Experience analysis teaches you to build products from scratch

Macro-pattern and truth, all the world, the difference between the ability and determine success or failure is often the details of the "degree" and the overall "rhythm." "From scratch to build a product" and "from there to excellent grinding a product", although the routines are the same, but in the macro implementation of the rhythm of the control is completely different. If the simple way to develop a new direction or product, the following problems are likely to occur:

Not every company or project can be very good for requirements acquisition and validation.

If the direction of choice is wrong, it is too late to find it later.

The product is repeatedly polished within the team, the delay can not be put on the market, and even in the wrong direction of the deeper deeper.

Products do not have a very clear wards, if the push is blocked, the team will fall into confusion.

In fact, in many cases, most small companies and small projects rely solely on the experience and industry of the founders or the project sponsors to determine the direction. So in this case, what kind of a routine to ensure the success of the project, and early detection of directional errors, as soon as possible? I have my own method of drawing the following flowchart, to share with you:

As shown in the picture, a product from scratch mainly experienced: Project preparation, project planning, market calibration, product release, four stages:

First, the project preparation.

Chinese people do things to emphasize the weather, geography, people and, these three points embodied in the product is, market, resources, team.

1. Market: Select target users, clear the core needs of users, and the core needs and the interests of users.

One of the main points of this phase:

Determine the target user base, must be based on existing resources, refined into specific business objectives, do not appear similar to small and medium-sized enterprises, such as the general word, but should be very specific XXX company, xxx bar customers. The goal is to avoid it, the target group is right, but when the product is released it finds itself not reaching the target user.

After the core requirements have been identified, it is important to delve into the relationship between the core needs and the interests of the user: After satisfying the needs of the user: What benefits can users gain. The faster the user benefits are cashed, the more rigid the demand is.

2. Resources: Funds, qualifications, contacts, industry precipitation

According to the market to see what resources they have:. Including funds, contacts, industry qualifications, etc., if there is exclusive or monopolistic resources are better. The purpose of these resources is to know how much of a project can be paved and how long it will last.

3. Team: Core members, Technology founders, Team division and benefit distribution

The last is to find someone, especially the founder of technology, sales and product managers who are very important, but without a founder of technology, the success rate of the project will be greatly reduced.

The main point of this stage is: to find people, to clear the individual division of labor, the most important thing is to bind all the founders and project interests, the core of the interests of the distribution of the issue must be clear before the beginning of the game, otherwise the possibility of halfway breaking is very large.

Since ancient times occupy the geographical positions and the matter many can become, lacks one most does the laborious, the project also is same, therefore individual principle is:

There are people in the market, no resources to do.

There is a market with resources, can not find the right people do not do.

There are resources, there is no market, this will not think about.

Second, product planning and market planning to determine

After we have the resources, we have to plan for the project, this phase mainly completes the following several important events:

According to the needs of users to determine the core function of the product, and ensure the viability of the core functions.

Market planning, assuming that they have a product, they will sell to whom, how to sell.

Clear the wards of the project, how long, how much resources to spend, what conditions to achieve.

After you have identified these, you can start the market calibration.

Third, the market calibration

I remember Lei had a very important standard when it comes to choosing an entrepreneurial team: the product is validated on a small scale. This is very important.

Before the core function of a product is validated by the market, all the user experience and the development of non-core function are likely to become useless in the end. Many teams in the product core function is not verified by the market, eager to develop supporting functions, including: official website, management backstage, interface beautification and so on work, is very stupid. So when you find that your core needs are wrong and you want to turn around, you find yourself in too deep.

Here's a sharing of the two main tasks of this phase:

1. Product Demon Research and development:

Since it is a demo, do not care about his ease of use, the interface beauty degree or some other auxiliary function, as long as has the most core function can, to the network telephone for example, you just use the most original interface, develop a dial can hang the phone, including volume adjustment, account login, account deduction fee and so on all do not need to develop, Including recharge, deduction fee information, call log inquiries, what you and users say, nothing I manually help you check. The most basic dial-up call function +xxx minute call time, directly to users.

2. Market validation of core functions:

Do not be afraid of crude products, with products demon to sell to users. To investigate is not the user feel that this product exquisite not exquisite, how to design, easy to use, but to investigate the user needs do not need such a function, users can use such a thing to gain benefits, to verify your original idea.

If the user wants such a thing, but just feel difficult to use, I hope you improve and bring over, then congratulate the product was validated.

If the user feel boring, see do not want to see, it is necessary to think about whether they find the wrong user or product positioning is wrong, if the latter, then it is necessary to decisively adjust the direction.

Of course, do not rule out even if your demon is very bad, users also use a very happy situation, that congratulations, this is definitely a very good blue ocean.

Iv. Publish your own products

After the market verification, we basically left the finishing touches. What we need to do is to transform the demo into a standardized product, at this stage, we mainly do the following three things.

1. Grinding core functions to ensure the quality of core functions

Deom's core functions are often only to the extent available, after the market through the calibration, we still have to focus on the core functions, through the grinding core function to form their core competitiveness: for example, in doing XXX brand network phone, our call quality is the best in the country.

Here are a few points to share:

In grinding the core work, must not excessive pursuit of the perfect function, but to grasp the critical value of user needs, the same call quality as an example, the user's core needs is "smooth completion of the call": when the call quality is clear and stable enough to meet the needs of the user's call, the quality is MP3, or CD track quality, Users have been less concerned, and if they are overly pursuing perfection, may waste a lot of energy and money here, because according to the 28 principle, we may be in order to upgrade the last 20% of the quality of the call to pay 80% of the money, the most sad is that users do not care about this or even notice the difference, so you understand.

2. Practical to create the auxiliary function

After the user's core needs are met, we will develop a series of auxiliary functions to make the user's use of the core function better. This is very important, you must not go to pursue some cool things, in each add a new function, ask yourself, this to the user's core needs help? If not, don't add it.

Here to share a method: "Core function" as the center, with "the core function of the auxiliary strength" for the radius of the circle, and then start from the center, from the inside out of the corresponding functions of each circle to achieve.

Share two more theories: use-> with->, and the famous Maslow's demand theory.

3. Improve efficiency and user experience

Mercedes-Benz and the biggest difference between the performance and the details of the difference, and this corresponds to the product is the function point of the efficiency and user experience, the efficiency of the matter to the technical Director to tackle one by one, the user experience by the Product manager and ued group to control.

Here is not to expand the two points, said the deep to say N more, do not say deep or not to say.

Written in the last

I do not know that half a year passed, millions of of the money so burned, and continue. The team paid the price for their youth and inexperience ... Looking back over the last six months, the individual feel that the problem is mainly concentrated in the following areas, now summed up to share with you, hope for those who walk on the entrepreneurial road to help their colleagues

The product and business models are not validated first in a small scale.

Core members are not well motivated and constrained.

The target user base is not subdivided into specific business objectives.

Without realising the importance of business resources, some cakes are not eaten by anyone.

After gaining some achievements, the mentality is too high, and perfectionism and idealism are serious.

Easier, must maintain good to own high request, cannot slack off.

There is also a little inconvenience in public announcements do not share, mainly on industry resources and industry experience.