Top of the big era

This time, Lu Qi also decisively agreed, "Helo is better than Skype in every aspect, and our product is more dynamic. The only shortcoming is that Skype can provide some services that we don't have. If we keep the free framework of Helo unchanged and add a paid value-added service that can dial, I believe that in a short time, we can intercept some users to choose to use Helo to make calls instead of Skype."

Kurian said: "It's still difficult. Many users have used Skype for many years. This kind of payment stickiness is not easy to break. We still need a longer time to operate."

Lu Qi said: "Anyway, it should be done!"

Zhou Buqi said slowly: "Microsoft doesn't have much social genes. As long as we operate properly, Skype's user activity should have a more obvious decline within a few years. And opening such a paid value-added service has another advantage, that is, we can have a good relationship with operators."

Paid value-added services are to make calls to mobile phones or landlines.

To switch from Internet lines to telephone lines.

Most of this part of the value-added charges will be transferred to the operators themselves, leaving only a relatively small part as operating costs.

It is equivalent to Helo helping operators in various countries make money.

In this way, the relationship with the operators has improved.

Coincidentally, Zhou Buqi has the resources of operators, and said with a smile: "For the operators, you can find Aisda to connect, they have relationships with global operators. Operators that cooperate with Aisda can be the preferred partners of Helo paid services."

Tang Binchen was very happy. With this relationship, Helo can quickly start the dial-up paid service, and can launch this function online in a very short time to compete with Microsoft's Skype.

In the past period of time, Microsoft has indeed been targeting Ziweixing International in many aspects.

If some counterattack measures are not taken, the outside world may think that Boss Zhou is easy to bully! It is necessary to seize the opponent's most painful link and launch a severe blow!

Kurian said: "Skype's Internet attributes are very weak, which leads to very little advertising revenue, not even a fraction of Helo. Most of Skype's revenue comes from dial-up value-added services in cooperation with operators."

Tang Binchen is best at these "vicious competition" disguised as the Internet, and snorted: "That's easy, we don't need to rely on this value-added service to make money! At least not in the short term! We can provide the most competitive offer! Helo's package is more favorable than Skype, and Helo's payment is better than Skype! After Skype is killed, it won't be too late to raise prices and find a larger profit margin."

Soon, everyone reached a consensus.

This dial-up paid value-added service must be done. This does not destroy the structure of Helo's main free product, but only adds a new paid value-added service on top of the free product. Those who need it can activate it, and those who don't need it can ignore it.

This kind of value-added service is not allowed in China. If users want to make calls, they can only use the proprietary channels provided by operators.

There is no such restriction overseas.

There are many dial-up phone products on the market that can be initiated from the Internet, and all of them are paid products without exception.

User habits have been cultivated.

Helo relies on the huge traffic and users brought by its own free attributes, and it can directly pick the fruits and open related paid value-added services.

However, Kurian's product ideas for Helo are not complete.

In addition to full charging in local areas and partial charging in all areas, he also proposed a full charging strategy for all areas.

This is the essential difference in product thinking between product managers of Internet software and product managers of traditional software.

When making Internet products, the first thing to consider is to expand the scale!

How to expand the scale?

Free is the best way.

As for how to make money and commercialize this product in the future, these are not important! First make the product! If the product cannot be made, it is useless to consider the business model carefully! If the product is made, then slowly think about the business model.

This has led to many Internet products with a scale of hundreds of millions, but they have never found a very good profit model and are always in a state of loss.

Traditional software is different. The first thing to consider is to make money.

Think about the business model first!

After having a complete business model and the possibility of recovering costs, you can develop software and design products. This leads to a higher return rate for traditional software, but the number of users is too low. Most of them are niche small software, which makes it difficult to expand the product and develop it into a mass product.

Kurian comes from traditional software.

After joining Ziweixing International, he gradually understood the Internet and began to adopt the new "free + paid" Internet model.

But the foundation has not changed.

He cares very much about the ability of a product to make money!

In his opinion, Helo has achieved such a large scale and is the software with the largest number of users in the world, but the annual revenue is only 16 billion US dollars, which is too shabby. Helo has too many resources to make money.

