In today’s competitive business landscape, private domain operations have become a critical battleground for business growth. However, many businesses still view it as a short-term traffic tool, overlooking its potential as a long-term strategic asset. This article starts from common misunderstandings in private domain operations and delves into why private domains must become a long-term project for CEOs to personally operate.
As a private domain practitioner, I recently encountered a lot of trouble in the company: I applied for public domain drainage resources from the marketing department, and the other party said, “Diversion to the private domain is not our goal, you can communicate with the boss!”; Find the product department to feedback the course iteration needs, and get the reply that “the annual schedule has expired, and there is no way to update the course”; Even the basic iteration of the labeling system was put on hold on the technical department’s schedule for two months.
The essence of these dilemmas is that private domain projects stay at the executive level and lack CEO-level strategic anchoring.
Yes, don’t doubt yourself, it has nothing to do with you, if the upper echelons can’t think clearly, no matter how hard you try, it’s in vain.
Communicating with private domain operation peers in the circle, a mother and baby brand opened up the membership system and supply chain data within 18 months under the personal promotion of the CEO, and the private domain repurchase rate increased by 40%.
Our private domain can only survive in the budget cracks of various departments – using the remaining activity materials of the marketing department for fission, seconding interns from the customer service department to maintain the community, and even manually integrating user stratification data.
There is no shortage of arguments in the industry that “the private domain is dead”, but those companies that fall into the cycle of “adding fans-promotion-loss” are often sick by “lack of strategy”:The top management regards the private domain as a short-term traffic tool, but is unwilling to invest in organizational structure and data infrastructure for a long time。
When I was reviewing late at night, I suddenly realized:The inability of private domain operators is essentially a lack of strategic positioning – without the CEO incorporating it into the company’s long-term value system, all execution efforts will be eliminated in departmental barriers。
To achieve these three challenges, product managers will only continue to appreciate
Good product managers are very scarce, and product managers who understand users, business, and data are still in demand when they go out of the Internet. On the contrary, if you only do simple communication, inefficient execution, and shallow thinking, I am afraid that you will not be able to go through the torrent of the next 3-5 years.
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This may be the reason why I want to rewrite this “old topic”: only by experiencing the collaboration dilemma can we truly understand the strategic significance of the private domain as a “long-term project for CEOs”.
In this article, I will discuss my views from the following three aspects:
- 3 misunderstandings related to CEOs in private domain operations
- Why is the private domain a long-term project for CEOs?
- The CEO’s long-term cultivation: passing through the three painful periods of private domain construction
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01 Several misunderstandings related to CEOs in private domain operations
In this part, I will first list a few misunderstandings related to CEOs in private domain operations, so you can see if you are familiar with them.
Myth 1: The lack of strategy behind departmental wars
The private domain is not a departmental KPI but an enterprise-level collaborative project.
You may encounter the following problems at work or in your own department management: the e-commerce department opposes the launch of exclusive discounts in the private domain, and is worried about “destroying the omni-channel price system”; Even the customer service department complained that the personalized inquiries of private domain users led to a 30% surge in ticket processing, leading to a decrease in customer service satisfaction.
Such a scenario is not uncommon in companies that have not elevated the private domain to the CEO strategy level – each department is like a player standing on a different track, playing with each other around their respective KPIs, but no one is responsible for the long-term value of the private domain.
The essence of this “departmental war” is that the CEO has not clarified the enterprise-level positioning of the private domain.
I have also experienced such a strange situation in an education company before: the private domain team was required to increase annual revenue by 50%, but the marketing department only allocated 8% of the marketing budget to the private domain on the grounds that “Douyin can quickly rush new customers”; The product department rejected the request for small class formulation from private domain users on the grounds of “fixed standardized course schedule”. The technical department also has a low priority for the development of private domain data interfaces, resulting in the inability to synchronize users’ learning records in the app and the community.
The key to breaking the game is that CEOs must define private domain as cross-departmental collaborative engineering.
Here’s a way to learn from it: the CEO personally issued the White Paper on Private Domain Collaboration, clarifying the three mechanisms.
