Great Products Are Not Just The Product Guy’s Job

Great Products Are Not Just The Product Guy’s Job

伟大的产品不只是产品人的工作

I recently asked the founder of a startup what he most wanted to know about marketing. He said, “What’s the best way to get publicity without feeling spammy?”

近来,我问一个初创公司的创始人,关于营销他最想知道什么。他说:“什么是最好的推广方式,而这种方式不至于让人感到平淡无奇。”

He’s actually done it already: build a great product customers love. His Read-It-Later (see http://readitlaterlist.com/) IOS apps and browser plug-ins have quietly amassed 3 million users.

他事实上已经做了:创造了一个客户喜欢的不错的产品。他的Read-It-Later IOS应用和浏览器插件已经稳定地为他积累了三百万用户。

Building a great product worthy of conversation is generally thought to be the product manager’s job. My partner, Marty, writes extensively on how. But if you’re in product marketing, you should contribute as well.

创建一个值得谈论的伟大产品通常被认为是产品经理的工作。我的伙伴,马丁,撰写了很多这方面的文章。但是如果你是产品营销,同样也需要出一把力。

Even though we all know a great product is the foundation of evangelism, it’s easy to forget the responsibility of getting there is shared. Many companies are guilty of “product” guys figuring the product out, then handing it over to “marketing” to tell the world about it. Part of a product marketer’s job is to get involved during the product’s planning and ensure it passes these simple tests:

虽然我们都知道一个伟大的产品是evangelism的基础,但是却很容易忘记责任的分享。许多公司正纠结于由产品人来规划产品,然后把它交给营销人去告知全世界。产品市场人员的工作之一就是参与整个产品计划确保它能通过这些简单的测试:

Is this something other people will talk about if we’re not directing the conversation?

如果我们没有引导这个对话,其他人是否会谈论这些?

Will people like this enough to tell a friend even if they’re not incentivized to do so?

如果他们没有被鼓励这样去做,人们是否足够愿意娶告诉他们的朋友?

Do we create legitimate opportunities to share value others want?

我们创建了合理的机会去共享他们期望的价值吗?

Take Dropbox. The product guys did an outstanding job of solving a real problem, nailing a killer UE, and focusing on the backend to make the experience as simple and seamless as possible. A quick scan of any thread about Dropbox’s popularity confirms:

打开Dropbox。产品人做了显著的工作去解决现实的问题,nailing a killer UE,关注后端,尽可能让经验简单和无缝衔接。

Make it just work + Make it dead simple = Product Love

使其工作+简便易用=对产品的热爱。

But here’s how Dropbox also passes the above three tests.

但是Dropbox也通过了以上提到的三类测试。

(1) Even people not in technology have heard of Dropbox—whether or not they use it—because their tech savvy friends fearlessly recommend it. Dropbox isn’t controlling all these conversations. They’re happening organically because excited fans find new reasons to tell others about Dropbox because it solves real problems, is easy, and works well.

即使不懂技术的人也听说过Dropbox-无论他们用还是不用-因为他们熟悉技术的朋友并不担心向他们推荐它。Dropbox不是控制所有的这些对话。他们碰巧发生了,因为激动的粉丝发现了新的可以和其他人谈论Dropbox的原因,因为它很方便,很好地解决了现实的问题。

(2) Dropbox’s word-of-mouth marketing is often cited as a key to its success. Although their engineered virality was brilliant, it misses that people refer clients, parents and friends to Dropbox regardless of whether or not they benefit from it. AppStore ratings are another great example of this—ratings influence conversion, yet people write them despite no reward.

Dropbox的口碑营销常被作为其成功的关键。虽然他们的工程师也是出类拔萃的,它漏掉了那些涉及客户、父母和朋友有关的人,不管他们是否能够从Dropbox中获益。应用商店等级是另一个不错的例子-等级影响变化,尽管人们写他们是无回报的。

(3) Too often, the product solution to marketing is adding a ‘share’ button, social media integration, or enabling referrals. None of this works without something people genuinely value and are motivated to share. Think about the stories you want your customers to tell in a review. What makes them wildly enthusiastic? What makes someone act because of what they read?

太频繁,产品解决方案到营销就是加一个“共享”按钮,社会媒体整合,或者授权推荐。这其中没有一个让人有价值的工作,因此也就没有兴趣去分享。想想这个故事中,你想要对你的客户说些什么。什么使他们有了狂热?由于他们的阅读,而使他们想扮演什么?

It is not “data stored in the Cloud” or “fast cross-platform performance.” What matters—as proven by Dropbox, Pandora, Craig’s List, and the iPad—is when something is as easy and works as well or better than we hope. It surprises and delights. This is the promise of all technology but rarely achieved. When a product actually delivers, people talk about it.

它不是“基于云的数据储存”或者“快速的跨平台性能”。重要的是-已经被Dropbox、Pandora、Craig’s List, 和 the iPad所证明-它们比我们期望的方便并且工作的要好。它是惊喜而快乐的。这是所有技术的承诺但却相当难完成。当产品完全被交付的时候,人们就开始谈论它。

That said, even if you have a great product, encouraging authentic dialog—the key to publicity that doesn’t feel spammy—is work. Be realistic. Make yourself relevant to other peoples’ agendas. When Friendster, the online service that originated social networking, had its initial exponential growth, its founding engineer did all its PR. He sent tech writers his week-over-week growth. At the time, no one had seen anything like it before, so it was a new trend those writers could report on.

也就是说,尽管你有一个伟大的产品,鼓励真实的对话-关键的推广也不是平淡无奇的-是执行的。更现实一点。 让自己和其他人的议程有关联。当友网站刚刚起步的时候,这个社会化网络在线服务的起源,它的发起人做了所有PR的工作。他发给技术人员他的每周成长记录。当时,没有人在之前看到过像它一样的东西,因此,它就是那些技术人员能够反馈给他的新趋势。

Product marketing must be managed on many fronts: search-engines, app stores, social media, web presence, pundits, the blogosphere, or a salesforce. There is no silver bullet. The right mix for any given company is different based on goals, target audience, stage of adoption, where and when people hear messaging, context, reviews, and what people click on when they inevitably google. The telltale sign you don’t have the mix or product right is when your marketing effect is only directly proportional to how much you spend.

产品营销必须在前沿就被管理:搜索引擎,应用商店,社会媒体,网上展示,权威支持,博客圈,或者销售力量。没有什么良方。企业所采用的合适组合会因为目标,目标用户,采用的阶段,人们听到信息的地点和时间,环境,综述和他们用google会点击什么而有所不同。你一直没有正确组合或者产品的的明显表现是你的营销事务和你的花费是成正比的。

The point is: if you want great marketing, make sure you’re starting with a great product. It’s key to the enthusiastic evangelism every product needs. And that is not just the product guy’s job.

这点就是:如果你想有个了不起的营销,那么确信你正在伴随着一个伟大的产品开始。这是每个产品需要的狂热的evangelism的关键点。那不仅仅是产品人的工作。

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