Zhou′s mantra: just needs, pain points, HF-Zhou hongyi, product manager-IT information
For many traditional businesses, to embrace the Internet and spend money on technology is synonymous with cloud computing, big data, social networks, mobile terminals of these concepts. But outside of poems is the so-called Kung Fu, test whether the innovation is the only way users pay product can solve the user′s problem, can bring value to the user, which is boosting sales productivity, also a competition to establish differences and promote the progress of power.
I recently read a book called the methodology of product managers, it proposed the idea to verify my ideas, that product, must be settled in just needs, pain points, high frequency on these six words. What′s that supposed to mean? Is the product must be the user′s needs, must solve a user pain points and scenes in the life of the user to use often.
Cause of the product failure
We saw numerous failures of the product appears on the market each year. What was that for? Product failures of enterprises need to reflect on, do you really need to find the user′s needs. The author of methodology, product manager qiaoke·busudier is right, the most stupid behavior, is throwing money into a a market that doesn′t exist, but as I said, the demand is what you see is actually a false demand.
Now various intelligent hardware, smooth to the touch, but ignoring a premise, users don′t want to buy it, because there is no demand. There was no demand, the solution is not a pain point, is false demand. Products restricted not experience bad, bad experience can change, the biggest problem is false demand. We think about how much user demand for intelligent hardware launches are skipped, assume that users love my product, users use every day, only the material, shape and process, it was wrong.
Some products needs? Yes, but without it, users can also, I call it a "hotspot", rather than a pain point. Any great strategy from such a small cut. Old brag that strategy, strategy is to locate the user′s needs and pain points, and then make a product to solve it. As regards the good and better, which is experiencing problems.
Why do so many enterprises are unable to focus on user needs? Where is the problem? In the problem, before the product development, you don′t solve the problem of uncertainty. The product manager methodology, this book pointed out that the crux of the matter: uncertainty exists because of a lack of information, lack of information because you know little about the market for services, all of which eventually transformed into risk, risk translates into cost, causing the entire product and complete failure. Thus, before developing any product, you need to conduct rigorous hypothesis and research, found just needs, identify pain points.
The mantra of good products: just needs, pain points, high frequency
Some people imagine a scenario, this scenario rarely happens in life. Door lock is not needed? Is required, is it pain points? Absolute pain, but its frequency is too low. In that case, you would be difficult to gather it for you the user of this product.
In the product manager methodology referred to a very important thing--you need to ask yourself: "users are buying motive? Can I user when thirsty, and gave him half a bottle of living water. "In the" user thirst "under this scenario, the user needs is" to drink ", found that users need to drink, is to focus on user needs, and just need high frequencies.
Today, the app is a great product, but you look at Zhang Xiaolong has a Readme, and when he was told the first app, find a lot of points but no breakthroughs, later breaking point is what? Shake shake shake, it was their first loyal customers quickly, this is necessary, but also high-frequency. Dating sites, such as jiayuan, because you′re only looking for one, found it no longer went so this is low frequency.
Many Internet model of human evil, they learned a lot, and come give you a chicken, Big Ben to find a few girls home to you. They think it′s just experience, is a surprise. But there is a premise you have to ask yourself, the user does have to eat chicken every day? Does this user pain points, just needs, as well as the high frequency? Experience no product key.
In fact, many large companies, I say you forget about the business model, you forget about your old rich product line. All of the strategy comes down to looking for a demand from a user perspective, must be above average frequency, and pain points, just needs. Meet the needs, pain points, high-frequency service can be very small, but it must be of value to users.
As pointed out in this book, do not start just makes it harder for users to extricate themselves, to make the user a long time love, you first need to make users of your product at first sight. BAT hard product media attention today, but you may not have the opportunity, when you were in the face of the first user, actually only two or three words of the opportunity, let users to hear you think I want to use this thing. Users love your product, and then talk about what to do in the product details and interactive experiences to enhance, make the products attractive, exceed user expectations again, allowing users to screaming mad, allowing users to become fans.
Internet technologies changing the iteration, but in any industry, for companies, impact of the technological revolution is a long-term, equal. When conditions differ in technology, what we really need is caught products--the basis of user needs, if out of the users ′ needs, product design, beautiful, exquisite idea, are unable to and resonate with users, unable to create a good product.
I′ve been thinking, at a value the user′s business, everyone is a product manager. Whether technical development, product designers, or marketing, sales and customer service, are always from the user′s point of view to consider problems. From this perspective, no matter what you do in your company, you can look at this book, it will tell you how to listen to the user′s voice, let the product stay in just needs, pain points, high frequency on these six words, which will become an important factor you can expand your career.