(1) Global assessment binding:30% of the new customer assessment indicators of the marketing department must be completed through private domain drainage; 20% of the R&D resources of the product department are given priority to the needs of high-frequency feedback from private domain users (such as the improvement of milk powder segmented packaging); In the performance appraisal of the customer service department, the response time of private domain users accounts for 40%.
(2) Resource scheduling center:Set up a private domain war room directly managed by the CEO, hold inter-departmental work order promotion meetings every week, and stipulate that private domain users must respond to the product and service needs of private domain users within 48 hours. There was a user who reported in the community that “the packaging of complementary food spoons is easy to leak”, and the war room coordinated the product department to come up with an improvement plan within 72 hours on the spot to simultaneously promote small-batch trial production in the supply chain.
(3) Value consensus co-construction:Organize senior management to participate in 1v1 in-depth interviews with private domain users every month, so that marketing directors can hear users’ complaints about “public domain advertising always pushes duplicate products”, and let supply chain leaders see the demand for customized gift boxes from high-net-worth users – when all departments realize that the private domain is a common user asset pool, the resistance to collaboration will naturally dissipate.
When the private domain becomes an enterprise-level strategy led by the CEO, the game between departments will turn into collaboration.
After all, no department can build a complete chain of user lifecycle management alone, and only by breaking the KPI wall can the private domain transform from an interdepartmental battlefield to a common granary for enterprise growth.
Myth 2: Private domain instrumentalization under fragmented cognition
In the background of the company’s private domain operation, the list of 200,000 friends is like a silent digital graveyard: the opening rate of promotional messages sent in groups every week is less than 8%, the response time of user inquiries is more than 4 hours, and even 30% of accounts do not even use basic tags – this is a typical private domain tooling trap: spending a lot of money to buy the SCRM system, but making the private domain into an enterprise WeChat version of SMS mass sending – this is a typical private domain tooling trap: spending a lot of money to buy the SCRM system, but making the private domain into an enterprise WeChat version of SMS mass messaging.
The root of this misconception is that CEOs view private domains as traffic harvesters rather than user asset operating systems.
When the private domain stays in the fragmented operation of adding powder, mass distribution, and harvesting, it will lead to three systemic risks:
(1) Hollowing out data assets:The private domain background of a clothing brand shows 150,000 users, less than 20% of the actual effective interactive users, and 30% of the labeling errors (such as marking return users as high-net-worth customers), resulting in precision marketing becoming empty talk.
(2) Overdraft of relational assets:In order to improve performance, an educational institution frequently pushes low-priced courses in the private domain, and users receive an average of 3 messages a day, turning the community into an advertising garbage dump.
(3) Short-sightedness of commercial assets:Focus only on GMV per conversion and ignore user lifetime value (LTV).
The key to breaking the game is that the CEO must lead the construction of the operating system of user assets.I use the practice of a high-end skincare brand as an example:
Establish a three-dimensional asset model:
❶ Data assets:Through 200+ dynamic tags (including skin type, skin care habits, consumption cycle, etc.), user portraits are automatically updated, such as detecting that users have purchased anti-aging products for 3 consecutive months, and automatically marking them as mature skin anti-aging demanders.
❷ Relationship Assets:Formulate a private domain interaction SOP, stipulating that customer service must collect 3 core requirements for the first communication between customer service and users, and trigger an exclusive skin care consultation once a month for high-potential users, and include the 1v1 effective communication rate in the team assessment.
❸ Business Assets:Develop a user lifecycle calculator that displays the LTV forecast for each user in real time, automatically triggering exclusive benefit reach when a user’s LTV drops for two consecutive months.
The core competitiveness of the private domain has never been the tool itself, but the user operation methodology hidden behind the tool.When the CEO realizes that the private domain is a forest of user assets that needs to be continuously irrigated, rather than a traffic mine that needs to be mined at one time, it can truly overcome traffic anxiety and reap the compound interest of time.
Myth 3: Only look at GMV’s consequentialist trap
You will definitely encounter the same problem in the process of private domain operation.
