How to make the "satisfied average person" pleasantly surprised is the key to the success of the product

Abstract: Do products for some years, has been constantly groping and exploring, and constantly learn to arm themselves. Some people say that good products are both science and art, there is no specific formula and rules to enable us to make successful products, there is no efficient shortcut can

Do products for some years, has been constantly groping and exploring, and constantly learn to arm themselves. Some people say that good product is both science and art, there is no specific formula and rules can let us make successful products, there is no efficient shortcut can go, happen to the loophole can drill. Making a successful product at the moment does not guarantee that the next successful product will be made. This is the product manager's pain, but also the product manager's honor. Do the product, the most important factor is the user, pondering the user's psychology and behavior is the product manager needs to think night.

In my opinion, users of a product can be divided into the following categories: Fans, whoop-people, and the average person, where the "average person" can be described as "the silent majority".

Fans will love a product unconditionally, and they will help you improve and refine your product, and they will help you spread and promote it. Of course, sometimes they will blindly praise the product of everything, think they love the product is perfect. The Charm clan is the domestic handset industry earliest developed the brand of vermicelli, their fans will be for the Charm clan and many other brand fans to start cursing war.

The whoop will shout loudly because of the problem in the use of the product, they will complain through various channels, give some feedback or suggestions, or in the Forum, micro-blog and micro-trust friends circle to talk about the product problems they encountered. They are an important source of our understanding of the problems that exist in the product, from which the product manager can optimize the product and often get rid of serious problems.

Fans and Whoop is an important source of product progress, and of course it is a more conventional and easy source. The average person is the majority of users, this part of the user may be satisfied with your product, whether or not satisfied, will not be expressed. If satisfied, they will come again next time, if not satisfied, they will silently leave. How to let "satisfied ordinary person" have pleasantly surprised, let "dissatisfied general person" reduce, this is often the key of product success or not.

Let "satisfied ordinary people" have a surprise, they will and relatives and friends to tell the surprise, the power of Word-of-mouth transmission is very huge. When you screen on the phone, and then to the micro-mail to send a picture to any person, the micro-letter will remind you whether to send a screenshot of the picture, which is to make the general user surprise place. This is a user's regular use of the path to pre-contract the user's needs, the ability to do this is indeed the embodiment of the product manager's skill. For commercial products, how to pre-contract the user to enter which purchase scenario needs to have a deep understanding of consumer needs, but also need to be able to drill down from the background data in the user's behavior, so as to trigger the most suitable user consumption scene reminders. Because to know any reminders if too much is a kind of harassment. But the goal of not achieving surprises tends to go to the opposite side of the surprise.

Through a lot of intimate surprises to "the satisfaction of ordinary people" issued a word of mouth, so that they no longer silent, and gradually to fans. To pre-contract the user's needs, which requires the product manager to gain insight into the user's behavior and the reasons behind the user's behavior. When we do user research, we often ask users whether they like a feature, this and ask whether the user does not like a function as silly, you need to understand why users will use this function, what needs to be solved, the use of the process encountered what problems, why these problems arise. Only by digging deeper into the root causes of user behavior can you make a decision about the user's behavior, rather than simply adding functionality. The micro-letter chat group has been the default does not show nicknames, which may be based on the network of acquaintances to consider. When I join a few large groups, it is always to open the function of the display nickname, because there are many people I do not know. Perhaps the product manager of the micro-trust captured the data, instead of simply changing the group chat to the default display nickname, they have a deep understanding of how users want to see nicknames as large groups of strangers, so now that you are dragged into a large group, the default is to display nicknames. This is to understand the user's behavior root cause of the requirements of the pre-contract, and thoughtful product implementation to the user surprise.

How to reduce the "dissatisfied with the average person"?

This piece is a place that many product managers overlook. Because these users are often reflected in the trivial parts of the product data, they are the people who jump out of the home page, they are the people who are not clicked on the search pages, they are the people who left the shopping cart page, they are the people who are not in the repo rate, they are the ones who deleted your app just after it was installed. As product managers, we know they're gone, but what we don't know is why they left. What information on the page caused them to resent? or do they not understand your promotional logic? Or is your product vision and layout too corny? Or are you annoyed by your various station letters or app information push? or the 50-dollar clothes you bought before? In this way, we often see their side, They left us, leaving us for the bad conversion rate, for the poor retention rate, but has not been very good effect. We will try all kinds of optimization we can think of, optimize the information display, optimize the interaction, precision, personalization, and so on, but still can not find this group silently leave the silent, because in the final analysis, we simply do not know why they left.

So how can you understand the reasons behind the user's departure?

User research may be a way to do this, but this is a much more restrictive approach because many users may not be registered when they leave. Even if we can get in touch with them, users may not remember the real reason they left them. Tencent's "10/100/1000″ rule" is a way to find out why users are leaving. I often like to search the user's spit slot on Weibo, because it is personal, is instantaneous, can reflect the user's most direct idea. Of course, there are still a lot of users who leave us unable to get in touch with the idea that they are abandoning us. At such times, we only have to return to the basic principles of user experience. It is said to be a few principles laid down by Mr. Jobs:

1. Be sure not to waste the user's time;

2. Do not take for granted, do not disturb and force the user;

3. Do not put forward "these users how can this" suspicion, must not overestimate the user's IQ;

4. Do not think to provide users with more things the better, on the contrary, the more the provision is tantamount to no focus, and sometimes need to do subtraction;

5. Be sure to understand what kind of user group your product is facing;

6. Be sure to try to contact your users to understand their characteristics and behavior habits;

In fact, many people know that these principles can be said to say a lot of, but in the real time, these are often thrown aside. How many times we make the product process more complex, because we feel that it can increase sales or reduce costs, but do not know that the complexity of the process to the cost of sales is the biggest blow. How many times we ask the user to enter this input in a process that should be fluent, because we are not technically pursuing the ultimate. Every day, we are adding new functions, but never have the courage to take them down, even if these features are only very few people use. And the last one, how many product managers do we have to really touch users? How many product managers do we have to understand the user's characteristics and behavior? If you want to know more about the third, have you ever been to a station B? What do you mean by "Penny, Penny, Penny" If you want to know about it? If you want to get to know 60,70, do you know which movie last year made them burst into tears? If you want to know about the elderly, have you ever experienced the hustle and bustle of the square dance? Understanding user characteristics and behavioral habits is easy to say and difficult to do, and only by doing so can we really understand why the user is walking, rather than guessing the behavior of the user in a vacuum.

As product manager, we are in the best industry, the best of times. Mobile Internet, products for the king, only really impress the hearts of products to succeed, to win users. Product managers must be in-depth understanding of users, must always take the "silent majority" at heart, must constantly reduce the "silently leave the user", must be surprised to impress the "silent" users, only so that we can really match the "product manager" this title, in order to make a successful product, Because not everyone can be a product manager. function, everyone can do, the product is not!