《伟大产品背后的那些伟大的女性产品经理(IV)》–APPLE ITUNES–Camille Hearst:用创造性的解决方案面对困难!

I’d love to introduce you to another very strong product manager, Camille Hearst.

我想向你们介绍另一位非常厉害的产品经理,卡米尔·赫斯特。

Camille was a product manager on the iTunes team at Apple, and as you might imagine with such a disruptive and ground-breaking product, she experienced and learned a great deal during her formative product years at Apple, especially as she was there during the years moving from the iTunes original DRM-based music, to DRM-free, was critical in helping iTunes to become truly mass market.

卡米尔是在苹果iTunes的团队中的一个产品经理,你可以想象这样一个颠覆性和突破性的产品,她经验丰富,在苹果的期间,她学到了很多格式化的产品,特别是她在这几年中,她从基于原始的drm音乐的iTunes,到免费的drm,她帮助iTunes成为真正意义上的大众市场的关键。

Moving beyond early adopters into mass market involved many different efforts, some product, some marketing, and some a blend of the two.A good example of this blend was the relationship the iTunes team engaged with the American Idol program.

超越早期的采用者进入大众市场需要许多不同的努力,一些产品,一些营销,以及两者的混合。一个很好的例子就是iTunes团队与美国偶像节目的关系。

This turned out to be one of the most dramatic and visible – yet challenging product efforts for the iTunes team.

这是iTunes团队最引人注目、最具挑战性的产品之一。

During 2008, American Idol was a cultural icon – watched by more than 25 million people twice a week, with a level of repeat engagement that was largely unrivaled.

在2008年,《美国偶像》是一个文化符号——每周有超过2500万人观看两次,其重复参与的程度是无与伦比的。

Apple saw in this an opportunity to expose an ideal target market to the power of iTunes and digital music.Not just by selling the music from the contestants featured on the show, but by making iTunes an integral part of consumer’s life.

苹果认为这是一个iTunes和数字音乐展示理想目标市场的机会。不仅通过出售节目中参赛者的音乐,还使iTunes成为消费者生活中不可分割的一部分。

However, while the potential was substantial, the challenges were significant as well.

然而,尽管潜力巨大,但挑战也十分严峻。

The VP of iTunes, Eddy Cue, and others made the business deal, but Camille worked as product manager on many of the integrations to help figure this out.

iTunes的副总裁艾迪·库伊(Eddy Cue)和其他人达成了这项商业协议,但卡米尔作为产品经理要进行整合,以帮助解决这个问题。

As just one example, the American Idol program is all about voting, and Apple quickly realized that sales of contestant’s music would very likely be strongly indicative of voting results, and while normally iTunes was designed to show trending music and highlight popular titles, in this case it was important to use extreme care to not influence the voting.

仅举一个例子,《美国偶像》有个程序是是关于投票的,苹果很快意识到选手音乐的销量很可能会强烈表明投票结果,虽然通常iTunes旨在显示热门音乐和突出受欢迎的主题,在这种情况下,最重要的是要非常小心,不要影响投票。

This was obviously critically important to the Idol producers – it would reduce or even eliminate the suspense to learn which contestants would continue to the next week.

这对《美国偶像》的制作人来说显然是至关重要的——它会减少甚至消除悬念,让选手们知道下周还会有哪些选手参赛。

The integration also allowed the team to target a very specific persona, and work to drive up engagement with this group.One of the keys was to make it easy to get to iTunes for those that didn’t yet have the app installed.

整合还允许团队以一个非常特定的角色为目标,并努力提高与这个团队的参与度。其中一个关键是让那些还没有安装应用程序的用户能够很容易地进入iTunes。

By tackling these and countless other challenges head on, Camille and her team were able to come up with technology solutions that complemented the American Idol experience, yet also injected iTunes as a key component of fan’s life.This contributed to what was in 2014, before the move to streaming, a roughly $20 billion business.

通过抓住这些无数的挑战,卡米尔和她的团队提出了技术解决方案,补充了《美国偶像》的体验,同时也将iTunes注入了粉丝生活的重要组成部分。这促成了2014年流媒体业务发展之前的局面,当时流媒体业务规模约为200亿美元。

To me this is a great example of how great product managers work to find creative solutions to very difficult problems.

对我来说,这是一个很好的例子,说明了优秀的产品经理是如何为非常困难的问题找到创造性的解决方案的。

Camille went on to join the YouTube team, and then lead product at London-based Hailo, and now I’m very happy to say that she’s the new CEO of NYC-based startup, Kit.

卡米尔后来加入了YouTube团队,并在总部位于伦敦的Hailo担任产品负责人。现在我很高兴地说,她是纽约初创公司Kit的新任首席执行官。



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