Whenever there is an activity, one-on-one information bombing in the community and private domain is enabled, just to complete the so-called KPIs.
But no one noticed the anomalies in the background data: the community open rate plummeted from 35% to 12%, the reply time of 1v1 private chats exceeded 6 hours, and even 25% of users never interacted after their most recent purchase – a typical consequentialist trap:CEOs only focus on explicit data such as GMV and fan volume, but ignore the healthy password of private domain growth hidden in process indicators.
This misunderstanding is widespread in the industry. The harm of only looking at the results is that it covers up three major procedural errors:
(1) Activity overdraft: The data is good-looking but fake prosperity
(2) Loyalty fault: the growth of new customers hides the loss of old customers
(3) Health blind spot: lack of risk early warning mechanism
When the health of private domain growth becomes the core assessment item, enterprises can avoid the trap of good-looking data but unstable foundation.
After all, GMV is the fruit of results, and activity, loyalty, and risk control are the roots of growth – only a healthy root system can make the growth tree of the private domain stand the test of cycles.
02 Why is the private domain a long-term project for CEOs?
From interdepartmental games to instrumental traps, from consequentialist short-sightedness to neglect of process health, the same essential proposition is hidden behind these misunderstandings:The private domain is never a project that can be effective by tactical optimization of a certain department, it requires the CEO to stand at the strategic height of the enterprise and build a growth system with long-term thinking.
So, what kind of strategic value does the private domain have that makes it a long-term project that must be personally managed by the CEO? We can find the answer from three underlying logics.
1. Business logic reconstruction
A paradigm shift from traffic harvesting to value symbiosis.
The logic of private domain business has undergone a fundamental change: when the traffic dividend peaks, enterprises are shifting from harvesting new customers to operating user lifetime value, and the starting point of this change is the CEO’s redefinition of business logic.
The value symbiosis logic of the private domain requires enterprises to become a farming nation: deeply cultivate the responsibility field of users, and through continuous service irrigation, let user value be harvested year by year like crops.
This paradigm shift is reflected in three core dimensions:
(1) Rewriting of the growth formula
Taking beauty brands as an example, when private domain users are stratified according to consumption frequency, the annual contribution of the top 20% of users has increased from 500 yuan to 2,800 yuan, and the secret lies in shifting from selling products to selling solutions: providing skin care consultants with 1v1 customized solutions for sensitive skin users, inviting high-net-worth users to participate in new product formula testing, and even developing skin quality testing + product recommendation mini program tools. These actions may not seem to directly generate GMV, but they increase user lifetime value (LTV) by 3x.
(2) The evolution of relationship depth
In traditional traffic logic, the user is a string of numbers behind the screen, while in the private domain symbiosis logic, the user is a partner who needs to have a continuous dialogue. For example, the CEO of a home improvement company participated in monthly in-depth interviews with private domain users and found that many customers still had needs for soft decoration matching, cleaning and maintenance after purchasing furniture, so they launched a home butler service package, and the repurchase rate of private domain users increased from 12% to 45%, which gave birth to a new business line of customized soft decoration – this evolution from transaction relationship to service relationship, only CEO leadership can break through departmental barriers.
(3) Extension of value creation
When the private domain becomes a user demand collector, the value creation of enterprises is no longer limited to existing products.
This reconstruction of business logic is essentially a recognizance of the nature of growth: when traffic becomes more and more expensive, only CEOs can lead companies from harvesting one-time traffic to cultivating lifelong users to establish irreplaceable competitive barriers in the stock era.
After allThe real private domain moat is not how many friends you add, but how much value you create for users.
2. Competitive barriers evolve
Short-term strategies will fail, and system capabilities are the moat.
Let’s take a simple example, many merchants have launched community blind box activities in the private domain community, and many merchants have exactly the same gameplay, and even the poster design is highly similar.
This kind of scenario is not uncommon in private domain operations – when the industry is trapped in activity fission – low-price promotion – involution of following the trend of copying, but smart brands rely on a user stratification system with 200+ tags to achieve a private domain repurchase rate that is consistently higher than that of their peers by 25%, revealing the truth of the evolution of competitive barriers: short-term strategies are easy to imitate, and only systematic ability is an insurmountable moat.
