沉没还是上浮—2020年已经成功起航的六个产品在产品管理中的实践

The COVID-19 pandemic has been a devastating storm for many, as the American economy suffered some big blows (especially for small businesses). Those in the restaurant biz, retail, fitness, and etc. were forced to make major pivots to survive. But some have weathered the storm better than others and sailed out of 2020 with big business and big profits. Let’s take a look at six examples and how they leveraged product management practices to get the job done.

COVID-19大流行对许多人来说是一场毁灭性的风暴,美国经济遭受了一些重大打击(尤其是小企业)。那些从事餐饮、零售、健身等行业的人为了生存不得不做出重大调整。但有些公司比其他公司更好地经受住了这场风暴,伴随着大生意和巨额利润安然度过了2020年。让我们看六个例子,以及他们如何利用产品管理实践实现了这些。


#1: Nintendo Switch by Nintendo


Sometimes, it’s not about having the flashiest graphics or fastest processors. A key driver of the Nintendo Switch’s success has been games that are easily accessible and appealing to a diverse audience — notably Animal Crossing: New Horizons — which encourages socializing (virtually) with other players and provides an escape for people in these times.

有时,这与拥有最炫的图形或最快的处理器无关。任天堂Switch成功的一个关键驱动力是那些游戏容易接入并能够吸引不同的细分用户——尤其是《动物之旅:新视野》——它鼓励玩家与其他玩家进行社交(虚拟),并为当时的人们提供了一个逃避的空间。

PM on deck: Much of the Nintendo Switch’s success has been word of mouth — people encouraging others to buy it so they can join their online games and play together. Some say it’s luck, but others say it’s by design. This is an example of Product-Led Growth (PLG), where the product itself is the primary driver of customer acquisition, conversion, and expansion.

任天堂Switch的成功很大程度上是口碑相传——人们鼓励其他人购买它,这样他们就可以加入他们的在线游戏一起玩。有人说这是运气,但也有人说这是故意的。这是产品导向型增长(PLG)的一个例子,即产品本身是用户获取、转化率和扩张的主要驱动力。

想说的:产品是一切业务的核心,先进的技术不一定意味着就有市场表现良好的产品!


#2: Uber Eats by Uber


Uber Eats revenue outpaced that of Uber’s core ride-sharing business in Q3 of 2020. Other products in the food delivery space like DoorDash and InstaCart have also been surging. They were well-positioned to support their customers during the pandemic since their value rose from being merely a convenience to a real lifeline for many.

2020年第三季度,优步Eats的收入超过了优步核心拼车业务的收入。外卖领域的其他产品,如DoorDash和InstaCart,也在迅猛增长。在新冠大流行期间,它们良好的定位可以为客户提供支持,因为它们的价值从仅仅是一种便利,上升为许多人真正的生命线。

PM on deck: This shift to “buying at home” versus “buying out” is a behavior switch that will last long into the future. How have your customers’ preferences and behaviors changed during the pandemic? What are you doing to take advantage of these changes?

这种从“在家购买”到“买断”的转变是一种行为转变,这种转变将在未来很长一段时间持续。您的客户在疫情期间的偏好和行为发生了什么变化?你如何利用这些变化?

想说的:消费者行为的变化会影响他们需求的变化,不要只去关注需求,更重要的是去关注消费者!


#3: HBO Max by HBO and Warner Brothers


Wonder Woman 1984’s simultaneous release on HBO Max and in theaters was historic. Even though Wonder Woman 1984’s reported revenue is a fraction of what it would have earned in a full theatrical release, simply releasing movies online so close to their release date is a sea change.

在HBO Max和影院同时上映的《神奇女侠1984》具有历史意义。尽管《神奇女侠1984》公布的票房收入只相当于在影院全面上映时的一小部分,但仅仅是在离上映日期如此近的时间在网上上映电影,就已经是一个翻天覆地的变化了。

PM on deck: What makes this sea change so interesting? HBO already had hallmarks of PLG before it was even a term. Decades ago, HBO had its “try before you buy” weekends and this has simply evolved into premium, freemium, and other trial options that PLG products leverage for creating awareness and preference.

