How to build a metrics system
A metrics system is a tree: one number at the top for direction, broken down to the layer a single change can move.
What you will run into
- 看板上二十个数，不知道该盯哪个
- 做了个功能，说不清它该让哪个数变好
- 两个人说的「日活」不是一回事，对不上账
First, pick the top metric
The top metric must match the product goal, and it shifts with the lifecycle. The same product has a different number at the top in different stages.
| 阶段 | 业务重点 | 一级指标 |
|---|---|---|
| 引入期 | 打磨核心功能，获取第一批用户 | 总用户数、次周留存 |
| 成长期 | 激活并留住已有用户 | 活跃度、留存率 |
| 成熟期 | 商业变现 | 付费转化、客单价、GMV |
| 衰退期 | 提效降本，找新增长点 | 获客成本、利润、新方向的验证数据 |
One more filter: a metric must be actionable. A number you cannot move with any strategy is not worth watching.
Break it down
| 拆法 | 怎么用 |
|---|---|
| 按 AARRR 拆 | 获取、激活、留存、收益、推荐，每段设二三级指标。适合看整条链路 |
| 按用户流程拆 | 照着用户实际走的步骤逐段设指标。适合定位卡在哪一步 |
| 按 OGSM 拆 | 目标、绩效、策略、度量。强调区分过程指标和结果指标 |
| 按 OKR 拆 | 目标加关键结果，再把每个关键结果拆成具体指标 |
Define one metric clearly
Ambiguous metrics are the most common source of reconciliation fights on a team. A complete metric has three parts.
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Once metrics are set, write them up as a metrics dictionary: name, formula (how it is computed), and constraining dimensions. Everyone on the team checks the same document — that is how you stop everyone quoting different numbers.
A lighter version for solo builders
- Just one at the top level. During exploration, that's week-1 retention. Ignore everything else for now.
- Three to five at the second level. These map to the key steps of the main thread, used to locate where a problem sits.
- Add the third level on demand. When you spot an issue in one segment, break that segment down further. No need to lay it all out from day one.
- Write the definition for every metric. Even if it's just you — in three months you'll forget.