[8023] cooperation between products and marketing & 10 major failures of Products

Next I will refer to "differences between product management and product marketing"
This is where the 7yin tribe
Programmer


11
Year
03
The lower part of the article.
Text/Marty Cagan,
Translate/
Liu Yanyan Pan xiying Huang Jiewen.

Marty Cagan


He is a product management expert with world reputation. He once served as vice president of Wangjing and eBay.
Senior Vice President of product management and design. This article is a summary of his experience in Software Product Management over the past 20 years. He talked about the differences and partnerships between product management and product marketing, finally, the common causes of product failure are summarized.

Cooperation between products and marketing

There are problems between products and marketing in many companies. These problems are very small, and even affect the normal operation of the company in severe cases.

Theoretically, these problems should not have existed. The product team strives to develop products that users like. The marketing team tries to find users and persuade them to use the products. This sounds simple, but not actually.

Although I emphasize that product management and product marketing are very different, it is best to be held by different people, but it does not mean that marketing is not important. In addition, it is not enough to find product talents and marketing talents. They must also cooperate effectively to come up with effective product solutions and marketing solutions to cope with market competition.

The cooperation between products and marketing mainly involves the following three points.

First of all, in order to attract potential users to visit the website, you must carefully consider the content of the marketing documents. It must be simple, clear, easy to understand, and fascinating.

Second, we should fully understand the target users and efficiently pass the marketing information of the website (product) to them. It is best for users to help further disseminate marketing information.

Finally, arrange attractive content on the website to attract users who visit the website for the first time. Websites or products must comply with the description of marketing documents, at least to meet basic user expectations. It would be better to exceed the user's expectations.

In order to achieve the expected results, the above three points must be handled properly.

For example
If the content described in the marketing text is inconsistent with the actual product, the user will not return after accessing the website for the first time. This situation is too common, probably because the product does not have the value proposition to attract users, or because the marketing team
The team understands the difference between the value proposition and the product manager (if so, the product manager may need to correct the value proposition of the product if it cannot blame the marketing team ); another possibility is that there is a problem with the criteria for assessing the marketing team-
The marketing team places as much emphasis on attracting potential users as possible (rather than cultivating loyal customers). Therefore, the marketing team places too much emphasis on the sensation of marketing texts.

No matter how good the product is, if the marketing text is not good enough, users cannot fully understand the product, they will not go to the website to find out. No matter how good a product is, it is not easy to write simple, understandable, and fascinating texts. The text should not only introduce products to potential users, but also publicize the value of products, and avoid excessive information, making people at a loss. I suggest only 1 ~ 2
Is the most attractive to users.

Even if the marketing documents and products are excellent, it will be useless if no one reads or uses them. Only by understanding the needs of different target users, and knowing how to deliver compelling product information to users can the marketing team develop effective marketing plans and make full use of them.

Therefore, these three points must be handled properly. You need suitable value propositions and products that match them, as well as target audiences. To do these three things well, the product team and the marketing team must work together.

Top 10 causes of Product Failure

What I said here is"
Failed product"
(Weak-Product
) Refers to products that do not achieve their own goals and cannot create profits for the company or promote business development.

Lack of product vision.

The biggest cause of product failure is that the product team only pays attention to product functions, does not set up a clear product vision, and lacks strategic thinking.

Product routes led by other departments.

Another common cause of product failure is that other departments of the company (such as the marketing department, customer service department, Operation Department, and Finance Department) decide the product route. Product teams are often limited to do their jobs.

Lack of fast"
Try-
Learning"
Product culture.

Successful products come from continuous learning and accumulation, but many companies lack the"
Try-
Learning"
Technology and Culture, and these are very necessary to quickly come up with effective solutions.

Poor user experience design.

Good products rely on design, and companies must have strong user experience design capabilities. Starting from the first day of project initiation, we should consider Interactive Design and visual design, so that designers can play a key role in the team, rather than regard them as a vassal of the team.

Lack of in-depth understanding of customers.

Many companies have little communication with customers and have a very simple understanding of customers. In addition to user research, user service reports, and user seminars, we should also communicate with users more frequently and face to face. The product team must be an expert who knows users well, or the product is unlikely to succeed.

There is no process for exploring (defining) products.

A failed product company generally has an idea (usually a function) put forward by the management, shareholders, customers, and product managers. Then the product team
Requirement"
It is converted into some form and handed over to the development team for development, completely skipping the process of exploring (defining) products.

Lack of real cooperation.

Successful products depend on the good cooperation between the user experience design team and the development team. Abandon the following prejudice as soon as possible: the product manager puts forward the demand, then the designer designs and finally the developers implement it. In this case, it is too late for developers to participate in the project to provide better solutions. Developers are the most clear about what is feasible and it is wise to get involved in the project.

Focus only on the release date and function, and do not care about performance.

Companies tend to focus too much on release time rather than performance. New versions may be released every week, but their performance has not improved. The company focuses on performance. I am not talking about slowing down iteration, but emphasizing performance is the most important thing.

Lack of courage.

To make a great career, you must take risks. Although there are ways to reduce risks (protect the company's brand and revenue), risks still exist. Sometimes the team does not dare to take risks, sometimes it is a leader. Many enterprises are blocked by fear.

Incompetent product manager.

If the product manager has poor initiative and execution ability, and lacks understanding of the technology and business, the product will naturally fail.

Of course, the actual situation is not white or black, and there is often a degree of difference. You may wish to reevaluate your company based on the above ten points and try to change the shortcomings to enhance the product advantages.

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