是什么让这种巨大的变化如此有趣?甚至在PLG还未成为一个术语之前,HBO就已经有了它的特征。几十年前,HBO推出了“先试用后购买”的周末模式,现在这种模式已经演变成了付费、免费和其他试用模式,PLG产品利用这些模式来提高用户的认知性和偏好。

想说的:增长的根本在于商业模式是否能应势而变,合适的商业模式一定是兼顾客户和企业的。


#4: The Mirror by Lululemon Athletica


As if the fitness category needed another app, we got one in 2020, in the midst of a global pandemic. The in-home fitness startup introduced its eponymous device, retailing at $1500 and requiring a $39 monthly subscription. The value proposition: work out safely at home, led by an expert instructor (live or recorded), and “join with friends.” It combined a slick, easy to use interface, a large content library of fitness classes, and a bit of community. It caught fire, snapped up by people who really wanted to be at the gym, but couldn’t. Business exploded and the company was acquired for $500M, mid-2020 by Lululemon Athletica.

就好像健身类需要另一个应用程序一样,我们在2020年有了一个,在全球疫情流行期间。这家家庭健身初创公司推出了以自己名字命名的设备,零售价为1500美元,每月需订阅39美元。其价值主张:在家安全锻炼,由专业教练(现场或录制)带领,并“与朋友一起”。它结合了一个聪明、易于使用的界面,一个大型的健身课程内容库,还有一点社区。它火了,被那些很想去健身房却不能去的人抢购一空。公司业务迅猛发展,并于2020年年中被Lululemon Athletica以5亿美元收购。

PM on deck: Even for mature product categories, if you focus on solving underserved needs with a product that engages users with live feedback, motivation, or simply a “well done” ding, your users will keep coming back. (At least more often than most of us did to our local gym pre-pandemic). Who said subscription models can’t be easily applied to legacy “equipment” type products?

即使是成熟的产品类别,如果你专注于解决用户需求不足的问题,通过实时反馈、激励或简单的“做得好”来吸引用户,你的用户也会不断回来。(至少比我们大多数人在流感大流行前去当地健身房的次数要多)。谁说订阅模式不能很容易地应用到遗留的“设备”类型产品?

想说的:成熟期产品的结局不一定就是黯然退场,把成熟的资源和产品整合起来,并推出一个新的价值主张,或许就是一个新的市场,产品本来就是加减乘除的过程。


#5: Dragon by SpaceX


2020 saw the return of American astronauts riding an American-made launch vehicle to the International Space Station (ISS) for the first time since the retirement of the space shuttle program in 2011. SpaceX had already significantly disrupted the economics and business model of the low earth launch providers with their proven low-cost, Falcon 9 launch vehicle—launching humans was another big threshold to clear. They were relentless in testing, iterating, driving reliability, and safety – even while driving costs and prices down to unheard depths. As a result, NASA is now saving hundreds of millions of dollars a year, SpaceX is fully certified by NASA to carry astronauts for all ISS operational missions, while their legacy competitor Boeing continues to struggle to get up to speed.

2020年,美国宇航员乘坐美国制造的运载火箭重返国际空间站(ISS),这是自2011年航天飞机计划退役以来的第一次。SpaceX已经明显打乱了近地发射供应商的经济和商业模式,他们的猎鹰9号运载火箭已经证明成本低廉,载人发射是另一个需要突破的巨大门槛。他们在测试、迭代、提高可靠性和安全性方面毫不留情——即便是在将成本和价格推至闻所未闻的深度的时候。结果是,NASA现在每年节省了数亿美元,SpaceX获得了NASA的全面认证,可以搭载宇航员完成国际空间站的所有操作任务,而它们的传统竞争对手波音公司(Boeing)仍在努力赶上这一速度。

PM on deck: Time to market and rapid iteration beats long term analysis-paralysis, any day and every day. It’s great seeing Porter’s Five Forces model in action with SpaceX starting as a new entrant, then as a competitor to Boeing, and now SpaceX offering supplier diversity to NASA. Are you looking to crush your time to market timeframes?

