved, it is likely to be a critical problem. ...

Find the critical problem where solving a problem takes a long time every time the problem occurs. A Critical Problem Takes up Too Much Time If a problem can be solved quickly, people either solve it the moment it appears or they set aside some time to do the work in a batch later, without feeling like it’s a waste of time. If that is the case, the problem is not really critical. Only when you need to spend considerable time and effort each time you solve the problem will it be impossible to “just” deal with it. “Doing it later” also turns into a chore, as it may take hours or days to deal with a long queue of deferred problems. A critical problem will feel like an unwelcome chore: important, yet tiresome. ...

They Have No Interest in Paying With non-critical problems, customers often find alternative ways of solving the problem because they want to save money. It’s not worthwhile for them to look for and pay for a solution that they value less than alternative solutions. They’ll be willing to pay: if the solution saves them time if the solution saves them money if the solution makes them money ...

A Critical Problem Forces People to Solve It Using Their Own System There is the joke that every SaaS is an Excel sheet transformed into business logic. The moment someone uses generic tools like word processors or spreadsheets to solve a problem, it’s an indicator that the problem is valuable enough to build tools. Most problems don’t have high complexity, and they can be solved on the spot. But a critical issue will be complicated enough to start developing a system. If your customers have a pile of Post-its or a chaotic assortment of Word and Excel files to solve a problem, you may have found a critical problem. ...

Finding the Critical Problem So, how can you learn about which is the most critical problem your customers have? It’s quite straightforward: talk to them. Ask them what annoys them most. Find out where they want to be. Ask them what keeps them from being the best at what they are doing.

If you find something that will obviously make them significantly more money or save them a lot of time, then you have something to go on. Customers should really want to pay for it, almost have a burning desire to open their wallets. When they ask you if that is possible and you tell them it is, their mouth should drop to the floor.

Focus on what you can help them accomplish. Ask what customers want and which state they want to be in when the work is done. Don’t focus too much on the “how it’s done.” That is usually more based on tradition than on an optimized process.