产品经理的42个原则-原则38-Great Execution Trumps a Great Product Idea:好的执行力胜过好的产品创意!

A good product idea with great execution can be worth $200 million. A brilliant idea with mediocre execution is worth about $20.

一个好的产品创意加上出色的执行力可以价值2亿美元。一个出色的创意加上平庸的执行力,价值约20美元。

Focusing on execution is often challenging, especially for product managers, because there are thousands of little decisions that need to be made when bringing a new product to market. These decisions can be broadly classified into four categories:

专注于执行力常常是具有挑战性的,尤其是对于产品经理来说,因为在将新产品推向市场时,需要做出成千上万的小决定。这些决定大致可分为四类:

Market, customer, product, and functionality

市场、客户、产品和功能

Sales and distribution

销售和分销

Usability

可用性

Technical, engineering, implementation, maintenance, and support

技术、工程、部署、维护以及支持

Category 1: Market, Customer, Product, and Functionality

类别1:市场、客户、产品和功能

Product managers are only experts in the first area but have to drive decision making in all four categories. They must resist taking the path of least resistance offered by the loudest, most political, or powerful stakeholders. Although expedient, this will not yield the best decisions. Instead, the product manager must seek out the low-key experts in each area to ensure optimal decisions.

产品经理在第一个领域中是唯一的专家,但必须在所有四个类别中推动决策。他们必须抵制走由最大声、最具政治色彩或最强大的利益相关者提供的阻力最小的道路。虽然这很方便,但这不会产生最好的决定。相反,产品经理必须在每个领域寻找低调的专家,以确保最佳决策。

So what are some of the hurdles in these broad categories? And how does a good product manager overcome them without losing sight of the market requirements and the ultimate goals for the product?

那么在这些广泛的类别中有哪些障碍呢?一个好的产品经理如何在不丢失市场需求和产品最终目标的情况下克服这些困难?

Category 2: Distribution

类别2:分销

How does one make the right product execution decision when market requirements conflict with the distribution requirements? Which one takes precedence? For example, if the distribution of the product or the application is through iPhones but the target market customers do not use iPhones, do you execute the product for the target market and then try to figure out how to get the product in the hands of your customer? Or do you go after the iPhone users—in other words, develop for the distribution channel without focus of the target market and demographics of the customers in the target market? These are complex decisions, and thorough market and competitive research is necessary. The work must be conducted without bias.

当市场需求与分销需求冲突时,如何做出正确的产品执行决策?哪个优先?例如,如果产品或应用程序是通过iphone发布的,但目标市场客户不使用iphone,那么您是否为目标市场执行了产品,然后试图弄清楚如何将产品交到客户手中?或者你是在追逐iPhone用户——换句话说,开发分销渠道,而不是关注目标市场和目标市场客户的人口统计数据?这些都是复杂的决策,彻底的市场和竞争研究是必要的。这项工作必须毫无偏见地进行。

Category 3: Usability

类别3:可用性

Great technology and sometimes great functionality can be highly unusable. Focusing on one without the other will lead to mediocre products that are either too hard to use or too limited in their functionality. Instead, focus on great usability with great functionality to create the “wow” experiences that will set the product idea and concept far above the competition. The product manager’s goal here is to make decisions that focus on actual usability with great functionality. Stay away from cool designer touches and a fancy, eye-popping, flashy look and feel without ease of use. Likewise, sort out conflicting marketing and usability requirements.

有时,伟大的技术和伟大的功能可能是高度不可用的。只关注其中一个而不关注另一个会导致平庸的产品,要么太难使用,要么功能太有限。相反,要注重伟大功能的高可用性,创造出“哇”的体验,使产品的理念和概念远远高于竞争对手。在这儿,产品经理的目标是做出注重强大功能实际可用性的决策。远离酷酷的设计师风格和花哨的、令人大开眼界的、浮华的外观,不要轻易使用。同样的,处理好市场和可用性需求的冲突。

Category 4: Technical, Engineering, Implementation, Support, and Maintenance

类别4:技术、工程、部署、支持和维护

Derived technical requirements, including performance, systems, hardware, infrastructure, load balancing, and scalability, are all really hard to uncover in full depth at the early stages of requirement analysis because these usually have embedded dependencies. As implementation proceeds through nested dependencies, new technical requirements emerge. Often this occurs late in the execution stage making the matters more challenging and urgent.

技术派生出来的需求,包括性能、系统、硬件、基础架构、负载平衡和可扩展性,在需求分析的早期阶段都很难全面地揭示,因为这些需求通常具有嵌入式依赖关系。随着实现通过嵌套依赖关系的发展,新的技术需求出现了。这种情况经常发生在执行阶段的后期,这使得事情变得更具挑战性和紧迫性。

To overcome these problems, the good product manager must understand from where the derived requirements stem and solicit a good evaluation of trade-offs and downsides from experts in specific technical areas. Cost factors must also be fully considered. Surprises in cost can turn a money- maker into a money loser and sink a project.

要克服这些问题,好的产品经理必须了解派生需求的来源,并从特定技术领域的专家那里获得关于权衡和缺点的良好评估。还必须充分考虑成本因素。成本方面的惊喜会让赚钱的人变成赔钱的人,让项目陷入困境。

Great execution is all about establishing the right requirements and goals for the product. The entire product’s success and return on development investment depends on it. A simple example illustrates this point. Consider the goal of “sending a man to the moon” versus “sending a man to the moon and bringing him back alive.” These two similar goals would lead a team to different conclusions and design decisions. In the first case, it only matters that the man makes it to the moon for the project team to claim victory. In the second case, the project would be deemed a failure if the man made it to the moon but was not returned safely to Earth. It is, therefore, critically important to get the product requirements, spanning all broad categories, right for the team to successfully execute on the product.

伟大的执行力都是针对产品建立正确的需求和目标。整个产品的成功和开发投资的回报都依赖于此。一个简单的例子说明了这一点。考虑一下“送一个人去月球”和“送一个人去月球并让他活着回来”的目标。这两个相似的目标会导致团队得出不同的结论和设计决策。在第一种情况下,只有人类登上月球,项目团队才能宣告胜利。在第二种情况下,如果这个人成功登上月球但没有安全返回地球,这个项目将被视为失败。因此,获得跨越所有广泛类别的产品需求对于团队成功地执行产品是至关重要的。



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