The failure of short-term strategies is essentially the inevitable result of tactical homogenization.You can quickly accumulate 500,000 friends by adding corporate WeChat red envelopes, and competitors can use a higher amount of red envelopes to divert traffic. On the other hand, for maternal and infant brands that have done well in the private domain, the CEO will take the lead in building a private domain data center in 2022, opening up 2000+ dimensional data from offline stores, e-commerce platforms, and community interactions, and forming a real-time response system for user needs: when it detects that pregnant users have entered the third trimester, it automatically triggers the recommendation of postpartum repair service packages, which makes the average annual contribution of private domain users 40% higher than that of peers, and is difficult to replicate.
The real private domain moat is hidden in the construction of three anti-imitation systems:
(1) The depth of the data infrastructure
For example, the user digital twin system of a home furnishing brand is exemplary: each user’s browsing history, consultation records, and purchase preferences in the private domain are converted into 360° dynamic tags, and can even predict the user’s need to replace the sofa in the next 6 months. This data infrastructure requires the CEO to take the lead in integrating technology, operations, and product departments, and takes 18 months to build, which is not achieved by purchasing off-the-shelf SCRM tools. When competitors were still relying on manual analysis of Excel reports, the company was able to automatically generate private domain communication strategies through algorithms.
(2) Accuracy of service standards
For example, a high-end skincare brand’s private customer service manual is 80 pages thick, detailing the communication skills and service response time of users with different skin types, and even detailing that sensitive skin users must first ask about daily skincare steps when consulting sunscreen products. This set of standards is personally formulated by the CEO, and a customer service capability certification system is established, and new employees need to pass 120 hours of user service simulation before they can take up their posts. The seemingly cumbersome process resulted in a private domain user’s NPS (Net Promoter Score) of 58 points, which is 30 points higher than the industry average.
(3) The strength of the compliance framework
For example, after the implementation of WeChat’s new regulations in 2024, an educational institution was banned for violating private domain speech, directly losing 150,000 user assets, while a knowledge payment brand was unharmed during the same period – the secret is that as early as 2022, the CEO promoted the establishment of a private domain compliance operating system: automatically monitoring sensitive words, limiting the number of times a single user can reach a single user in a day, and regularly reviewing user tag usage permissions. This forward-looking compliance framework not only avoids risks but also increases user trust in the brand by 40%.
While the industry is still competing for event creativity and traffic gameplay, the real frontrunner is already building systematic capabilities of data + service + compliance. These capabilities take up to 2-3 years to build and require CEOs to withstand short-term performance pressures and continuously invest resources:What we are building today is not a private domain traffic pool, but a user asset operating system that can withstand the ten-year cycle.
This is the ultimate form of private domain competition barriers.
3. Growth curve shifting
The private domain is the core engine of the second growth curve.
When the traditional growth curve encounters bottlenecks, the private domain is becoming the core engine of the second growth curve for enterprises to break through the ceiling, and whether they can seize this opportunity depends on whether the CEO has a shift mindset.
The traditional growth curve relies on the linear expansion of new customer size × customer unit price, which is unsustainable after the traffic dividend fades. A snack brand once fell into a typical predicament: in 2022, the GMV of the Tmall flagship store increased by 15%, but marketing expenses increased by 30%, and the net profit margin fell by 2 percentage points. The turning point occurred in 2023, when the CEO upgraded the private domain to a strategic project, increased the repurchase rate of old customers to 35% through membership system operations, and the proportion of revenue contributed by the private domain jumped from 8% to 28%, driving the overall gross profit margin to increase by 5 percentage points – this is the private domain-driven growth curve shift:From open source competition for new customers to throttling stock.
As the core value of the second growth curve, the private domain is reflected in the bite rotation of the three shift gears:
(1) The value shift from traffic scale to user quality
The annual contribution of the top 20% of private domain users is 12 times that of ordinary users, so the CEO of a beauty company takes the lead in establishing a super user cultivation system: providing high-net-worth customers with exclusive beauty consultants, priority trial rights for new products, and offline salon customization services. This system has increased the average annual purchase frequency of private domain users from 1.5 times to 4.2 times, and private domain revenue will account for 37% in 2023, becoming the first growth pole surpassing Tmall and Douyin.