Tang Binchen does not want to affect the user experience of the product because of making money, especially not to change the free architecture of Helo!

"It won't change the nature of Helo, but users are the biggest resource. Such resources are very effective promotion channels, especially for many companies." Kurian is a B-end product, and he knows the needs of the B-end too well.

Tang Binchen lacks experience in B-end business, and raised his eyebrows, "Cooperation with enterprises?"

Kurian said: "Helo is free for individual users, and this will never change. At most, some personalized paid value-added services will be added. However, the free C-end does not mean that the B-end needs to be free. Such a large user base on the C-end will make every B-end business owner jealous and want to take advantage of it."

Zhou Buqi immediately remembered what Boss Ma told him before, "By the way, WeChat has created an unexpected business in China. Many people are using WeChat for e-commerce, which means that someone has realized this. The huge user relationship on WeChat can become an important channel for corporate promotion."

Tang Binchen nodded, "Yes, micro-business."

Zhou Buqi smiled and said, "There is indeed room for operation."

Kurian didn't know much about WeChat, nor did he know about micro-business.

But he didn't need it.

Past experience is enough. Kurian said: "Helo does not have a group messaging function to prevent harassment between users. If you want to contact multiple users at the same time, you can create a small group."

Tang Binchen nodded and said with a smile: "That's right."

Kurian said: "But for some corporate users, it is not convenient for them to create a group. They need to call the huge customer relationships in Helo, and they also need the group messaging function. Many business owners have thousands or even tens of thousands of Helo friends, and they have prepared many Helo accounts for this. It is a huge workload to manage so many Helo customers. If we solve the burden for them, we can have related charging functions."

Tang Binchen suddenly realized.

Kurian simply explained his ideas. He said that Helo can launch two B-side products.

One is called Helo Business App, which allows companies to communicate with customers on a large scale through this product. It can cover message automation, rich media messages, multi-user access, high interactivity and other functional features, and also supports integration with customer relationship management systems, so that companies can better carry out marketing expansion and customer management.

So, where do customers come from?

It needs to be called from Helo.

This requires interface resources.

So the other one is called Helo Business API, which is mainly about calling API interfaces.

It needs to be paid to call.

There are many functions in Helo, such as user relationships, information in the circle of friends, and information in the life channel. These correspond to different APIs, and the enterprise needs to spend different money to call them. After calling these relationships, the enterprise can better understand the customer and provide customized services to the customer.

These are the two new charging items!

Specially built for enterprises.

One is commercial Helo, which the enterprise needs to pay to use. After using commercial Helo, if you want to further obtain more resources in Helo, you need to pay to purchase the corresponding API interface and connect the relationship between commercial Helo and Helo.

Overseas has not yet started commercialization.

There are good signs in WeChat in China.

Micro-business has already appeared.

If WeChat in China launches related functions, then for micro-business sellers, it will be better to manage buyers and potential customer resources, and it will be possible to implement the acquisition of orders and logistics information, which will greatly facilitate them to use the WeChat platform to carry out micro-business services.

Not only WeChat business, there is a lot of room for expansion.

For example, KFC.

You can use Helo or WeChat to issue some coupons or membership points to manage their customers, thereby increasing the repurchase rate, improving service quality, and enhancing industry competitiveness.

Obviously, Kurian has proposed a systematic product concept.

It greatly enriches the potential commercial value of Helo.

Users are the biggest resource!

And Helo is the App with the largest number of users in the world, and there is still greater value to be explored.

Tang Binchen said: "Why can't Weishu work? Weishu can also pay to call Helo's API."

Kurian said: "Weishu is not popular enough, it is too specialized, and its reputation is not as big as Helo. For some companies that have purchased Weishu, they certainly don't need the Helo business app, and can have a more powerful Weishu to provide comprehensive services. However, for most companies that have not purchased internal collaboration software, they still recognize the name "Helo". Business Helo can be understood and recognized more intuitively."

For example, a KFC salesperson does not need to use such a powerful and expensive tool as Weishu.

He only needs to pay for the business version of Helo to manage his customers.

That's enough.

Even if he is asked to use a tool as complex as Weishu, he may not be able to use it.