tinder和bumble

by Serene Chen

陈静

发布课程：Tinder，Reddit，Airbnb，Etsy和Uber如何吸引了第一批用户 (Launch Lessons: How Tinder, Reddit, Airbnb, Etsy and Uber got their first users)

This summer, I’ve been working on getting pre-launch buzz for a real estate startup called Suuty. This lead to lots of Googling about what kinds of strategies other disruptive companies have used to get their first users. A number of stories I found were surprising, resourceful and at the very least, interesting. Here are just a few that kept me inspired.

今年夏天，我一直在为房地产初创公司Suuty进行发布前的嗡嗡声。 这导致人们对其他颠覆性公司采用何种策略来获得其第一批用户进行大量的谷歌搜索。 我发现的许多故事令人惊讶，足智多谋，至少也很有趣。 这里只是一些让我受启发的东西。

Airbnb的策略：本地化为王。 (Airbnb’s Strategy: Localization is king.)

AirBed & Breakfast was born when Brian Chesky and Joe Gebbia rented out three air mattresses in their living room to attendees of a massive local design conference. All the hotels in the area had been completely booked and their three air mattresses went quickly. Their guests ended up loving the experience. An added bonus was that none of their guests came from the young and hip demographic the two friends were expecting.

当布莱恩·切斯基(Brian Chesky)和乔·吉比亚(Joe Gebbia)在他们的客厅里租了三张充气床垫给当地大型设计会议的与会者时，AirBed＆Breakfast就诞生了。 该地区所有酒店都已被预订满，他们的三个充气床垫很快就售罄。 他们的客人最终爱上了这一经历。 另外一个好处是，他们的客人都不来自两个朋友所期望的年轻和时髦人群。

Brian and Joe brought on their third cofounder, Nathan Blecharczyk, and continued to get their earliest adopters by targeting events that would sell out the surrounding hotels. They were also able to use these events (and the hotel shortages) as vehicles to continuously direct press attention to AirBnB, which they credit as a key driver of their early success.

布赖恩(Brian)和乔(Joe)带来了他们的第三位联合创始人内森·布勒查兹(Nathan Blecharczyk)，并通过针对那些将周围的酒店卖光的活动，继续吸引了最早的采用者。 他们还能够利用这些事件(以及酒店短缺)作为工具，不断将新闻注意力吸引到AirBnB上，他们认为这是其早期成功的关键驱动力。

AirBnB’s most famous growth hack may be their cross-platform integration with Craigslist. Not only did they harvest emails from Craigslist listers and convince most of them to list their short term rentals on Airbnb, they also made it easy for their users to post listings to Craigslist through Airbnb with one click — which is a lot more difficult than it sounds.

AirBnB最著名的增长黑客可能是他们与Craigslist的跨平台集成。 他们不仅从Craigslist列表发布者那里收集了电子邮件，并说服了大多数人在Airbnb上列出了他们的短期租金，而且还使用户可以轻松地一键通过 Airbnb将列表发布到Craigslist， 这比它要困难得多。听起来 。

Reddit的策略：伪造直到成功。 (Reddit’s Strategy: Fake it till you make it.)

No one wants to use a silent forum. So Reddit turned this big issue into a non-issue by making tons of fake accounts and using them to interact with each other.

没有人愿意使用一个无声的论坛。 因此，Reddit通过制作大量的假帐户并使用它们彼此进行交互，将这个大问题变成了非问题。

It was a straightforward way of solving the chicken and egg, or in this case user and content problem. According to Steve Huffman, cofounder of Reddit, it took months for the homepage of Reddit to be filled by organically generated content.

这是解决鸡肉和鸡蛋，或在这种情况下的用户和内容问题的直接方法。 根据Reddit联合创始人Steve Huffman的说法，Reddit的主页花了几个月的时间才被有机生成的内容填充。

An added bonus of this strategy was that it allowed the founding team to influence the tone of the future Reddit community, although it is a bit ironic that a community which now prides itself on authenticity may not be around today if it wasn’t for a few white lies in the beginning.

这种策略的另一个好处是，它使创始团队能够影响未来的Reddit社区的语气，尽管具有讽刺意味的是，一个以真实性为傲的社区今天可能不在今天，一开始很少有白色的谎言。

It also didn’t hurt that the Reddit logo is pretty cute. Alex Ohanian, co-founder of Reddit, called stickers featuring the little alien their soundest investment. In fact, it was their only marketing investment and totaled a princely sum of $500.

Reddit徽标非常可爱也没有伤害。 Reddit的联合创始人亚历克斯·奥哈尼安(Alex Ohanian)称，贴有这个小外星人的贴纸是最可靠的投资。 实际上，这是他们唯一的营销投资，总额为$ 500 。

Etsy的策略：给人们他们想要的东西。 (Etsy’s Strategy: Give the people what they want.)

