产品经理的42个原则-原则33-Let the Customer End the Debate:让客户结束争论!

Product managers need a way to stop the debate—a way to provide proof and evidence that the product recommendations they support are the right approach.

产品经理需要一种停止争论的方法——一种提供证据,用来证明他们支持的产品推荐是正确的方法。

One of the biggest challenges (and opportunities) of being a product manager is moderating the internal debate around what the product should “be”.

作为一名产品经理,最大的挑战(和机遇)之一就是主持关于产品应该“是什么”的内部辩论。

What it should look like, what features should be included, what functionality is important, etc.

它应该是什么样子,应该包含什么特征,什么功能是重要的,等等。

You spend endless hours with your engineering team telling you why all the cool things they can build should be included in the product. Sales teams lobby for what they believe is needed for the product to sell. Your CEO probably even chimes in with his/her own great new feature idea. You find yourself agreeing with and even welcoming some of the recommendations, but disagreeing with many others. You base your side of the debate on your market knowledge and your customer-focused approach; meanwhile, all your stakeholders continue to persist that their thinking is correct. You often find yourself in a stalemate, at your wits end thinking about time lines that are being pushed out and budgets that are being over-run. You are left wondering whether you’ll even have a product to take to market.

你花了无数的时间和你的工程师团队在一起,他们告诉你为什么他们正在构建的那些很酷的东西应该包含在产品中。销售团队为他们认为产品所需要销售的东西进行游说。你的CEO甚至可能会加入他/她自己的伟大的新特征理念。你发现自己同意甚至欢迎其中的一些建议,但不同意许多其他的建议。你的观点基于你的市场知识和以客户为中心的方法;与此同时,所有的利益相关者都坚持认为他们的想法是正确的。你经常会发现自己陷入僵局,你会绞尽脑汁地想时间线是不是被挤出来了,预算是不是超支了。你甚至不知道你的产品是否能推向市场。

Product managers need a way to stop the debate —a way to provide proof and evidence that the product recommendations they support are the right approach.

产品经理需要一种停止争论的方法——一种提供证据,用来证明他们支持的产品推荐是正确的方法。

Product managers need the customer.

产品经理需要客户

Successful product managers don’t argue their own position on what the product should be. Instead, they present a point and support it with real live customer insights and feedback.

成功的产品经理不会在产品应该是什么的问题上争论他们自己的立场。相反,他们提出了一个观点,并以真实的客户洞察和反馈来支持它。

I learned the hard way that the best way to stop the arguing is to present the customer’s viewpoint, not my personal viewpoint. Early in my product management career, I battled the engineering team without being armed with the right data, and I lost. The product unfortunately got launched with those “cool features” I had argued against, and internal teams were left wondering why customers were confused about how to use the product. As a product manager, I didn’t wonder why products weren’t meeting customer needs. I wondered why I hadn’t been able to convince my internal team to support my recommendations.

我艰难地学会了停止争论的最好方法是展示客户的观点,而不是我个人的观点。在我从事产品管理的早期,我在没有正确数据的情况下与工程团队对抗,结果我输了。不幸的是,该产品发布时带有我曾经反对过的那些“很酷的功能”,内部团队不明白为什么客户对如何使用该产品感到困惑。作为一名产品经理,我并不奇怪为什么产品不能满足客户的需要。我想知道为什么我不能说服我的内部团队支持我的建议。

And that’s when I learned the value of arming myself with real customer feedback from solid market research. I learned that customer research generates not only good, unexpected insights for your product throughout the lifecycle, but also provides the tool you need to garner support from your team and other stakeholders—the tool you need to win debates.

这就是我从可靠的市场调查中了解到用真实的客户反馈武装自己的价值。我了解到,客户研究不仅为您的产品在整个生命周期中产生了好的、意想不到的见解,而且还提供了您需要从团队和其他利益相关者那里获得支持的工具——您需要这个工具来赢得辩论。

Later in my career when engineering questioned me about certain requirements, I pointed to focus groups that I had conducted to gather requirements. When sales asked why we wouldn’t include a certain function, I pointed to our customer interviews. And so on. The result was the debate stopped. If you think about it, it makes sense. After all, we aren’t building products for ourselves; we’re building them for customers.

后来在我的职业生涯中,当工程师问我某些需求时,我会指向我为收集需求而进行的焦点小组。当销售问我们为什么不包含某项功能时,我指的是我们的客户访谈。等等。结果,辩论停止了。如果你仔细想想,这是有道理的。毕竟,我们不是在为自己制造产品;我们是为客户制造的。

We can’t speak for customers.

我们不能代表客户说话

They have to speak for themselves.

他们必须为自己说话

There are a lot of great reasons to get customer input. As a good product manager, inherently you understand the value of talking to the customer. However, it’s important to remember to use that feedback to manage the internal discussions and debates. Doing so will alleviate many headaches and deliver a better product.

有很多很好的理由来获得客户的意见。作为一名优秀的产品经理,你天生就懂得与客户交谈的价值。然而,重要的是要记住使用反馈来管理内部讨论和辩论。这样做将减轻许多让你头疼的事,并提供更好的产品。



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