Factors that affect the success or failure of the product, explain the key to successful products

Article Description: make our products more successful.

Wen/Mabo

The author first analyzes the factors that affect the success of the product, and then the right remedy, from the strategy, planning, tactical three levels, interpretation of a successful product of the secret.

When it comes to "success" and "failure", I think every business manager and product participant has a dual mindset of "avoiding" and "anticipating". Be dubbed "Success" Fortunately, can be up and down, both inside and outside the pride. Once dubbed "failure", they pushed and dodged, and the feeling is so. In fact, the definition of the so-called "success or failure" is very easy, sales, Word-of-mouth, profit margin, market share, customer satisfaction, industry identity, third party evaluation, can be crowned the title of "Success", or dubbed "failure" notoriety. But this simple, macroscopic or shallow level of comparison I think is not objective, not necessarily absolute, but also to the enterprises and products of specific participants to create multiple negative impact on the development of enterprises and products are not much benefit. So I personally think that whether the enterprise, the product of the participants or other third parties, need to rationally deal with this topic. It is really worthy of all of us to think, appraise and draw lessons from the factors that cobwebs the image, excavate and analyze its core.

Factors that affect the success of a product

The "Success" and "failure" involved in the product are the product. Products in the eyes of everyone is not the same thing, for example, in the enterprise's eyes is to disseminate the enterprise vision and realize value exchange carrier, in the eyes of the product manager is to transform the enterprise vision into a market value exchange process, in the eyes of the developer is the realization of technical ideas, in the eyes of users or customers is to meet the needs of the tool. If you look at the product's "success or failure" from their own perspective, at least there will be many different combinations of results. In this way, we cannot analyze and evaluate from a single angle or a unique factor. And there are many hidden possibilities, such as corporate strategy, product strategy, product positioning, market strategy, talent, channels, pricing, appearance, technology, etc., may affect the individual to determine the success of the product factors. Each individual has its own success or failure, but I do not think it is easy to look at this problem, or lose the comprehensive and objective analysis and reference is basically worthless.

I have contacted a lot of enterprises is because there is no comprehensive, objective consideration of the product success or failure factors, so the products abound: the products can be exchanged for profits into their own consumer goods, and because of the limitations of thinking mode and management mode, the product once there is a problem, it is difficult to objectively and accurately find At this time can only use the traditional way to backtrack, simply use the "who is wrong who is responsible for" the way to enhance the quality of work in the product process. However, these can not fundamentally avoid product errors or failure of the emergence, but also often because of the department and personal interests and other reasons, leading to the reciprocal responsibility of the situation occurs frequently. This is the most unfavorable to the enterprise, not only fundamentally does not solve the specific products listed the probability of success, but also the development of product follow-up will have far-reaching adverse effects.

We always sigh why the success rate of foreign excellent enterprises will be very high, can reach 64%, and domestic enterprises, the average success rate of the product is only 5%. I'm not sure whether every company will count its own success rate or whether it is satisfied with the success rate of its products. But when this data is in front of us, I think the business managers and the specific participants in the product should reflect seriously. Because between 5% and 64% there is too much room for improvement and profit margins, there are too many thinking space.

There are many reasons for the product "success or failure", such as the problem caused by the definition deviation of the product. It enterprise most common one kind of phenomenon, is to "the product" itself definition appears the understanding dislocation. For example, some companies define a functional module or application as a product, or even the background of a system as a product. This leads to the lack of compatibility and relevance of all subsequent product-related, systematic work and information due to the narrow or biased definition of the product itself. Imagine such a so-called "product" how can the market complete value exchange, and how to ensure the success of the product after the listing? 5% of the product success rate gives us a very positive answer.

Product Manager: Make the product more successful

So as a company or a specific product of the participants how to think about these issues, how to improve the success rate of products, how to make their products to succeed? I will take the "Product Manager" perspective to do a simple exposition.

Since the perspective of the product manager to explain, it would have to mention the product manager's fundamental work-product management. What exactly is product management? Many enterprises and specific managers have different understanding, which is due to the enterprise's knowledge of product management and the professional level of managers is limited. Of course, also with the domestic product management in the field of primary stage has a great relationship. Here I recommend UCPM (Chinese Product Manager Alliance) an article "Let Product management naked", so that we can more clearly understand the essence of product management. Only by understanding and understanding the essence of product management, can we look at the product from the most scientific, objective and accurate angle, then we can know how to make the product succeed.

Component elements of a product

There is a need to define a concept. What is the product? In the final analysis, the product is carrying the enterprise vision, the realization value Exchange contains "the brand, the service, the medium" the carrier, refers to has the same identification medium, the service, the brand enterprise Resource collection.

Below we will explain how to make a successful product from a real, standard "product Manager" perspective.

First of all to realize that the final embodiment in the market products, in the enterprise is actually " vision → strategy → planning → plan → exchange " Such a logic and the final carrier of the process. Based on this idea, standing in the product manager's perspective needs to consider three levels of work: strategic level (product management strategy, non-enterprise strategy), planning level, tactical level. These three levels ultimately boil down to knowing what our goal is, knowing how we are going to do it, and knowing how we can do it. As a product manager as long as the product, it can not be separated from these three levels, and must follow this logic and order, otherwise it becomes arbitrary or empirical. If the order is disorderly, there is the possibility of putting the cart before the horse and disorderly without chapter. For enterprises, if you understand or straighten out the relationship and role, you can greatly avoid the emergence of "failure" products.

On the premise of this understanding, we will find a product from scratch to excellent this process will certainly involve three aspects of the product specific work, and each level is the impact of the next phase of the success or failure of the key activities and prerequisites.

Work at the strategic level

The strategic level of work is particularly important for product managers, and the results of this phase determine the goal and direction of a product. Imagine a product without goals and directions. Some people will say: "Our products in the initial stage also considered the direction and goal, how still do not do well?" "I would like to explain the strategic aspects of the work, you can compare whether there has been done or whether to do bit."

The strategic dimension actually boils down to three aspects of the work.

The first is the prediction problem . What's the problem? It is that we must understand the market, the user and all the requirements of the product before making the product, of course, the demand here is the requirement of product management, not the research and development requirement. Only when we understand all this can we know whether the market is in demand, whether the scale is enough, whether there is a clear user base, where the user is, where the competitor is, and whether there is a corresponding resource to open up the market. That is why we have to put the prediction problem first-it can provide a strong market basis for the follow-up work.

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