如何構(gòu)建一個網(wǎng)站運營團隊

在如何構(gòu)建網(wǎng)站建設(shè)運營團隊上，我首先要談下一下網(wǎng)站運營這個工作。網(wǎng)站運營從深層次來說，他天生就具有系統(tǒng)性、專業(yè)技術(shù)性、持久性三個看似簡單其實不 簡單的特征，從而也就決定了運營團隊的構(gòu)成。不客氣地說，不具備上述三點，就不可能把一個網(wǎng)站運營的很出色，網(wǎng)站一開始就是在走下坡路。
On how to construct the website construction and operation team, I first want to talk about the work site operation. Web site operators from the deep, he was born with a systematic, professional, persistent three seemingly simple but characteristic is not simple, and also decided the operations team. Don't hesitate to say, do not have the above three points, it is not possible to operate a website very well, site is the beginning of the downhill.

我曾經(jīng)接觸過一個紅酒行業(yè)的電子商務(wù)網(wǎng)站，當(dāng)然了，在他之前也是有酒類的電子商務(wù)網(wǎng)站的，但是這個紅酒網(wǎng)站帶給我的卻是一種震撼。網(wǎng)站流量基本來自 于競價推廣，轉(zhuǎn)化率趨向于0，各項網(wǎng)站運營指標(biāo)慘不忍睹。當(dāng)我問及為什么會是這樣的時候，我率先發(fā)現(xiàn)了問題：幾任團隊做下來，卻不知道網(wǎng)站運營為何物?
I have contacted the e-commerce site, is a wine industry, of course, before he is the electronic commerce website of wine, but the wine website I bring is a kind of shock. Website traffic basic from the bidding promotion, conversion rate tends to 0, the site operation index too horrible to look at. When I asked why this is so, I first discovered the problem: a few team down, but do not know the website operation for what?

細(xì)看這個團隊，基本設(shè)置非常全面，推廣部、策劃部、編輯部、客服部，基本將運營團隊所需要的人員配齊了，但是網(wǎng)站成績依舊很差，這不得不讓人深思。 回到這個紅酒網(wǎng)站，推廣部的人員只懂得基本的外鏈、關(guān)鍵詞優(yōu)化和競價，對SEO營銷型網(wǎng)站建設(shè)也是一知半解;策劃部最多策劃一些微博、線上活動，反響卻不大，頁面策劃基 本不了解;編輯部每天發(fā)布的文章還不如一個地方新聞門戶的編輯發(fā)得多，文章幾乎不被收錄;客服部處于與營銷部門的脫節(jié)狀態(tài)，與客戶溝通不能應(yīng)用自如。試問 這樣的烏合之眾，如何擔(dān)負(fù)起一個網(wǎng)站的運營呢?那么應(yīng)該如何建隊，如何統(tǒng)御呢?
Look at the team, the basic setup is complete, the promotion department, planning department, editorial department, customer service department, will be the basic operation team of personnel required to complete, but the site performance is still very poor, which forced people to ponder. Back to the red website, promotion department personnel only understand basic chain, keyword optimization and bidding, the SEO marketing type website construction also have a superficial knowledge of planning; planning department up some micro-blog, online activities, not the page response, planning the don't understand; Editorial Department of journal articles published every day as a local news portal edit too much, the article is almost not included; customer service department is out of touch with the state of the marketing department, and customer communication cannot be applied easily. How can such a motley crew, how to undertake a website operation? How to build a team, how to control?

專業(yè)素質(zhì)要過硬，能夠獨當(dāng)一面。
Professional quality to be perfect, can take charge as chief of.