Etsy was lucky in the sense that before the idea even took shape, their founders were engaged with a large community that was vocally requesting a marketplace for handmade crafts.

从某种意义上说，Etsy很幸运，在这个想法还没有形成之前，他们的创始人就与一个庞大的社区互动，该社区大声疾呼地要求建立手Craft.io品市场。

Initially, the Etsy team were freelance web designers and one of their clients was a craft forum called getcrafty.com. Throughout the redesign process, the Etsy team interacted with the website’s 10,000 users to best understand their needs. They began to notice that there was a large number of users who were looking for a platform to sell their handmade wares.

最初，Etsy团队是自由网页设计师，他们的客户之一是一个名为getcrafty.com的手Craft.io论坛。 在整个重新设计过程中，Etsy团队与网站的10,000位用户进行了互动，以最好地了解他们的需求。 他们开始注意到，有大量用户正在寻找出售他们的手工商品的平台。

While they were building Etsy, they also found out about Crafster.org, this time a message board with 100,000 users and were able to tap into another willing market.

在建立Etsy的同时，他们还发现了Crafster.org，这是一个拥有100,000个用户的留言板，并能够打入另一个愿意的市场。

“tl;dr: We extended an accommodating bridge to a preexisting online community, and they jumped aboard happily.” — Chris Maguire

“ tl; dr：我们向先前存在的在线社区扩展了容纳的桥梁，他们高兴地跳上了船。” 克里斯·马奎尔 ( Chris Maguire)

Two months later, the site launched and quickly gained its first users. The Etsy team then did everything they could to support these merchants, whether it be online support or offline, at arts and crafts fairs across the country. By supporting the sellers in bringing buyers to Etsy, they could fill the dual sided marketplace in a sustainable way.

两个月后，该网站启动并Swift获得了第一批用户。 然后，Etsy团队会竭尽所能为这些商家提供支持，无论是在线支持还是线下支持，都可以在全国的Craft.io品展览会上进行。 通过支持卖方将买方带到Etsy，他们可以以可持续的方式填补双面市场。

优步的策略：给他们这么好的体验，他们想谈谈。 (Uber’s Strategy: Give them such a great experience, they want to talk about it.)

Garett Camp and Travis Kalanick, were in Paris for the LeWeb conference when they started commiserating about the difficulty of hailing a cab. This was the beginning of UberCab, which was initially a black car service.

加里特·坎普(Garett Camp)和特拉维斯·卡兰尼克(Travis Kalanick)曾在巴黎参加LeWeb会议，当时他们开始为上车的困难而感到同情 。 这是UberCab的开始，最初是黑色汽车服务。

To get their first drivers, Travis cold called black car drivers and offered to pay them an hourly rate while they tried out the platform. Three of the first 10 drivers that he called, agreed to give it a try.

为了招募第一批司机，特拉维斯·考德(Travis cold)打电话给黑人汽车司机，并愿意在他们试用该平台时按小时支付费用。 他打电话给他的前十名车手中有三名同意尝试。

Then, to incentivize passengers, they offered free rides at local events in the tech saavy San Francisco community and worked hard to make each experience the best it could be. According to Kalanick, word of mouth was the biggest driver of sales and Uber spent next to nothing on traditional marketing.

然后，为了激励旅客，他们在旧金山高科技社区的当地活动中提供免费乘车服务，并努力使每种体验都达到最佳状态。 根据Kalanick的说法，口碑是最大的推动力，而Uber在传统营销上几乎没有花钱。

“I’m talking old school word of mouth, you know at the water cooler in the office, at a restaurant when you’re paying the bill, at a party with friends — ‘Who’s Ubering home?’ 95% of all our riders have heard about Uber from other Uber riders.” — Travis Kalanick

“我说的是旧学校的口耳相传，你知道在办公室的饮水机中，在付款时的餐馆中，在与朋友的聚会中-'谁在优步？ 我们所有的骑手中有95％的人从其他Uber骑手那里听说过Uber。” — 特拉维斯·卡兰尼克

“When someone sees the ease of use, the fact that they press a button on their phone and in under 5 minutes a car appears, they inevitably become a brand advocate.” — Max J. Crowley , Business Development at Uber

“当有人看到易用性时，他们按下手机上的按钮，并在不到5分钟的时间内出现了汽车，这不可避免地成为了品牌拥护者。” — Uber业务开发部Max J. Crowley

Tinder的策略：像您的目标用户一样思考。 (Tinder’s Strategy: Think like your target users.)

