Intellectual capital → LAN gunner → career… The reason PUBLI keeps transforming (Interview-Park So-Ryeong, CEO of PUBLI)
Career tech startup PUBLI is ever-changing. At the beginning of its establishment 7 years ago, it started as a content platform for office workers, but gradually narrowed the target audience. Both the business and the customer have changed. What was the reason and secret behind the transformation? I heard it directly from Park So-ryung, CEO of Public.
Q. Please tell us about the changes in public over the past 7 years.
A. If we look at the change of tagline (emphasis phrase during service introduction) limited to public content membership, we initially wrote ‘High Quality, Higher Taste’. It is so early in the drama that it can be really said that ‘memories are drop by drop’. Then, it was changed to ‘creating the intellectual capital of our society’, and in the summer of 2018, as the subscription business was promoted in earnest, the ‘working people’s content platform’ officially started to be used. I have been using this for quite some time, and at the end of last year I changed it to ‘Lan line shooter by your side’. This expression was created by referring to the good expression among the comment ideas given by customers on Instagram. The catchphrase that modifies the entire company, PUBLI, is undecided. In fact, the corporate name may change (significant laughter).
Q. In the meantime, the public customer group seems to be getting narrower. Did you choose and focus?
A. Around 2019, we started taking a closer look at demographic data of membership customers. Before that, we only looked at behavioral data. In the fall of 2019, we surveyed 1,000 customers and conducted phone interviews with 100 in person. Through this, we were able to understand the age, occupation, and gender of the customer in more detail. At that time, the customer age group was divided between 25 and 45 years old. It was then that I realized that there were surprisingly many customers over 40. At that time, these customers viewed the public membership as if they were looking at business economy magazines such as DBR and HBR. However, it was too narrow a market for customers who read business and economic magazines to make regular payments even digitally.
Then, in the spring of 2020, I drastically reduced the amount of content to 5 to 10 minutes to read. Before that, most of the content was long, taking more than 60 minutes to read. And using the team members, I tried to publish some of the internal know-how of working in PUBLI as content. Then, suddenly, the reaction exploded. After researching ‘Who the hell does he like?’ through customer data and interviews, I found out that it was ‘a group of beginners working in an organization that doesn’t have a shooter’.
Q. Why was the need for ‘a group of beginners working in an organization without a shooter’ so high?
A. The group had a clear pain point, but there was no suitable solution in the market. So, the response to the content was good, which made it possible to use the specific know-how of those who worked there right away. Even looking back at the ad, the scale at which new customers were acquired was different. Reviews from customers who paid for it were also really explosive. From then on, I made a lot of content that was targeted to selectable jobs (marketing, planning, human resources, etc.)
Q. Who is your current target audience?
A. When I thought that public awareness had risen to some extent among the 25-30 year olds, I continued to look at the data for ‘who is the target that can be expanded as an adjacent target?’ First of all, we targeted those who have just become team leaders as our next target. They also had a clear point of failure, but there was no solution in the market. And we want to expand it to not only graduates of liberal arts, but graduates of science, who are beginners in society. In this way, it is expanding in such a way that it gradually expands the target customer base again.
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