前不久我接觸了一個新站，專門做設(shè)計產(chǎn)業(yè)。起初這個項目也是做了長達(dá)三年之久，沒有斬獲，雖然經(jīng)過改版，提出了新的商業(yè)模式，但是對于運營總監(jiān)來 說，第一個難題就是銷售團隊如何把一個不知名的新站的產(chǎn)品銷售出去。此戰(zhàn)的運營總監(jiān)通過獵頭和渠道挖到了兩個身處一線的電話營銷經(jīng)理，素質(zhì)非常全面，當(dāng)接 手了網(wǎng)站產(chǎn)品銷售時，經(jīng)受住了壓力，利用自身專業(yè)技能和素質(zhì)，在一個月能完成了業(yè)務(wù)計劃，使網(wǎng)站實現(xiàn)了0的突破。
Not long ago I met a new, specialized design industry. At first, this project is also done for three years, no gains, although after revision, the new business model, but for the director to say, the first problem is the sales team to an unknown new product sales. The director of operations through the headhunting and channels dug up two first-line telephone marketing manager, quality is very comprehensive, when the next hand website product sales, has withstood the pressure, to use their professional skills and qualities, completed a business plan in a month, the network achieves 0 breakthrough.

創(chuàng)業(yè)本身就是一個很艱難的過程，但是對于一個處于半死不活的網(wǎng)站，對于運營和銷售人員來說，面臨的壓力可想而知。沒有經(jīng)驗的員工斷不可貿(mào)然使用，不 能夠獨當(dāng)一面，也不能給與任務(wù)，雖然要求的很苛刻，但是這樣的人大有人在，需要管理者不斷的挖掘和知人善任，用人不疑疑人不用。
Entrepreneurship is a very difficult process, but for a half-dead website, for operation and sales personnel, one can imagine the pressure. No experience of the employees shall not rashly use, not able to take charge as chief of, also cannot give the task, although is very demanding requirements, but such people, managers need continuous mining and know, employers do not suspect suspect not.

保持團隊穩(wěn)定，扎實推薦團隊建設(shè)。
Keep the team stable, solid and recommended that the team construction.

曾經(jīng)有這樣的一個網(wǎng)站，運營團隊框架時常被管理者進(jìn)行修訂，最初有六個產(chǎn)品部門縮編為三個事業(yè)部，本以為就可以穩(wěn)定下來了，但是不出三個月，運營團 隊又被改造，原有的產(chǎn)品部門又被分離，處于獨立狀態(tài)，一年之中，運營團隊就經(jīng)歷了四次震動，最令人驚奇的是，每次改變運營團隊，除了產(chǎn)品經(jīng)理會驚訝一下， 經(jīng)歷團隊改變的員工都是新面孔。這樣的震動，兵不識將，將不識兵，編制混亂，造成了大量的扯皮和人浮于事的現(xiàn)象。
There was such a website, the operation team framework is often managers are revised, originally had six products department downsizing for the three division, the thought that can be stabilized, but not three months, operation team and was modified, the original product department and are separated, in independent state within a year, the operation team, experienced the four shock, the most amazing thing is, every time you change the operation team, in addition to product manager will be surprised, experienced team of staff are new faces change. Such a shock, soldiers do not know will, will not soldiers, preparation of chaos, resulting in a large number of disputes and more personnel than work available phenomenon.

運營團隊的震動，最直接的就是導(dǎo)致工作出現(xiàn)重疊區(qū)，你也可以管、他也可以管，往往最終不管。運營團隊架構(gòu)的變動，其目的在于優(yōu)化資源，提升團隊，但 是頻繁的變動和更改，就會出現(xiàn)工作真空區(qū)域、團隊混亂慌張以及人員的流失和出走。運營團隊的革新和架構(gòu)變動，要有一個原則和前提：團隊完成既定目標(biāo)，需要 一個新的錘煉機會;管理層正常變動，需要新的血液加入;符合利益集團根本利益。
The operation team of vibration, is the most direct cause work overlap area, you can also tube, he can also tube, often end up no matter. The operation team schema changes, its purpose is to optimize the resources, promote team, but is frequent change and change, will appear vacuum region, confused panic and team personnel and run away. The operation team in innovation and architecture, to have a principle and premise: a team to reach the target, the need for a new training opportunities; management of normal change, need new blood joins conforms to the fundamental interest group.

