The details that make or break a product

Recently, I have a deeper understanding of the information explosion. Every day, I watch a lot of hot news, learning materials, and film review information on my mobile phone. Looking back, I don’t remember anything. I have never opened my collection of articles and notes. I have never thought about the courses I purchased. I haven’t had the patience to finish a movie, and I kept hitting the fast-forward button. What a time to sell anxiety. So I hope to record what I saw, heard, and learned, and leave traces of time.

1. Find the pain points that users are willing to pay for

In the process of product going from 0 to 1, the first thing to determine is whether the logic related to the demand is on the product and is commercially viable. Find the pain point that users are willing to pay for, then this pain point must be the pain point of the user. If the number of users of this pain point is still considerable, then you can make a product around this pain point.

Whether a product can be successfully profitable and whether the profit model is reasonable are important factors that determine whether the product can become bigger and stronger.

Products that make tools all hope to make content, because content is more valuable, and it is easier to monetize than tools. Those who do content want to do social networking, because social networking is more valuable. People who do social networking want to be e-commerce, because e-commerce deals directly with money, just like a bank, if you have fat in your hands, even if you don’t leave meat, you will definitely leave a hand of oil. This is why the original purpose of many products is not for To meet user needs but to obtain huge cash flow.

Before the idea hits the ground, be sure to “talk on paper” for a while. Convince the most rational and most fussy people around you to approve of your ideas. Prove that your idea works.

2. Find out the core value of the product

The core value means that for the product, such a function is the most cost-effective, or is most recognized by users, has the most commercial value, and is most beneficial to the company. The definition of the core value should be that without it, the product cannot really solve the actual problem of the user. Without adequate analysis, there will be scenarios that do not solve the problem. Solve the problem: is where the value of the product lies.

A good tool should complete the user’s purpose with the highest efficiency, and then leave as soon as possible. What we need to consider is how to help users complete their tasks more efficiently, rather than allowing users to always have unfinished business in the product.

Just like the transformation of Zhihu, with the need for product financing and profitability, it is necessary to increase the number of users and add more profit models. However, with the arrival of a large number of users and constantly entertaining topics, the original excellent articles with broad vision and insight have been submerged in the bottom layer of the database. So many excellent respondents have left.

The reason why Momo can grow rapidly under the attack of QQ and WeChat is that they meet different core needs of users. WeChat is a chat tool, on the surface it is chatting, but fundamentally it is socializing with acquaintances. Momo is also a chat tool, but fundamentally it is a completely different social interaction with strangers, and it solves the problem of social interest.

When you run out, you don’t need to be sticky, but you can’t sacrifice the consistency of product logic to accomplish operational goals. It’s like you sell furniture not because of good quality, but because you give gifts, play tricks, and make gimmicks. It looks like the data is good and the users are lively, but other companies that do well in furniture will easily defeat you.

3. Ensure that the product really solves the problem

The quantity of users is “not important”, and the “quality” is more important, and in order for users to really have a strong relationship with your product, it is natural to see whether the problem is solved well enough, fast enough, and accurate enough.

Products that cannot solve the problem can only rely on subsidies and user red envelopes to retain users. Once a bigger red envelope is encountered, the user will just leave. If the problem is solved thoroughly enough, the user will come to you next time. Many of the demands created by the price war of Internet companies are pseudo-demands, and they will return to calm after the turbulence.

The fundamental source of demand comes from human nature, which is human nature, human emotion and reason. Profit-seeking, sexual attraction, laziness, vanity, empathy, socialization, and security are all human nature. People’s needs are eternal since ancient times, but the way to meet people’s needs is constantly changing. Product design, in the final analysis, is still a consideration of human nature. Constantly imagine yourself as a user, experience real user scenarios to explore the essence of demand.

4. MVP

Its purpose is to verify two things: one is that the product meets user needs; the other is that the product can create business value.

The product manager of the startup team should discuss the product model and business model correspondence. MVP is the means to validate them.

Many new product managers think that a good product should be “all-in-one” when the manager is just starting to make a product, or just starting to make a new module in a product. But the earlier the product is, the more it needs to be done to pay more attention to the core function of the product and realize the core value of the product.

For products that have heard of MVP, sometimes it is too simplified, and the product functions are made too simple, even to the extent of incompleteness. Defective products will affect the normal use of users, and will not be able to achieve the effect of inspection.

1. Occam’s Razor

The complete solution is simply listed, and then the functions are cut bit by bit from the least important part. Until the normal function is cut down, it cannot be used, and the version at this time can be regarded as the most basic version.

2. User interviews

Provide several copies of varying degrees of complexity to make presentations that are easy to understand. Such as slideshows, demos or pictures. Gather some target users to evaluate. The minimum version they think they will receive is the minimum usable version.

3. Remove the function of manual processing

In the early days of many Internet products, many things were handled manually, such as the earliest practices of food delivery platforms. Most companies are limited by time and funds, so in the early stage of the product, the faster the speed, the better. At this time, some functions can be reserved for entry, and modifications are being made in the later iteration process.

5. User experience

User experience, that is, meeting user needs and exceeding user expectations. When a product develops to a certain stage, the most important thing in updating and iterating is to continuously optimize the product and improve the user experience with details. Let new and old users have a smooth experience of the product.

1. The principle of visibility

Ensure that the content of the interface is visible, the state is visible, and the changes are visible. Any information that needs to appear should appear where it should appear.

The principle of scene appropriateness makes the function operation conform to the user’s usage scene. Scenarios are also valuable in functional design. We can know that what the function is made of is more in line with the user’s usage environment and method.

2. The principle of controllability

Users need to be able to understand and control the current situation well and be free enough. There are many special, functional interfaces with many possibilities to pay attention to the controllable principle. Users need to be able to control the running status of the product by themselves.

3. Consistency

Users need to accept the same set of specifications or logic in the same product. Many product managers ignore the consistency of product logic. Failure to consider consistency in functionality, interaction, and vision, and not considering the use of different specifications, can dramatically increase the learning cost for users.

In addition, users who have already used a function to form a habit will suddenly be overwhelmed by other functions. Error-proof, fool-proof principle. Try to use enough reminders and designs so that users don’t get confused, make mistakes, and stay in a daze.

4. Assist users to remember the principles

When it is necessary to memorize certain information, the product function should help the user to memorize it.

5. The principle of simplicity and readability

The interface is simple enough and easy to read. This principle has two requirements. First, all copy of the product should be simple and readable. Second, make the interface clear enough for users to quickly find the information they want.

After watching it all, give it a like, collect it and go!

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