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产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET

2018-09-14

我还没有学会写个人说明!

产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET

产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET

Always remember, you’re not the customer. Even if you are.

永远记住,你不是客户。哪怕你是。

As product managers, we all have our favorite features in any product release.

作为产品经理,我们在任何产品版本中都有自己最喜欢的特征。

You know what I’m talking about—the UI-Panel that’s that cool shade of metallic purple, or the way a switch clicks, or the smart tips that appear when the user takes certain actions. We know in our heart of hearts that our feature is what’ll really make the product sell. Because, after all, we’re consumers of the product, and we know that we love this feature. So everyone else will too.

你知道我在说什么——UI-Panel是一种很酷的金属紫色阴影,或者是开关点击的方式,或者当用户采取某些动作时出现智能提示。我们知道,在我们的内心深处,我们的特征是真正能让产品销售出去的东西。因为,毕竟,我们是产品的消费者,我们知道我们喜欢这个特征。所以其他人也会。

Hence, we fight for the feature.

因此,我们为特征而战。

But we’re wrong to do that.

但是,我们错了。

Even if we happen to be right once or twice, statistically we’re going to be wrong more often than not. And worse, we probably won’t know we’re wrong until something about our product is a public failure. (Or, even worse, we don’t ever know, the product just won’t do well, and we will keep making the same mistake at that or other companies.)

即使我们碰巧对了一两次,从统计上看,我们的错误要比正确更多。更糟糕的是,我们可能不会知道我们是错的,直到我们的产品出现了公开的失败。(或者,更糟糕的是,我们从来都不知道,这个产品并没有做好,我们会继续其他公司犯同样的错误。)

It’s like gambling—the house wins in the end.

这就像赌博——庄家最终赢了。

With rare exceptions (Steve Jobs & Co. come to mind), a single person cannot best represent the customer’s future needs.

除了极少数例外(例如Steve Jobs&co.),一个人不可能最好地代表客户的未来需要。

The blunt truth is that most product managers are neither perfect samples of the customer base they’re representing, nor trend-setting visionaries who can single-handedly design something so brilliant that on seeing it, customers know it’s what they have always wanted to own.

一个冷冰冰的事实是,大多数产品经理既不是他们所代表的客户群体的完美样本,也不是那些能够单枪匹马地设计出如此辉煌的,客户知道这是他们一直想拥有的东西的梦想家。

Since the goal of product management is to set forth requirements for a successful product—a product that is beloved by users and makes the company ragingly successful—we need to improve our odds of being right about what customers want. We need to be more than one data point.

由于产品管理的目标是为一个成功的产品提出要求——一种深受用户喜爱,并使公司取得巨大的成功的产品——我们需要提高我们对客户需求正确判断的可能性。我们需要不止一个数据点。

We need to go out and get to know our customers, in both an anecdotal way and a data driven way.

我们需要走出去,以一种轶事式的方式和数据驱动的方式去了解我们的客户。

I’d therefore suggest the following simple steps that you can practice on your friends and in the privacy of your own home:

因此,我建议以下简单的步骤,你可以在你的朋友和你自己的家里练习:

Go have a meal with your most important customers, and with at least a few customers no one has ever heard of. Why? Food makes people happy and loquacious. Come prepared with a set of five crucial questions, but make sure the first question is always simply, “How’s it going, and what sucks?”

和你最重要的客户一起吃饭,并且至少要有几个没人听说过的顾客。为什么?

食物使人快乐和健谈。准备好一组五个关键问题,但要确保第一个问题总是简单的:“最近怎么样,有什么麻烦?”

As soon as you’re done listening, go find somewhere quiet and write down as much of what they said as you can remember. Taking notes during the chat can disrupt the flow of conversation, so if you are planning to take notes do so respectfully and sparingly, if at all.

一旦你听到了,就去找个安静的地方,写下你能记住的内容。在聊天过程中做笔记会破坏谈话的流畅性,所以如果你打算做笔记的话,那么请尊重和谨慎,如果有的话。

Don’t be swayed excessively by passion, noise, or drama on the part of the customer; the loudest yelling or biggest spending customers are often not the most representative of the wider base. Also be sure you chat with at least a few customers who’ve abandoned your product or chosen competitors over you.

不要被客户那边的激情、噪音或戏剧性所过分左右;最响亮的叫喊或最大的消费客户往往无法代表较广泛用户基础的。也要确保你至少和一些已经放弃了你的产品或者选择了竞争对手的客户聊天。

After you’ve chatted with a lot of folks, and possibly even issued a more formal survey, honestly and rigorously look at the data. Are there trends? What’s the pattern behind the comments? What’s the root problem to which customers are seeking solution? Remember, it’s not about your opinions or their opinions—it’s about deep underlying needs. As Ben Horowitz said when I was at Netscape, “Good product managers listen to customers [and] they probe deeper into the underlying problems.”

在你和很多人聊天之后,也很有可能发布了一份更正式的调查,诚实地、严格地查看这些数据。有趋势吗?评论背后的模式是什么?客户寻求解决方案的根本问题是什么?记住,这不是你的观点或他们的观点,而是深层次的需求。正如本霍洛维茨在网景时所说的,“优秀的产品经理会倾听客户的意见,他们会更深入地调查潜在的问题。”

In short—you are not the customer, but you are the distilled collective voice of all of the customers. To paraphrase Stan Lee of Marvel fame (that’s comics, not semiconductors): you have a lot of power and a lot of responsibility—act accordingly.

简而言之,你不是顾客,但你是所有顾客的集体声音。借用漫威公司的斯坦李(这是漫画,不是半导体)的一句话:你有很多权力和很多责任——照着办吧。

Now, go champion something great.

现在,去捍卫一些伟大的东西吧。


产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET

产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET


产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET

产品经理的42个原则-原则12:Be Data-Driven by the Consumers of Your Product:通过你的产品的消费者数据驱动!-产品公园PMPARKER.NET

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