Many enterprise product managers have a habit in the process of creating super products, that is, seeing good products from other people's homes, they will always find ways to experience them. Whether it is vision, interaction, experience, or a model that has subverted the entire industry, being curious and courageous to try is the basis for creating super products.
It is precisely because they have seen too many good products and experienced different designs. Therefore, product managers will be confident when creating super products and understand that the needs of users are diverse, and only when they come to the users and tap into them In order to make the products they need most, they can come up with the most valuable solutions on a demand or a pain point to meet the needs of different users.
In fact, many product managers do not know how to create super products. Here we can use a method: "eat dog food". In other words, it is to experience their own products. However, many product managers can only give vague evaluations after experiencing their own products:
1) This product is pretty easy to use.
2) This product will subvert the market.
3) This product is terrible.
4) What is the function of this product, it is useless at all.
Seeing these evaluations, we will find that vague evaluations are not fair to a product. Many product managers do not realize that it may be because they are not careful enough to experience the product, so they will use some excuses to defend themselves. If you want to create a super product, you can't make excuses.
01
Analyze user needs
No matter what kind of analysis, there must be a purpose behind it, and the series of actions carried out around this purpose are exactly the methods that enterprises need to collect or use. Therefore, different analysis ideas will be different.
If you want to analyze user needs, you must first determine the core user groups, secondly dig out user needs, and then improve user experience. These are the motivations that guide companies to create super products. At this time, determining the core user groups, digging out user needs, and improving user experience are the goals of the enterprise.
In general, the purpose of analyzing user needs can be summarized into these categories:
1) Analyze the impact of this product on users
2) Analyze whether users approve this product model.
3) Analyze whether this product is aimed at user pain points.
4) Analyze whether this product brings value to users.
At this time, the product manager will be aware of a neglected issue, and to dig out user needs to maintain an objective, fair, and independent third-party evaluation, so that the conclusions drawn will have reference value. In many cases, product managers will explore user needs with "self-righteousness", and it is easy to analyze in other directions in order to prove their subjectivity, but in fact, an analysis that is not fair enough and objective is meaningless.
02
product experience
Before the product is introduced to the market, experience the product yourself.
Before the experience, the product manager needs to pay attention: it is necessary to simulate the behavior of the core user of the product in the use scenario of this product, and treat yourself as a user for the experience, analyze from the two perspectives of the core user and the product manager, otherwise, all The conclusions are only one-sided.
Make a record while experiencing the product, and record the details of the problems encountered in the whole process, including your own thinking, changes in mentality, and behavior feedback. These are all part of the product experience, and think about how to solve these problems and which ones are urgent Need to be resolved and classified.
Although this is very troublesome, it is also the basis for building a super product. Once the product experience lacks information, it will cause the product manager to make incorrect judgments on the analysis of user needs, thereby affecting the results of the entire analysis.
As for how to do a good job in user demand analysis, as an important part of creating a super product, product managers need to screen out the most suitable product characteristics and pain points from the numerous needs in order to have a clear judgment on user needs.
03
Analyze the market
Market analysis is divided into: target market analysis and market share analysis.
Target market analysis refers to the market that this product can occupy when the market share is 100%. This includes the number of core user groups and the commercial value of the market.
The market share analysis refers to the current market share of this product, how many users the product covers, and how much profit it has already occupied.
Therefore, a lot of market analysis relies on the support of data. These data also help product managers to iterate on the product, analyze the innovation and development trajectory of this product, and perceive changes in user needs from it. Changes also mean changes in the market.
The most important thing the product manager needs to pay attention to here is that different user needs are different. It is best to have only a small amount of overlap in the needs, otherwise it will make a judgment error.
04
Create super products
The easiest way is to find a core user in the product and track all its operating procedures. Pay attention to user privacy issues here. Under normal circumstances, direct communication with users is also a part of digging out user needs. From users' communication, they can obtain their opinions on products and record them.
When you walk around the user, you will have a clear understanding of the core group that uses the product.
In addition, it is necessary to simulate the user's usage scenario, the scenario is wrong, and some settings for specific scenarios will make the user unable to understand.
The scenario is after mining user needs, for this product, it simulates scenarios that users are likely to use, and simulates different situations from different angles.
Simulation scenarios are aimed at solving user needs. Simply put, simulation scenarios will directly affect whether the company can create super products.
In the simulation process, the product needs to be analyzed, and a product is divided into different modules, from page design, operation flow, and subdivision to each function, for example, a list, a setting, and a pixel. Analyze different modules.
Throughout the process, we will find that everything is related to user needs. Here we need to pay attention to the fact that the needs perceived by many companies are likely to be pseudo-requirements.
Here we use teacher Ai Yongliang’s super product strategy methodology:
1) Find the three problems that users most need to solve
2) Find product differentiation
3) Continuously iterating products to form product competitiveness.
Based on the above analysis, it is concluded that the existing products should be innovated and iterated.
05
to sum up
These analyses are just a process and means for product managers to talk to users. The ultimate goal is to create super products and provide users with the products they need. Product managers who don't understand enterprise products will never understand user needs. If you don’t think from the user’s perspective, you will never be able to dig out user needs. Without analysis, you have no right to speak.
All analyses and conclusions need sufficient data to support, and on an objective basis, the authenticity can be distinguished while mining user needs.
Dig more, think more, and don't stay on the surface analysis of needs, otherwise you will not be able to create a super product for a lifetime.