Original article: Workshop ...... When all these problems... I have been engaged in the Internet for many years. Recently, I am confused about my products, and I don't know what I do, sometimes I think about what my own products do when I do half the work or encounter difficulties. What kind of users will use them? Will users like them ...... When all these problems go around, we find ourselves lost in the strange circle of products. Of course, it is not ruled out that many product requirements come from the market and from the boss, but you are a product manager. When you cannot convince yourself, is this product worth continuing?
STEP/Method
- First, what is your product positioning?
1. What is the product?
Which of the following requirements can be met if your products are used or consumed by users? How can we meet user needs? As a product manager, you need to know what products you want to do, how to meet the basic needs of users, and how to grasp the needs of advanced users.
2. What kind of product is it?
Plagiarism or innovation? This is in the hands of the product manager, but how many product managers dare to use their own salary and boss for innovation? Many product managers rely on experience to support a series of products. When they encounter new innovation opportunities, do they dare to use them? Ask yourself what kind of product they want to make, I believe that Steve Jobs has set a good example for many product managers.
3. What are the values of products?
Is a product without a user counted as successful? Is a website that has not been browsed successful? When you want to make a product that is accepted by users, who will reflect the value of this product?
4. What are the core features of the product?
A product that can impress users must have its unique characteristics. The products that follow the trend will only perish. The core functions of the product will be the most direct way to impress users, other functions will focus on core functions, which can be soft requirements of core functions, but must have the core functions of products.
- Q: Who are your competitors?
1. How many competitors does your product have?
How many competitors are there in China? How many foreign competitors are there? The Analysis of competitors is directly related to your product positioning and user group analysis. How many potential competitors are there and how many barriers are there for competitors to enter the same field, it is worth thinking about.
2. What is the difference with competitors?
Content? Function? User groups ?...... A single dancer never knows where his or her flaws are. In such a big stage, how do you distinguish yourself from competitors, how to make your product easier for users to remember and make it easier for users to use is to distinguish them from their competitors.
3. What is the business model of the product?
Business Model is a vague concept for many product managers. When you are not responsible for the value of your product, you seldom pay attention to the business model of products. Consider the competitor's business model from the perspective of the product manager and analyze it from different perspectives, such as strategy, market, and user.
4. What are the plans for your own products?
When you recognize your competitors, what suggestions and opinions do you have for your products? Recognize the advantages of others, face up to their shortcomings, and propose product modification suggestions, such as creation, uniqueness, and deep understanding. This should be done after you recognize your opponent.
- Third, where did your user come from?
1. Who will be your user?
What products are intended for users, why do users choose your products and what kind of talents will use your products? Recognize user groups and explore potential users.
2. What types of users are there?
Users are classified according to different users. Especially for wireless products, different users have different mobile phones and different systems under one brand, it is especially important for User Classification and provides users with the best product experience.
3. What are user behaviors and features?
Different users have different product usage time, location, frequency, habits, consumption, and other behaviors. Users have different characteristics. How to correctly distinguish user behavior and characteristics and carefully analyze user behavior characteristics, starting from details.
- Question 4: What is the long-term product planning?
1. How many users do you want to retain?
To retain users for a product, you must provide the best user experience to the user. To solve the user's problems, the product may get a lot of users in the short term, but how many long-term users are left behind? The internal test is the internal test, which leaves some expectations for users. Don't use your own users as bait. Users are the first.
2. How many major markets do your products occupy?
Is it a bad thing for Internet Explorer from its earliest browser market of more than 90% to its current market of more than 50%? No, ie9 has obviously withdrawn many former Internet Explorer users. market share is the key to evaluating product success, but do not make a market for the market or set a high target for the product, step by step.
3. Where is your product awareness?
An excellent product manager must have a keen sense of product and do nothing. He would rather put immature ideas in the cradle. the feasible idea is what this product requires, innovation is only part of it. Plagiarism is not a bad thing, but do not block your product consciousness.
- Q: What is your product business model?
1. How does your product make money?
There is no free product forever. How can you make money for your product? Advertisement? Value-added services? Search engines ...... These can all become your product business model. How to make users willing to pay for your product should at least make users feel that you are a "profiteer ".
2. Is the product business model accepted by users?
When users do not pay for your business model, do you still stick to it? What is your business model's acceptance for users? How many users have left the business model of the product?
3. Is the product business model consistent with the company's development?
In many cases, the business model of products is directly formulated by the company's top management. Is it consistent with the company's development? Is it the company's short-term development goal or long-term planning?
- Question 6: Are you ready?
1. What kind of attitude?
What kind of attitude do you have to make new products? Is it passive or enthusiastic? Many product managers reject a lot of products they don't like, and they need feelings. product managers who don't have feelings are not good product managers.
2. Are you ready to work overtime?
Does the product manager not work overtime? I have heard many product managers say that they often need to work overtime. I am also a person who often works overtime. schedule control and communication can only communicate with product managers when I work overtime. Product Manager, do not work overtime? It does not seem to exist.
3. Are you ready to be attacked?
Blow? The blow of market data, the user's pick, and the KPI pressure of the boss ...... Prepare for the attack. The product manager should have a strong dirty heart. In the face of product problems that may come at any time, you must be patient, careful, and never be defeated.
