What are the conditions for a product to become a super product and survive in the market?
To sum it up, it is probably: dig out user needs, solve user pain points, and achieve that people have nothing but I have, and people have but I am superior.
In the process of creating super products, perhaps the most important thing for companies to pay attention to is not product innovation, but how valuable is the market you choose? How many obstacles will it encounter to obtain the value of this? Then, how do companies explore user needs and make products that users need?
There are two decisive prerequisites for creating super products:
1) You have seen user needs that other companies have not discovered.
2) You have solved the user pain points that other companies have not solved.
Excavating user needs has become a new opportunity for enterprises, and finding the blue ocean in the market is the base for enterprises to build super products.
01
Exploring user needs through competitive product analysis
If it is to enter a new market, it is enough for the product to tap into the needs of users. However, if it is a developing market, the two are indistinguishable. After all, the advantages and disadvantages of competing products can often allow companies to determine the direction of new products. Analyze and dig out the needs of users. Therefore, analyzing competing products to find that they cannot completely solve the needs of users is an opportunity for new products and becomes the basis for new products to create super products.
Here we can use the three methodologies in the case of super product strategy written by teacher Ai Yongliang
1) Analyze user needs
Products are born to solve user problems. The degree of problem solving determines whether the product is eliminated by the market. Therefore, this is also an opportunity for many new products. For example, the thermos cup on the market can only keep heat for 1 hour, but the user's expectation for the product is that it can keep it for more than 1 hour, so the possibility of super products in this industry will be very high.
However, users' needs for products are not just simple A or B. Their needs are diverse. Before mining user needs, companies need to divide user needs into core needs and auxiliary needs.
The core requirement can be understood as the user's pain point. If the product is not good enough, the user will feel uncomfortable and painful if the problem encountered by the user cannot be completely solved, which will seriously affect the user experience, and the auxiliary part is often not necessarily necessary and the only one For example, the user’s core requirement for a vacuum flask is: I hope to keep the initial temperature longer, and the auxiliary requirement may be that I hope the product design is high-end and beautiful enough for gifting...
In the early stages of market development, the opportunities for super products often come from the extent to which companies solve user pain points.
In the market development stage, the opportunity for super products often comes from which company can better meet the auxiliary needs of users.
As the market develops to a mature stage, companies are competing fiercely, accelerating product iterations, updating technology, and creating super products that come from whose products can bring greater value to users.
When the market is large enough, satisfying the core needs of users becomes the basis of each product, and auxiliary needs will replace the core needs. Therefore, when insight into user needs, companies need to go to users to find this The core needs and auxiliary needs are adjusted according to market conditions to promote the birth of super products.
2) Respond to user needs in a timely manner
The efficiency of solving user needs affects user experience to a certain extent. Inefficient products are one of the reasons that hinder companies from creating super products. This means that only by responding to user needs in a timely manner can they bring opportunities for super products. Many Internet products were born as a result.
For example, when buying books in the past, everyone would choose to go to bookstores to find them. If they didn’t find them, they would look for them one by one. In the end, this demand is likely to be met after running a few bookstores, but the time cost is too great. After the e-commerce platform, users only need to search for books they want to buy, which greatly saves users’ time. Therefore, even if many physical services or products can meet user needs, they will be too slow for the Internet. The product or service provides an opportunity.
3) User experience
Price has a great influence on users to purchase products. If the product can reduce the cost of users, but the product quality and efficiency are high, then users will definitely choose this product without thinking. This is also one of the ways for companies to create super products.
User experience is a relatively weak part of the above, which is mainly manifested in the user's psychological feelings, which is particularly important only when there is greater market competition.
It is not difficult to see that these three parts revolve around digging user needs, and they are also the places where companies are most concerned. They are also the easiest moment for companies to build super products. In addition, you can also listen to users’ opinions and complaints in the process of using products. To tap user needs.
02
Find market segments
Compared with the analysis of competing products, it is easier to innovate new products by finding the places they have not done well. Once the competitive product is not done well, your product is done well, then it becomes an advantage of the enterprise. But it is precisely because new products have a small market share, and user trust and stickiness are weak. Although competing products are insufficient, they have a functional basis and are relatively easy to innovate. However, when new products enter the market, competing products can quickly While responding to make up for their own shortcomings, at this time, new products will easily lose quality, and thus lack product strength and be eliminated.
If the new product chooses to enter the market segment at the beginning, this crisis will be avoided to a large extent, and it will rise quietly where the giants have not found it.
In fact, the market segment is the place where the most super products are born, whether it is for emerging companies or mid-development companies. In the market segment, competition is relatively weak, and new products are easier to discover user needs and identify User characteristics are also easier to increase user stickiness.
So how to create super products in market segments?
No matter what product it is, digging out user needs is always the primary task of an enterprise. Doing a good job in a market segment will give you the opportunity to build super products.
In the methodology of super product strategy, you can determine the depth of segmentation and the scale of each segment by targeting core user groups, analyzing differences in user behavior, competitive environment, and market size.
03
to sum up
Through competitive product analysis, mining user needs, based on market segments, I suggest establishing a coordinate system to help companies determine the direction and development of creating super products:
1) The initial stage of market development: Because the market has just developed and the threshold for enterprises is low, as long as the product is innovated, it can be based on the market.
2) Mid-market development: It is between the early stage of market development and the mature period, which is the state of most markets. Judging according to the above-mentioned super product strategy methodology, we can determine the direction of super products.
3) Mature market: When the market is mature enough, the competition will be fierce, so the threshold will be increased. Faced with this situation, whoever can solve the pain points of users by tapping user needs can survive.
Enterprises can create super products through a variety of reasons, focusing on users and digging out user needs to make products that users need.
Just like the mattress brand casper, relying on tapping user needs, constantly iterating products, focusing on one product, attracting many European and American stars to invest, it has brought development opportunities to the company through rapid growth.