产品经理最容易犯的12个错误

1、The Top 12 Product Management Mistakes由NordriDesign提供Pre:简单的介绍关于本次交流经验交流，互相启发，发扬分享精神为产品人员争取更多理解与支持引玉，希望是更多内部交流的开始关于本文档Martin Cagan Silicon Valley Product Group 0.提纲目录概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing

2、 Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving

3、 ProductConfusing Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A1.0. 概述 - 为什么产品人员会容易犯错误我们活在一个充斥着各种各样各行各业糟糕产品和服务的世界假冒伪劣，山寨产品横行餐厅的服务员态度很差中国移动国有银行西直门地铁换乘站H 我们的产品人员很多情况不知道彼岸在哪里“老板让我这么做的”“因为别人这样做”“我以前就是这

4、么做的”从业人员功课做得不够多，不够好Junior太多，鱼龙混杂产品人员对各互联网公司很重要，但各公司对产品人员培养和选拔做得不够重要The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The U

5、serConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressiv

6、e ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A1.Confusing Customer Requirements with Product Requirements谁动了你的产品？产品人员需要重视，尊重，但要小心应对的几种角色他们很多情况是产品人员的Customers他们都有很多需求他们会不断地给产品人员提建议他们会根据自己的想法来评估产品开发时间他们会不断地改变想法 MarketingSalesUserBoss怎么办！？1.Con

7、fusing Customer Requirements with Product RequirementsCustomer Requirements为什么不能成为Product RequirementsCustomer其实并不知道自己想要什么无法用产品人员的角度和语言来描述需求无法确定可行性需求集中在自己的个人世界，无法用宽广的视野看待更广泛的机会和需求产品人员要对所负责的产品完全负责，主动性的结合Customer的需求，运用专业能力把握产品的发展方向PS：用户调研真的有用么？The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品

8、管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Go

9、od Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A2.Confusing Innovati

10、on with Value技术的创新是否定会帮助产品带来价值3G蓝光混合型汽车小灵通2D游戏技术创新和产品如何应用创新技术是两回事技术创新在产品中的应用，应以支持产品的节奏和策略为目标The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusin

11、g the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifi

12、cations with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A3.Confusing Yourself with Your Customer我们到底是不是我们亲手设计的产品的目标用户其实我们不是产品人员太了解自己设计的产品了产品人员对自己的产品很有爱产品人员本身不具备目标用户群的特征如何解决产品设计与目标用户需求一致的问题目标用户具象假设法姓名：张小红年龄：17岁职业：学生星座：金牛座爱好：电玩，足

13、球家庭：3口之家，妈妈是医生，爸爸是政府职员学习成绩：偏科严重，喜欢数学，讨厌语文，英语喜好品牌：SONY，NIKE，Apple 虚拟用户信息越具像，对目标用户的分析月有效果3.Confusing Yourself with Your Customer用户体验测试，用户交互性测试应贯穿产品的设计和开发过程弱化对用户调查的依赖用户不知道自己需要的是什么用户无法正确精准的表述自己的产品需求样本选取的可能偏差性样本容量的具体数量的科学性用户调查在产品设计研发中的作用证实猜测，印证判断用户操作行为研究产品人员应呼吸在捉摸研究用户需求的空间里，如何准确的描述分析用户的需求，证实产品人员专业性的体现The

14、 Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product wi

15、th Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing

16、 Product Launch with Success总结, Q&A4.Confusing the Customer with The User区别Customer与User 营销学的老话题Customer：付钱给你的产品的人User：产品的最终使用者生活中的例子妈妈给儿子买衣服公司给员工买电脑互联网中的例子广告客户与广告代理商异业合作The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product Requiremen

17、tsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” Featur

18、esConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A5.Confusing Features with Benefits产品的核心价值在于是否解决了用户的核心诉求产品很容易变得很“饱满”用户的需求还是产品人员的需求技术的应用是否会影响用

19、户的需求PPS和PP LiveHulu和Joost增加功能点后产品容易出现的问题产品定位出现偏差产品的成本增加产品信息传递复杂好的产品是可以在一分钟之内描述出他是干什么的GoogleTwitter好的产品就向好的身体一样，好像不存在The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself wi

20、th Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConf

21、using Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A有奖问答6.Confusing Building Right Product with Building Product Right详尽的PRD，有效地项目管理，达标的QA 好的产品Swimming Across 的前提是明确彼岸在哪里如何明确彼岸，如何去建造 Right Product 研

22、究用户的特定需求以及心理诉求产品的各个环节均需具有产品意识通常，产品人员可用性研究，用户体验研究帮助我们实现去做正确的产品，严谨的开发过程以及严格的QA，保证正确的去做产品The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the

23、Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specification

24、s with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A有奖问答7.Confusing Good Product with Good Business Model互联网行业的特色国际YoutubeTwitter中国Douban视频行业互联网是神经病与偏执狂的乐土7.Confusing Good Product with Good Business ModelGood Product虽然不一定会成为Good

25、 Business Model 但是可以生存赢利Maxthon Baidu关键词搜索 7-8kw/年Google关键词搜索3-4kw/年自身广告1-2kw/年千千静听Baidu收购Baidu搜索流量广告 4-5kw/年The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your

26、 CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing I

27、mpressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A8.Confusing Inspiring Features with “Nice-to-Have” Features产品设计中经常忽略的重要元素情感因素做产品的终极目标是解决用户的心理诉求用户不需要硬邦邦的功能点，需要解决的他的心里诉求冰冷生硬的功能表无法让用户兴奋干我什么事？开发在自说自话用户能获得什

28、么？兴奋点在哪里？The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Righ

29、t Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable Prod

30、uctConfusing Product Launch with Success总结, Q&A9.Confusing Adding Features with Improving Product增加新功能是多数人想到改善产品的第一直觉增加新功能 改进产品QQ会员有多少个功能？你能记住几个？QQ会员的用户能知道几个功能？增加用户感兴趣的功能点才能对产品有所改进改进产品应该是个宽广的范围改善产品应以用户需求和体验为核心The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Custom

31、er Requirements with Product RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspir

32、ing Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressive ProductConfusing a Complete Product with a Sellable ProductConfusing Product Launch with Success总结, Q&A有奖问答10.Confusing Impressive Specifications with an Im

33、pressive Product如何使产品给用户留下深刻的印象？我们是怎么对一个产品感兴趣的出色的UI精彩的文案独特的交互方式 你会爱上一个产品多久？你是怎么和他们做到不离不弃的？QQ中国移动网易邮箱校内对一个人的在乎程度取决于你付出了多少，对产品也一样对一个人的依恋程度取决于你们的共同经历，对产品也一样有影响力，令人印象深刻的产品本质是此产品承载的使命，产品融进生活The Top 12 Product Management Mistakes概述 - 为什么产品人员会容易犯错误产品管理中产品人员最愿意犯的12个错误Confusing Customer Requirements with Pro

34、duct RequirementsConfusing Innovation with ValueConfusing Yourself with Your CustomerConfusing the Customer with The UserConfusing Features with BenefitsConfusing Building Right Product with Building Product RightConfusing Good Product with Good Business ModelConfusing Inspiring Features with “Nice-to-Have” FeaturesConfusing Adding Features with Improving ProductConfusing Impressive Specifications with an Impressive ProductC