The founders of Tinder pinpointed the college market as the most difficult market to convince to use the app, at a time when online dating was significantly more stigmatized than it is now.

Tinder的创始人指出，大学约会是说服使用该应用程序的最困难的市场，而此时在线约会比现在有了更多的污名。

How do you get the attention of college students? You could throw a party.

您如何引起大学生的注意？ 你可以举办一个聚会。

Admission to the launch parties were exclusive to those who could show the Tinder app downloaded on their phone. Then, the Tinder team would go to the next university campus and do this again.

那些可以展示在手机上下载了Tinder应用程序的人仅能参加发布会。 然后，Tinder团队将前往下一个大学校园，然后再次执行此操作。

Tinder also recognized that they were serving a dual-sided marketplace. Whitney Wolfe (their co-founder and Head of Marketing who eventually left to start up Bumble) came up with the idea of promoting to sororities and is credited with much of their early growth.

Tinder还认识到他们正在为双面市场服务。 惠特尼·沃尔夫(惠特尼·沃尔夫(Whitney Wolfe，他们的联合创始人兼营销负责人，最终离开公司创立了Bumble))提出了将自己提升为社团的想法，并因其早期的成长而受到赞誉。

“Her pitch was pretty genius. She would go to chapters of her sorority, do her presentation, and have all the girls at the meetings install the app. Then she’d go to the corresponding brother fraternity — they’d open the app and see all these cute girls they knew.” — Angel Munoz

“她的音调真是天才。 她会去参加她的学生会的章节，做演讲，然后让所有参加会议的女孩都安装该应用程序。 然后她去找对应的兄弟兄弟会-他们打开应用程序，看看他们认识的所有这些可爱的女孩。” — 天使·穆诺兹 ( Angel Munoz)

Before Wolfe made the trip to sororities across the country, Tinder had less than 5,000 users. When she returned, that number had grown to around 15,000. Their continued success had much to do with being the first to really gamify the dating experience and their ridiculously intuitive user interface.

在沃尔夫(Wolfe)前往全国各地的社交团体之前，Tinder的用户不到5,000。 当她回来时，这个数字已经增加到大约15,000。 他们的持续成功与第一个真正将约会体验及其荒谬的直观用户界面游戏化的人息息相关。

The common pattern across all these companies was a relentless drive and the willingness to do whatever they could to interact directly with their end user. In doing so, they were able to build a product, a platform or a community that their users enjoyed being a part of and wanted to share with their friends.

所有这些公司的共同模式是不懈的努力，以及愿意尽其所能直接与最终用户互动的意愿。 这样，他们便能够构建用户喜欢并希望与朋友分享的产品，平台或社区。

One interesting thing to note is that how many users these companies had in the beginning, seemed to have little impact on success in the end. Etsy had thousands of sellers sign up at launch but on the other end, Reddit had to fake their users for months. Uber technically started with three drivers, and Airbnb started with three air mattresses. What mattered more was what happened after you had acquired your first few users.

需要注意的一件有趣的事是，这些公司刚开始拥有多少用户，对最终的成功似乎影响很小。 Etsy在发布时有成千上万的卖家签约，但另一方面，Reddit不得不假冒其用户数月。 从技术上说，Uber从三个驾驶员开始，而Airbnb从三个充气床垫开始。 更重要的是，您获得了最初的几个用户之后发生了什么。

Paul Graham, of Y Combinator, wrote a well-known article he entitled: “Do things that don’t scale.” In the linked post, he explains why he gives this paradoxical piece of advice, much better than I could, but I’ll draw your attention to this line:

Y Combinator的Paul Graham写了一篇著名的文章，题为：“ 做无法扩展的事情。 ”在链接的文章中，他解释了为什么他给出这个反常的建议，比我能提供的要好得多，但我会提请您注意这条线：

“All you need from a launch is some initial core of users. How well you’re doing a few months later will depend more on how happy you made those users than how many there were of them.” — Paul Graham

“启动时，您所需要的只是用户的一些初始核心。 几个月后您的表现如何，将更多取决于您让这些用户满意的程度，而不是其中的多少。” 保罗·格雷厄姆

您可能喜欢的其他帖子： (Other posts you might like:)

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崩溃和烧伤：Yik Yak，Fab.com和Vine如何保持势头不减 大多数初创企业失败是因为没有市场需求(实际上有42％)。 但是其余的呢？ 找到之后… medium.com 的按需食品渴望 获得市场份额JustEat，GrubHub和DoorDash等按需食品公司要去哪里？ startupsventurecapital.com

翻译自: https://www.freecodecamp.org/news/growth-hacking-lessons-from-the-big-guys-daebb2c791d2/

tinder和bumble