Realize your product is not the center of your customers’ worlds

Realize your product is not the center of your customers’ worlds

你的产品不是客户世界的中心

If you want to be a bad product manager, assume your product is the center of your customers’ world. After all, you’ve created the most amazing product ever, so who wouldn’t want to use it all day? Sure, you’re spending 40+ hours a week thinking about your product, though you’re sure that customers and users are just as enthralled by it.

如果你想成为一个糟糕的产品经理,假定你的产品是客户世界的中心。毕竟,你一直在创造最具吸引力的产品,因此,谁都会每天想着用它。当然,你一周花费了超过40个小时在思考你的产品,尽管你确信客户和用户会为它着迷。

If you want to be a good product manager, realize that your product is likely one of a multitude which your customers use in the course of a day. Only in very unique cases is a product truly the center of someone’s universe. Product development teams need to recognize that they are thinking about their product much more than anyone else outside their organization, and make decisions about design and communication accordingly.

如果你想成为一个不错的产品经理,就要意识到你的产品很可能只是客户在一整天中使用的众多产品中的之一。只有在非常特殊的情况下,一个产品才是某人领域的中心。产品开发团队需要意识到,他们关于自己产品的思考远超于他们组织之外的任何人,并基于此做出关于设计和沟通的决策。

Overestimating the importance and focus your customers place on your product can have negative implications — here are a few examples:

过高估计你的客户在你的产品上的重要性和焦点可能有负面的意义-有一些例子:

l  You come up with a fancy new user interface, which you think is “better” than anything else out there, though it’s so different than the other programs your customers interact with that they can’t figure out how to use it.

你提出一个想象中的新用户界面,你认为要比其它的都“更好”,尽管它是如此不同,但是你的客户无法和他们不能想出如何使用它的界面进行交互。

l  You add features that users would find relevant only if they used your product exclusively.

只要客户唯一地使用你的产品,你可以加入用户将会发现的相关的产品特点。

l  You do not consider any potential opportunities to integrate your product with other services or products, and thus do not realize that those integration touch points are key to users’ workflows.

你没有考虑任何潜在的机会去把你的产品和其它的服务或产品进行整合,因此,你也就不会意识到这些整合的接触点是用户流程的关键。

l  You use very specific terminology which is not easily recognized by anyone new to your product.

你使用了非常特定的术语,而这些术语对于不熟悉你的产品的任何人来说都不是易于理解的。

l  You send emails to people on your mailing list talking about nuances of your product, yet you don’t remind recipients what your product actually is. (I received an email like this recently, with the email boasting about new features in their 2.0 version — yet nothing in the email told me what the product was or what it did. Had I been a regular user, I would not have needed this explanation; however, since this was one of probably many  web-based free “beta” products I had signed up for in the past year, I couldn’t remember what it was or why I would have tried it.)

你在你的邮件列表里向某人发送了一封邮件去谈论你的产品的细微差别,然而你并没有提醒收件人你的产品事实上是什么。(我近来就收到一封类似的邮件,这封邮件对他在2.0版本中的新特征进行了自夸-然而在这封邮件里,没有任何信息告诉我这个产品是什么或者它要做什么。如果我是一个合格的用户,我不会需要这个说明;然而,自从这成为可能之一后,在过去几年里,我已经报名参与了许多基于WEB的免费“beta”版产品,我无法记住它是什么或者我为什么要去尝试它。)

As a product manager, you likely think about your product all day, every day. It is very unlikely that your customers think about or use your product nearly that much; to them, it is more likely just one of a thousand stars in the galaxy.

作为一个产品经理,你或许会整日思考你的产品。你的客户也像你一样思考或者使用你的产品是不大可能的;对于他们来说,它是繁星中的一点而已。

Taking this into account, here are a few things a product manager can do:

带着这样的思考,这儿有一些事是产品经理能够做的:

l  Use existing standards whenever they are relevant and applicable. “Control-C” is the shortcut for copy — do not use that key combination for some other function. If there are standard sizes, connections, conventions, or metaphors with which customers are familiar, avoid breaking them unless are absolutely necessary — and even then weigh the benefits of the new approach versus the drawbacks of doing something different than what is expected.

使用现有的标准,只要他们是相关和合理的。“Control-C”是复制的快捷键-不要使用这个组合键对某些其它的功能。如果有标准的尺寸、关系、惯例,或者客户熟悉的暗示,那么避免破坏它们,除非是绝对有必要-甚至要去衡量这个新方法与期待中的不同所带来的缺点而产生的效益。

l  Reinforce your positioning and benefits on a regular basis. For customers who are using a multitude of products, they may need a reminder about the explicit benefits and value proposition even well after they have made a purchase decision. Confusion or forgetting about your product could lead to apathy, lack of recommendations / referrals, or even negative attention.

定期强化你的定位和收益。对于客户而言,他们正在用众多产品之一,他们或许需要一个关于收益和价值定位的提醒,即使他们已经做出了购买决策后。对于你的产品混淆或者忘记可能会导致对你的产品漠不关心,缺乏建议/推荐,或者是负面的关注。

l  Understand how your product functions as part of a system. Realize that your product needs to work with other products which your organization produces as well as products and systems created by others — including your competitors.

明白你的产品功能是如何作为系统的一部分的。要意识到你的产品需要和你的组织中生产的由其他人创造的产品或者系统在一起工作-包括你的竞争对手。

By not overestimating the importance and use of your product in your customer base, you will end up creating an improved product which ultimately will better serve the needs of your customers — and, in a strange coincidence, may actually make it a more important part of their day.

通过基于你的客户基础,不要过高估计你的产品的重要性和用途,最终你会创造一个更好服务于你的客户需要的改进的产品-并且,有一个奇怪的巧合,或许会成为他们日子中更重要的一部分。

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