"Retention in the Times of COVID-19: Insights from Japan for Building and Deepening User Habits"

"Retention in the Times of COVID-19: Insights from Japan for Building and Deepening User Habits"

In the ever-changing landscape of the digital world, building and retaining user habits has become more crucial than ever. The COVID-19 pandemic has further highlighted the importance of retention, as people's behaviors and needs continue to shift. To create great retention, it is essential to understand the science behind habit building and focus on the core inputs: Activation, Engagement, and Resurrection.

Activation, Engagement, and Resurrection are the key elements that drive retention. Revenue retention, often mistaken as the ultimate goal, is actually an output of usage. By solely focusing on revenue retention, businesses risk missing out on the bigger picture. Instead, the key focus should be on identifying and retaining the marginal audience.

But how do we ensure that the marginal audience experiences real value and not just temporal value? This is where the Japanese concept of Ikigai comes into play. Ikigai refers to the state of well-being induced by devotion to enjoyable activities, leading to a sense of fulfillment. By aligning a product or service with the users' Ikigai, businesses can create meaningful experiences that go beyond the surface level.

Another Japanese concept that can be applied to habit building is Wabi-sabi. Wabi-sabi encourages us to embrace our imperfections and accept the natural cycle of life. In the context of retention, it teaches us to be grateful and accepting of the value proposition a product or service offers, rather than striving for perfection. By practicing Wabi-sabi, businesses can foster a sense of gratitude and excellence among their users.

The Shu-Ha-Ri framework, used in various disciplines including martial arts and craftsmanship, can also be applied to building habits. The framework aligns with the Fogg Behavior Model, which states that behavior is a result of motivation, ability, and prompt. In the Shu stage, users learn the basics by following the teachings of one master. This can be likened to the motivation and ability aspects of habit building. In the Ha stage, users start experimenting and integrating their learning into practice, similar to the prompt aspect. Finally, the Ri stage focuses on innovation and adapting the learning to different situations, representing the ultimate goal of habit building.

Kaizen, a method of continuous improvement, is another Japanese concept that can be applied to retention. By making small, ongoing positive changes, businesses can significantly impact user habits. The theory behind Kaizen is that continuous improvement can lead to significant outcomes over time. This concept can be particularly useful in identifying and addressing friction points that hinder habit formation.

The concept of Mono no aware, which translates to "the pathos of things," teaches us to have empathy towards things and their inevitable passing. In the context of retention, it reminds us that nothing in life, including user habits, is permanent. Businesses should be willing to gracefully let go of attachments to transient things and adapt to the evolving needs and behaviors of their users.

In Japan, the concept of Omotenashi, or offering the best service without expecting a reward, is deeply ingrained in society. By incorporating Omotenashi into retention strategies, businesses can prioritize the needs and experiences of their users above all else. This selfless approach to serving users can foster loyalty and long-term retention.

Finally, the concept of Ho-Ren-So, which translates to "report, inform, and consult," forms the basis of effective communication and collaboration in Japanese organizations. Applying this concept to retention involves continuously reporting on user feedback, informing the team of any changes or updates, and consulting with users to understand their evolving needs. By embracing Ho-Ren-So, businesses can ensure that they are constantly aligning their retention strategies with user expectations.

In conclusion, building and deepening user habits in the times of COVID-19 require a thoughtful approach that incorporates insights from Japanese concepts. By focusing on the core inputs of Activation, Engagement, and Resurrection, aligning with users' Ikigai, practicing Wabi-sabi, and applying the Shu-Ha-Ri framework, Kaizen, Mono no aware, Omotenashi, and Ho-Ren-So, businesses can create meaningful experiences that foster long-term retention. Here are three actionable pieces of advice to enhance retention:

1. Identify and prioritize the marginal audience: Instead of trying to retain everyone, focus on understanding and retaining the users who find real value in your product or service.

2. Continuously improve with small, positive changes: Embrace the Kaizen philosophy and make ongoing improvements to address friction points and enhance the user experience.

3. Practice empathy and let go of attachments: Adopt the mindset of Wabi-sabi and Mono no aware, being grateful for what your product or service offers while being willing to adapt to changing needs and behaviors.

By incorporating these strategies into your retention efforts, you can build strong and lasting user habits that withstand the challenges of the times. Remember, retention is not just about keeping users; it's about creating meaningful and fulfilling experiences that keep them coming back.