(2) Shift the mode from product sales to ecological services
When milk powder sales encountered a price war, the CEO led the team to explore the deep needs of private domain users and develop an ecosystem of parenting knowledge payment + postpartum repair services + parent-child activity customization. The user life cycle value (LTV) has expanded from 3,000 yuan in a single milk powder category to 12,000 yuan in the whole ecosystem, driving the overall valuation of the enterprise to increase by 40%.
(3) Efficiency shifting from experience-driven to data-driven
The private domain data center of a home furnishing brand has become a growth accelerator: by integrating store customer flow, online browsing, and community interaction data, it accurately predicts the user’s home replacement cycle and automatically triggers the exclusive plan for the renewal of old furniture. In 2023, the company’s private domain user repurchase rate reached 38%, 25 percentage points higher than that of the public domain, but the cost of customer acquisition decreased by 40% – a data-driven growth model that makes the private domain a stable engine through the cycle.
AsAmazon CEO Bezos said: All strategies around long-term value will eventually usher in a non-linear explosion of growth.As the second growth curve, the private domain requires CEOs to have the strategic patience to look at it for three years and do it for one year: in the first 1-2 years, it seems to grow slowly, but in the third year, it ushered in an explosive period of user value compounding.
While the industry is still anxious about quarterly GMV, those companies that regard the private domain as the core engine of the second growth curve have already embarked on a new track of sustainable growth in the long-term layout of CEOs.
03 CEO’s long-term cultivation: passing through the three painful periods of private domain construction
Understanding the strategic value of private domains is only the starting point, and the real challenge lies in implementation – when CEOs are determined to make private domains a long-term project, they will inevitably encounter a realistic temperature difference from strategic planning to implementation.
On the road to building a private domain system from 0 to 1, there are three painful periods waiting to be crossed, and whether you can lead the team through these stages is the ultimate test of the CEO’s long-term determination.
1. Commitment period (0-1 year)
Endure the loneliness of not seeing explicit returns.
The core challenge at this stage is whether the CEO can resist short-term performance anxiety, focus on the three underlying value construction, and lay a solid foundation for long-term growth for the private domain.
1) Infrastructure first: build a digital chassis for private domain operations
The primary task of the investment period is not to quickly monetize, but to build the infrastructure for user asset operation: data system tools and process adaptation.
2) User water storage: from extensive flow harvesting to precise seed cultivation
User growth during the investment period should follow the principle of quality over quantity:
Precise diversion strategy: Abandon extensive methods such as adding fans and cashback at low prices to attract traffic, and focus on high-matching scenarios to acquire seed users. For example, through exclusive services for offline store members, in-depth content drainage on official accounts, and sharing of value in vertical communities, users who are willing to continue to interact with the brand are attracted. The proportion of such users may be only 20%-30% in the early stage, but they are the core carrier of the long-term value of the private domain.
In-depth demand capture: Design a demand exploration process at the first touchpoint where users import private domains: Collect at least 3 core requirements (such as the acceptable reach frequency of service types expected by purchase motivation) through 1v1 private chats, questionnaires, or interactive forms. This information will become an important basis for later hierarchical operation to avoid falling into the inefficient trap of indiscriminate mass distribution.
3) Team empowerment: Establish process-oriented operational cognition
The key to team management during the investment period is to transform long-termism into an executable assessment system:
Assessment indicator reconstruction: Cancel short-term outcome indicators such as GMV and add followers, and instead track the health of the process: such as user tag completeness rate (healthy value ≥80%), 1v1 effective communication rate (defined as communication that triggers users’ active response, health value ≥40%), and community content open rate (healthy value ≥25%). These metrics may not seem to be directly profitable, but they are key milestones in private domain operations from 0 to 1.
