产品经理的42个原则-原则5:Learn to Say “No” to Customers:学着对客户说“不”!

Saying “no” lets product managers focus on delivering superior products rather than ones that are merely sufficient.

说“不”能让产品经理专注于提供更好的产品,而不是仅仅满足于满足需求的产品。

Product managers talk and listen to many stakeholders, because they want to understand the needs and desires of the market. An important part of that process is sharing, especially the strategic product road map.

产品经理与许多利益相关者交谈并听取他们的意见,因为他们想了解市场的需求和愿望。这个过程的一个重要部分是共享,尤其是战略产品路线图。

Sharing this information does two things:

共享信息要做两件事

It lets the customer know that you are willing to let information flow both ways. This help them share more specific details (the kind product managers really need) and not feel like they are providing information for free.

它让客户知道你愿意让信息双向流动。这有助于他们分享更具体的细节(产品经理真正需要的那种),而不会觉得他们是在免费提供信息。

Sharing also lets them see the future plan for the product and how their future plans fit with what has been mapped out.

共享还可以让他们看到产品的未来计划,以及他们的未来计划如何与已经制定好的计划相匹配。

While there are certainly benefits to sharing the road map with customers (and even sometimes prospects), it comes with drawbacks, too. Every customer has needs that are specific to their business. They frequently look to the product manager (and the product road map) to help them resolve those needs.

与客户(有时甚至是潜在客户)共享路线图当然有好处,但也有缺点。每个客户都有特定于其业务的需求。他们经常求助于产品经理(和产品路线图)来帮助他们解决这些需求。

In many cases, that information is valuable in helping the product manager address the needs of an industry or vertical market, or even a type of user. Unfortunately, it can also lead to adding features to the product that serve only a few users. These choices are sometimes unavoidable, but, over time, they can lead to bloat, misdirection, and mediocrity of the product.

在许多情况下,这些信息在帮助产品经理满足行业或垂直市场,甚至一类用户的需要方面是有价值的。不幸的是,它还会导致向只服务于少数用户的产品添加功能。这些选择有时是不可避免的,但随着时间的推移,它们会导致产品的臃肿、误导和平庸。

As a result of reviewing the road map and not seeing what they want on it, or in the time frame that they want it, customers make requests to raise the priority of a particular feature or to add a new capability to the product that was not being considered. This is where “no” comes into play for product management (see Rule 2 by Brian Lawley). Saying “no” lets product managers focus on delivering superior products, rather than ones that are merely sufficient.

由于看到了路线图,但是在路线图上并没有看到他们想要的,或者在他们想要的时间范围内,客户就会请求提高某个特征的优先级,而这个特征是在产品中未考虑到的。这就是“不”在产品管理中起作用的地方(参见Brian Lawley的规则2)。说“不”能让产品经理专注于提供更好的产品,而不是仅仅满足于这些产品。

Let me use the following to illustrate the value of saying “no.”

让我们用以下的价值说明来说“不”

This is a real experience I had with a customer who repeatedly requested a feature that was very low on the priority list. No other customer (or prospect) had asked for anything similar, so it remained low on the list because it didn’t align well with where we were planning to take the product.

这是我与一个客户的真实经验,他反复要求一个在优先级列表中非常低的特性。没有其他客户(或潜在客户)要求类似的东西,因此它在列表中排名较低,因为它与我们计划将产品带到的地方不一致。

Every conversation I had with the customer team included a question about when they would get the feature that they had been asking for so long.

我与客户团队的每次谈话都包括一个问题,即他们何时才能获得他们已经要求了很久的功能。

Early on, I would provide a response that is common amongst product managers: “We have captured the requirement for your requested feature, but it is not assigned to the next release.” While this settled the discussion for the moment, it only delayed revisiting it the next time there was a release announcement.

在早期,我将提供一个在产品经理中很常见的反馈:“我们已经捕捉到了您所请求特性的需求,但是它没有分配给下一个版本。虽然这暂时解决了讨论,但它只是推迟了下次发布公告时的再次访问。

Ultimately, I drew a line in the sand and told the customer that even though the feature was important to their business, I did not see that it would ever be in the product. Despite the customer team initially being quite upset and frustrated with my response, and getting a call from their CEO about her disappointment about the state of the product and its ability to meet their needs, telling them “no” was the right decision for them and the product.

最后,我在沙地上画了一条线,告诉客户,尽管特征对他们的业务很重要,但我没有看到它会出现在产品中。尽管客户团队最初对我的回答感到非常沮丧和沮丧,并接到他们的CEO的电话,说她对产品的状态和满足他们需求的能力感到失望,但对他们和产品说“不”是正确的决定。

I spoke with the customer team again several months later with a decidedly friendlier outcome. They told me that because I had told them that they wouldn’t get the feature (rather than the feature being delayed), they had decided to invest in building the capabilities they needed in-house and were very happy with the results. And they were happier with my product too

几个月后,我再次与客户团队进行了交谈,结果显然是友好的。他们告诉我,因为我告诉他们不会得到这个特性(而不是被延迟),所以他们决定在内部投资于构建他们需要的功能,并且对结果非常满意。他们对我的产品也很满意

They had the feature they wanted, exactly how they wanted it, and within the time frame that they wanted. And all of this was made possible because of the power of “no.”

他们有他们想要的功能,确切地说是他们想要的,并且在他们想要的时间范围内。这一切之所以成为可能,是因为“不”的力量。



分享到QQ 分享到微信 分享到微博

0 条评论

发表我的观点

取消

  • 昵称 *
  • 邮箱 *
  • 网址