周鸿祎做好产品的六字真言：刚需、痛点、高频 - 周鸿祎,产品经理 - IT资讯
对于很多传统企业来说，拥抱互联网和花钱买技术是同义词，不外乎云计算、大数据、社交网络、移动终端这些概念。但正所谓功夫在诗外，检验技术革新的唯一方法还是用户是否买单，产品能否解决用户的问题，能否给用户带来价值，这是促进销售的生产力，也是确立差异化的竞争力和推动行业进步的力量。
我最近看了一本书叫《产品经理方法论》，它提出的理念验证了我的想法，即做产品，必须落脚在刚需、痛点、高频这六个字上。什么意思？就是产品必须是用户的刚需，必须解决用户痛点，而且使用场景要在用户的生活中经常发生。
产品失败的原因
我们看到每年市场上会出现无数失败的产品。这是为什么？产品做得失败的企业需要反思，你是否真得找到了用户的需求。《产品经理方法论》的作者乔克·布苏蒂尔说得非常对，企业最愚蠢的行为，就是往一个根本不存在的市场里砸钱，而按我的话说，就是你看到的需求其实是一个伪需求。
现在各种智能硬件，摸起来光滑，但是忽略了一个前提，用户不想买这个东西，因为没有需求。没有需求，解决的不是痛点，就是伪需求。做产品最大的限制不是体验不好，体验不好可以改，最大的问题是伪需求。我们想想有多少智能硬件的发布会都是跳过用户需求，假定说用户热爱我的产品，用户每天都会用，只谈材质、外形和工艺，这是错的。
还有一些产品有没有需求呢？有，但是没有它，用户也可以过，我管它叫“痒点”，而非痛点。任何伟大的战略都是从这么一个小点切入。有人老吹牛说什么战略，其实战略就是找到用户的刚需和痛点，然后做一个产品解决它。至于解决的好和更好，这是体验的问题。
为什么这么多企业无法聚焦用户需求？问题出在哪里？问题就出在，在产品开发之前，你没有解决不确定性的问题。《产品经理方法论》这本书指出了问题的关键：不确性的存在是因为缺乏信息，缺乏信息是因为你对所服务的市场知之甚少，而所有这些不确定性，最终都会转化为风险，风险会转化为成本，致使整个产品彻底失败。因此，在开发任何产品之前，你需要进行严格的假设和调研，找到刚需，找到痛点。
好产品的六字真言：刚需、痛点、高频
有一些人自己想象出一个场景，但这个场景在生活中很少发生。上门修锁是不是刚需？是刚需，是不是痛点？绝对痛，但是它的频度太低。这种情况下，你这种产品就很难替你凝聚用户。
《产品经理方法论》中提到了一件非常重要的事情——你需要时常问自己：“用户有购买动机吗？我能否在用户口渴难耐时，递给他半瓶救命水。”在“用户口渴难耐”这个场景下，用户的需求就是“喝水”，发现用户需要喝水，就是聚焦用户需求，而且是刚需，高频。
今天，微信是一个特别伟大的产品，但是你们看看张小龙曾经的一篇自述，他讲了最早做微信的时候，找了很多的点但都没有突破，后来突破点是什么呢？摇一摇，那是他们快速获得第一批忠诚用户的点，这是刚需，而且还是高频。像婚介网站，比如世纪佳缘，因为你只能找一个，找到了就不能再去了，所以就是低频。
很多人学互联网模式学歪了，他们学到了很多表象，上门给你送一只鸡，利用大奔找几个美少女上门给你送。他们觉得这就是体验，是惊喜。但是有一个前提你要问问你自己，用户是不是每天都要吃鸡？这是不是用户的痛点、刚需，以及高频？体验没有产品重要。
其实对很多大企业，我都说你要忘掉原来的商业模式，你要忘掉你原来丰富的产品线。所有的战略都要归结成从用户角度出发寻找一个需求，一定是中等以上的频度，然后是痛点、刚需。满足刚需、痛点、高频的服务可以非常不起眼，但是它一定是对用户有价值的。
正如这本书中所指出的，不要一开始就想着让用户难以自拔，要让用户日久生情，你首先得让用户对你的产品一见钟情。今天BAT再难用的产品媒体都关注，但很可能你没有这样的机会，你在面对第一批用户的时候，实际上只有两三句话的机会，让用户听了你的话就觉得我想用这个东西。用户爱上你的产品后，再谈怎么在产品里做细节和交互体验的提升，把产品做得有魅力，再谈超出用户的预期，让用户尖叫疯狂，让用户变成你的粉丝。
互联网技术不断变化迭代，但在任何行业里，对企业来说，技术革命的影响是长期的，平等的。在技术条件相差不大的时候，我们真正需要抓住的是做产品的基础——用户需求，如果脱离了用户需求，产品设计再漂亮，想法再精妙，都无法和用户产生共鸣，无法创造出好产品。
我一直认为，在一家珍惜用户的企业里，每个人都是产品经理。不论是一线技术开发、产品设计人员，还是营销、销售和客服，都需要时刻从用户的角度出发来考虑问题。从这个道理上讲，不论你在公司里做什么工作，都可以看看这本书，它会告诉你，如何用心倾听用户的声音，让产品落脚在刚需、痛点、高频这六个字上，这将成为你能否拓展自己的职业生涯的重要因素。