Cognitive calibration mechanism: Regularly organize user voice review meetings, allowing team members to directly participate in user interviews and read original conversation records to avoid falling into data report thinking. For example, 50 user messages are selected every week, and high-frequency requirements are sorted out by category (such as if you want to receive complaints about the lack of transparency in logistics information from tutorials), and convert them into specific operational improvement items. Help your team understand the true value of the commitment period by continuously reinforcing the perception of user value priorities – not by creating beautiful reports, but by establishing the right posture to talk to users.
The essence of the loneliness of the investment period is the time difference between value sowing and harvesting.
Smart CEOs will regard these 12 months as the private domain gene shaping period: data infrastructure determines the storage capacity of user assets, precise water storage determines the quality purity of seed users, and team cognition determines the execution accuracy of operational actions.
2. Break-in period (1-3 years)
The construction of private domain has entered 1-3 years, and the infrastructure has taken shape, but resistance such as departmental barriers, assessment conflicts, and cultural inertia has exploded. At this time, the CEO’s core task is to integrate the private domain from independent projects into the core growth system of the enterprise through three major actions: goal reconstruction, process reengineering, and culture remodeling.
1) Goal reconstruction: Break down KPI barriers and establish global collaboration
The difference in the value of the private domain between various departments is essentially the fragmentation of the assessment system. CEOs need to promote the cross-binding of assessment indicators:
30% of the new customer target of the marketing department must be completed through private domain diversion (such as forced access to the enterprise WeChat entrance on the Douyin advertising landing page);
20% of the R&D resources of the product department give priority to high-frequency needs of private domain users (the top 5 needs are selected monthly and included in the development schedule);
The inventory turnover rate of the supply chain department is linked to the delivery time of private customized products (small batch production response within 72 hours). By embedding the core indicators of the private domain into the department’s KPIs, a community of interests is formed.
2) Process reengineering: build agile channels and break the obstacles to collaboration
The traditional process is lengthy and inefficient, and cannot meet the real-time and personalized needs of the private domain. Three major mechanisms need to be established:
Daily private domain work order morning meeting: 15 minutes to synchronize urgent needs (such as user complaints and inventory warnings), assign a responsible person on the spot and set a 48-hour time limit for resolution;
Weekly demand alignment meeting: According to the urgency of demand + user value, the customized needs of high-net-worth users enter the green channel, and the allocation of resources is prioritized.
Cross-functional agile team: Mobilize operational, product, and technical backbones to form a special team to directly connect with the CEO, bypass the traditional approval process, and quickly respond to unexpected scenarios such as fission activities and churn warnings.
3) Cultural reshaping: from department-based to user symbiosis
Deep resistance comes from cultural inertia, which needs to be reshaped through user immersion programs:
Require executives to spend 4 hours a month to participate in private domain interactions: directly respond to inquiries from high-net-worth users, participate in community discussions, review churn reports, and drive improvement with real experience.
Carry out private domain capability training for all employees: the marketing department learns the tonality of private domain content, the product department understands the hierarchical needs, and the technical department strengthens the awareness of data services and breaks the functional silos.
Adjust the incentive mechanism: Set up a private domain collaboration contribution award, give quarterly bonuses to teams with outstanding cross-departmental support, weaken short-term performance vetoes, and allow KPIs to fluctuate by 10%-20% during the run-in period.
The pain of the run-in period is a necessary process for the private domain to integrate from extracorporeal circulation into the blood circulation of enterprises.
CEOs need to play the role of organizational changemakers, build consensus through assessment and binding, improve efficiency through process reengineering, and cultivate soil through cultural reshaping. When all departments change from passive cooperation to active empowerment, the private domain can truly become a common engine driving growth, not just an exclusive project of the operation department.
3. Iteration period (3 years+)
When the private domain enters the mature stage, standardized operation is easy to give rise to experience solidification – user stratification lags, strategy mechanical execution, and innovation momentum attenuation. At this time, the CEO needs to build an anti-inertial evolution mechanism to solve the paradox that success is stagnation, so that the private domain can maintain vitality in iteration.