投入市场的时间和快速迭代总是胜过长期的无力分析。很高兴看到波特的五力模型发挥作用,SpaceX开始是一个新进入者,然后是波音的竞争对手,现在SpaceX为NASA提供多元化的供应商。你是否想把你的时间挤到市场上?

想说的:快速进入市场,并不是简单的快,而是在“准”的前提下的实施一种优秀的产品管理和开发过程,产品经理如何才能做到“准”和“快”呢?


#6: Model 3 and Model Y by Tesla


Tesla – the company the auto pundits and stock market shorters all kept betting on to lose – continues to (most definitely) not lose. Shorters have lost an estimated $27B betting against Elon Musk’s EV company. As of Q3 in 2020, Tesla had absolutely destroyed revenue, profit, and unit volume expectations by delivering almost 140,000 electric cars to the market, beating Wall Street’s estimate of 129,950 vehicles.

特斯拉——汽车权威人士和股市空头都一直押注这家公司会继续亏损——继续(几乎肯定)不会亏损。据估计,做空埃隆•马斯克(Elon Musk)旗下电动汽车公司的空头已损失270亿美元。截至2020年第三季度,特斯拉向市场交付了近14万辆电动汽车,超过了华尔街预计的129,950辆,彻底摧毁了收入、利润和销量预期。

PM on deck: Can you digitally transform a legacy business? What’s a better example than the 100-year-old auto business? You can create recurring revenue from cars in ways other than leasing and oil changes – in this case, via subscription services. While driving the Tesla may feel similar to other cars, everything about the cockpit is different (and to many, it’s actually better). This goes to show that UX matters! Tesla’s iterate, iterate, iterate, test and validate approach, as measured by Tesla’s near-weekly software updates and vehicle upgrades, is a perfect demonstration of how digital product management methodologies can drive (pardon the pun) digital transformation. And yes, the Model 3 is a great example of PLG. When you can buy a car entirely online and add a subscription, all while doing so with zero sales intervention, the user has a slick and easy buying experience. You can even refer someone to buy a Tesla through the mobile app—and both people get a supercharger bonus from Tesla.

你能对传统业务进行数字化改造吗?还有什么比拥有百年历史的汽车行业更好的例子呢?除了租赁和换机油,你还可以通过订阅服务从汽车中获得经常性收入。虽然驾驶特斯拉的感觉可能和其他汽车差不多,但驾驶舱的一切都不一样(而且对很多人来说,它实际上更好)。这表明用户体验很重要!特斯拉的迭代、迭代、迭代、测试和验证方法(从特斯拉近一周的软件更新和车辆升级来看)完美地展示了数字产品管理方法如何推动数字转型。是的,Model 3是PLG的一个很好的例子。当你可以完全在线购买汽车,并添加订阅,而这一切都是在零销售干预的情况下进行的,用户就有了一个灵活而简单的购买体验。你甚至可以通过移动应用推荐某人购买特斯拉——双方都可以从特斯拉获得奖金的奖励。

想说的:数字化的产品管理,核心还是在产品管理上,如果没有适合自己的产品管理模型,数字化无非就是你看到的硬件,软件,而这很难给你带来真正的驱动力。


We know businesses out there are struggling to survive or even thrive in the market – don’t let the pandemic drown your product success. Leveraging product management practices can help you make the pivot and really respond well to your customers’ changing needs.

我们知道,市场上的企业正在努力生存,甚至在市场上蓬勃发展——不要让疫情淹没你的产品成功。利用产品管理实践可以帮助你做出调整,并对客户不断变化的需求做出很好的回应。

想说的:看到这六个案例,作为产品经理的个人,作为实践产品管理的企业,你还会认为产品管理就是捣鼓捣鼓需求,做做原型,设计设计功能吗?企业如何真正实践好产品管理,个人如何成为一名真正意义上的产品经理,我们有完整的解决方案供您选择!

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