客觀面對團隊文化的作用，不可忽視利益機制。
Facing the team culture objective role can not be ignored, the interest mechanism.

在這里我談到了兩個問題，團隊文化和利益機制。為什么一定是一起談呢?因為在團隊構(gòu)建中，利益共享是一種團隊文化不可缺少的項目，當(dāng)然還需要其他的文化的存在。
Here I talk about two issues, team culture and interest mechanism. Why must it be talking about? Because in team construction, benefit sharing is a team culture indispensable items, of course, also need other cultural existence.

談及至此，我還是以紅酒網(wǎng)站為例。這個團隊成立之初，雖然依靠著母公司財力的支持，可以過著養(yǎng)尊處優(yōu)的生活，無憂無慮。但在對著網(wǎng)站的深入了解過程 中，這種習(xí)慣導(dǎo)致這個團隊從上至下都有一種優(yōu)越感， 上上下下出現(xiàn)了浮夸、做假、人浮于事的病態(tài)。究其原因，除了管理層的原因外，那便是團隊文化的消極作用。
Talking about this, I was as an example to red. The team was first established, while relying on the parent company financial support, can live a life of provide for oneself and live comfortably, be light of heart from care. But understanding the process at the site, this habit that the team from top to bottom, have a sense of superiority, and the exaggerated, false, more personnel than work available sick. Investigate its reason, besides the reason of management, that is the negative effect of the team culture.

我曾仔細(xì)的閱讀了該團隊繼承母公司的厚達(dá)100多頁的企業(yè)文化，其文化利用了大量的儒家核心文化理念，對這樣的年輕團隊無疑是一種束縛。喜歡歷史的 朋友都知道，治世靠儒家，亂世靠法家。創(chuàng)業(yè)團隊或者是初創(chuàng)團隊需要的是血性的文化，更確切的是刺激。不應(yīng)該把這樣比較成熟的、用于鞏固團隊的文化制度用于 這樣的團隊的。更多的是用機制來進(jìn)行對團隊的約束。
I have read carefully the team inherited the parent company covers more than 100 pages of corporate culture, the culture of using a large number of Confucian culture, for such a young team is a bound. Like historical friends all know, just rely on the Confucian, Legalist gone by. Entrepreneurial team or start-up team need is blood culture, more specifically stimulate. Should not be so mature, for the consolidation of team culture system for this team. More is the mechanism for the team constraint.

曾經(jīng)有一個初創(chuàng)網(wǎng)站的運營總監(jiān)問兩位客戶經(jīng)理，這個星期你最想干什么?客戶經(jīng)理回答說：雙休!總監(jiān)問：真的想雙休?經(jīng)理說：狠想雙休?？偙O(jiān)說，給我 一個目標(biāo)，達(dá)到了就雙休!雖然最后的結(jié)果是客戶經(jīng)理沒有達(dá)目標(biāo)得到雙休，但是那個星期的業(yè)績是非常好的。從側(cè)面看出了利益機制的作用。
There was once a web start-up operations director asked two customer manager, what would you most like to do this week? Customer manager replied: double cease! Director: really want to rest manager said: I want to rest?. Director said, give me a target, achieve the double cease! Although the final result is not achieved the goal customer manager get weekends, but the week's performance is very good. See from the perspective of the interest mechanism.

很少有把利益共享寫入團隊文化的，但是卻是更多的一榮俱榮、一損俱損之類的不切實際的空想和空談。團隊文化的沉淀也多是用利益機制和對賭這樣很世俗的東西凝練出來的。沒有那個團隊或是公司剛剛初創(chuàng)時就是懷著經(jīng)世致用、報國愛國的目標(biāo)的，他們僅僅是為了多賺錢而已。
Few of the benefit sharing writing team culture, but unrealistic fantasy and talk is more a loss, such as. The team culture of precipitation is also used in the benefit mechanism and gambling on this very worldly things concise. None of the team or company start-ups is with practical, patriotic patriotic goals, they are just to make more money.