1) Create an innovative isolation belt to break through the experience cocoon
Set up innovation units that are independent of the existing system to avoid the suppression of new explorations by mature businesses:
Establish a 001 commando team: Assign 20% of the backbone to set up a special team, give 15% budget autonomy, allow 40% room for trial and error, focus on disruptive gameplay (such as private domain AI customer service, scenario-based content generation), report directly to the CEO, and skip the traditional approval process.
Implement the rule of zero experience: Organize the core team to review the underlying logic every quarter, and force each operation module to propose one unconventional improvement (such as changing high-frequency promotions to demand-triggered services, forcing the team to jump out of path dependence).
2) Build a dynamic perception system to capture changes in demand
Break the dependence on static portraits and establish a real-time evolving user insight mechanism:
Launch the demand radar plan: Select 100 active users every month for unstructured in-depth visits, and dynamically update the user tag system based on community hot word analysis and high-frequency customer service ticket issues. Automatically trigger a profile reconstruction when a user’s behavior fluctuates by more than 20% (e.g., reclassifying high-frequency inquiries as experience-sensitive).
Introduce external impact mechanisms: Invite cross-industry experts (such as Internet operation giants and young consumer researchers) every quarter to dismantle private domain strategies, draw inspiration from gamification design, metaverse interaction and other fields to fill in blind spots in experience.
3) Build technology – business symbiotic evolution engine
Avoid technology becoming an efficiency tool and establish a two-way drive innovation ecosystem:
- Establish a special class for technical empowerment: The CTO and the person in charge of the private domain jointly lead the evaluation of technology landing scenarios such as large models and dynamic data centers every quarter, and realize real-time update of labels – automatic policy matching (such as detecting that users continue to browse new products, automatically triggering the invitation of an exclusive experience officer).
- Implement a technical mechanism for business feedback: The operation team is required to submit a list of technical requirements every month, and transform practical pain points such as low hierarchical efficiency and slow data retrieval into development tasks, forming a closed loop of practical problem-driven technological innovation.
The core proposition of the iteration period is to maintain the sharpness of change in stable growth. CEOs need to be aware that the moat of the private domain is evolutionary ability rather than successful experience. Only by breaking inertia through innovative units, capturing changes with dynamic insights, and improving efficiency through technology symbiosis can the private domain always become a living water system that drives enterprise growth in the long-distance run of 3 years + – this is the ultimate footnote to long-termism.
04 Conclusion
The essence of private domain is the redefinition of the relationship between enterprises and users, and the paradigm shift of business logic from traffic harvesting to value symbiosis.
When enterprises get rid of the internal friction of departmental wars, break the superficial cognition of instrumentalization, and bid farewell to the short-sightedness of GMV theory, they can truly understand that the private domain is not a painkiller for traffic anxiety, but a forest of user assets that needs to be sown, cultivated, and pruned by the CEO himself.
The flourishing of this forest begins with the deep cultivation of infrastructure that endures loneliness during the investment period, the collaborative evolution that breaks the inertia of the organization during the run-in period, and the continuous innovation that resists experience dependence in the iterative period – each stage tests the leader’s belief and determination in long-term value.
Standing at the threshold of the era of stock competition, those companies that regard the private domain as the core engine of the second growth curve are interpreting the essence of business with actions: the real competitive barrier is never a popular activity or traffic gameplay, but a systematic user operation ability; True growth resilience begins with strategic foresight beyond quarterly statements and becomes value adherence through cycles.
When CEOs regard private domain construction as a long-term construction of user asset operating systems, rather than a sprint project for short-term performance, enterprises will eventually reap the compound interest of time – every active interaction of users, every accumulation of trust, and every value co-creation are pouring a moat for the brand to resist wind and waves.
The ultimate answer to the private domain is hidden in the practice of long-termism. It requires us to believe that those seemingly slow user deep cultivation, cumbersome process reengineering, and counterintuitive innovation attempts will eventually burst into energy at a critical point, allowing enterprises to still have an endless user oasis when the traffic ebbs. This may be the ultimate significance of the private domain as a long-term project for CEOs –It is not only to win the current growth, but also to anchor the way of survival for the enterprise in the future.
