This primarily centers on strategies for corporate new media operations, offering a comprehensive framework for businesses to effectively manage their presence across various digital platforms. It explores best practices, performance indicators, and typical challenges faced by Western enterprise managers in this evolving landscape. It also provides in-depth analysis of different types of new media accounts, including high-growth, medium-growth, and low-growth models, detailing their characteristics and operational approaches.

Furthermore, the sources outline organizational structures, talent requirements, and content management processes essential for building a robust and scalable new media ecosystem. The overarching theme emphasizes leveraging new media for customer acquisition, brand building, and efficient operational transformation.

I. Understanding Chinese Enterprise New Media Accounts: A Classification Framework

Chinese enterprise new media accounts are primarily categorized based on two fundamental logics that dictate their content strategy and conversion goals: Consumption Logic and Conversion Logic.

1, Consumption Logic: This dimension describes the nature of user engagement with content.

• Low Consumption: Characterized by content that is easily digestible, often short-form, highly interactive, and requires low decision-making cost from the user. Examples include viral short videos, daily lifestyle tips, or entertainment content.
• High Consumption: Involves content that requires more user commitment, often long-form, expert-driven, and dealing with complex topics or high-value products/services. Examples include in-depth industry analysis, educational courses, or detailed product reviews for significant purchases.

2, Conversion Logic: This dimension refers to the directness and efficiency of converting content consumption into business value.

• Low Conversion: Accounts primarily focused on brand building, awareness, and long-term user loyalty without immediate sales targets. They aim to establish a brand image and cultivate a community.
• High Conversion: Accounts designed for direct sales, lead generation, or immediate user acquisition. They often feature clear calls to action, promotional offers, and streamlined purchasing paths.

These two logics form a Four-Quadrant Matrix, offering a strategic framework for classifying and operating different types of enterprise new media accounts:

a, Low Consumption + Low Conversion Accounts:

• Characteristics: Focus on broad reach, light interaction, and brand awareness. Content is usually brief and widely distributed.
• Strategy: Ideal for general brand exposure and public relations. Less emphasis on direct sales.
• Example: Many public welfare accounts or general brand communication channels.

b, Low Consumption + High Conversion Accounts:

• Characteristics: Highly effective for rapid conversion, often seen in e-commerce or retail. Content is concise, actionable, and designed to drive immediate purchases.
• Strategy: Focus on promotional activities, live streaming e-commerce, and direct sales. High emphasis on converting traffic into transactions.
• Example: Short video e-commerce accounts, flash sale promotions.

c, High Consumption + Low Conversion Accounts:

• Characteristics: Prioritize in-depth knowledge sharing, thought leadership, and building brand authority. Content often requires more user engagement and cognitive effort.
• Strategy: Aim to cultivate user loyalty, establish expertise, and build a strong brand reputation over time. Direct sales are secondary.
• Example: Professional consulting accounts, industry research channels.

d, High Consumption + High Conversion Accounts:

• Characteristics: Combine expert-level content with sophisticated conversion mechanisms. Suitable for high-value products or services where users need extensive information before purchasing.
• Strategy: Focus on providing comprehensive solutions and guiding users through a detailed conversion funnel. Requires strong content production and effective sales processes.
• Example: Accounts for luxury goods, financial planning services, or complex B2B solutions. DJI is cited as a successful example, leveraging professional product content with integrated sales channels.

II. Key Operational Strategies and Best Practices

To succeed in the Chinese new media landscape, enterprises must adopt a strategic approach that integrates organizational capabilities with data-driven insights.

1. Core Operational Framework:

This emphasizes the formula: “Organization x Capability = Productivity”. This means that effective new media operations require both a robust organizational structure and strong data analysis capabilities to drive productivity.

2. Optimizing Organizational Structure:

• Centralized Leadership: It is recommended to establish a dedicated “New Media Management Department” or a similar centralized entity at the headquarters level. This department should be responsible for overall strategy, risk management, and performance monitoring across all new media operations.
• Clear Responsibilities: The Brand Departmen is responsible for building brand perception, while the Marketing Department focuses on developing marketing strategies.
• Talent Allocation: Key roles include new media strategy planners, content producers, and operational managers. Personnel allocation should be flexible and responsive to market changes.

3. Content Production and Management:

• AI Empowerment: Actively integrate AI into content production for tasks like topic selection, copywriting, and material generation to enhance efficiency.
• Systematic Approach: Establish a systematic content production and recycling mechanism. This includes:
  / Content Production: Focusing on creating high-quality, original content.
  / Content Expansion: Repurposing and expanding content across various platforms and formats.
  / Content Collaboration: Engaging in cross-platform partnerships and leveraging user-generated content.

4. Talent Development:

• Adopt a “Regional-Domain-Talent” tripartite structure for talent building. This approach focuses on developing teams with expertise in specific geographical markets, content domains, and individual skills.
• The goal is to cultivate talent capable of effectively “opening, spreading, and recommending” content.

5. Operational Stages:

• Short-term (0-3 months): Focus on strategic planning and goal setting. Key activities include defining operational objectives, user engagement strategies, and initial data monitoring.
• Mid-term (3-6 months): Emphasize platform cultivation and user management. This involves establishing regular content output, refining user acquisition tactics, and optimizing engagement.
• Long-term (7-12 months): Aim for sustained growth and optimization. Focus on enhancing conversion rates, expanding audience reach, and fostering long-term user relationships.

III. Strategic Recommendations and Future Outlook

The report provides several key recommendations for future enterprise new media development:

1. Deep Cultivation of Platforms (平台深耕): Enterprises should commit to deeply cultivating their core new media platforms. This involves not just publishing content, but understanding platform algorithms, user behaviors, and optimizing for unique platform features to build strong user engagement and brand presence.

2. Build a Brand Matrix: Develop a multi-account brand matrix where different accounts serve distinct purposes (e.g., flagship brand account, product-specific accounts, Key Opinion Consumer/Sales accounts). This maximizes reach and caters to diverse user segments and conversion paths. Midea is cited as successfully employing a multi-account matrix strategy.

3. Embrace a “Product Manager” Mindset: Approach new media operations with the mindset of a product manager. This involves continuous iteration, focusing on user feedback, A/B testing, and data-driven optimization of content and services, treating them like evolving products.

4. Leverage AI for Efficiency and Risk Management: Actively integrate AI into various aspects of new media operations. This includes using AI for content creation, intelligent content distribution, identifying potential risks (e.g., negative sentiment, compliance issues), and anomaly detection to enhance overall operational efficiency and safety.

5. Strategic Upgrade to “Marketing Center”: Enterprise new media should evolve from being merely a content publishing channel to a strategic “marketing center”. This implies a shift towards focusing on user asset transformation and driving marketing growth. The goal is to move beyond content output to a comprehensive strategy that directly contributes to business results.

6. Continuous Innovation: this envisions that new media will be an indispensable part of enterprise operations for decades to come, requiring continuous innovation and adaptation to evolving platforms and user behaviors.

These insights from the underscore the sophistication of new media operations in China, emphasizing data, organization, and a forward-looking approach to leverage digital platforms for tangible business growth.