【推荐】案例---到底什么是产品经理的成功

到底什么是产品经理的成功？

这确实是一个不太好回答的问题。

是产品的大卖，销售额的增加，还是市占率的提升，或是利润的增加，亦或者是客户群的增长，我是说不好的，毕竟从根本上说，衡量一个产品经理是否成功的标准往往和企业对产品经理的认知有直接关系。

最近看到一篇外国同行写的文章，感觉对企业，产品经理思考这个话题挺有启发的，于是就把这篇文章简单翻译并重新编排了一下，分享给大家，希望能对大家有一些帮助。

特别说明：

我只是对原文结构进行了编排，目的在于为了让大家更好的阅读，文中内容和观点未做任何更改，也不代表着我对其持任何态度。

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产品经理之所以挣扎是因为这个群体往往是多面手

The product manager is often seen as the jack of all trades—it’s a constant fight of dividing time on research, product delivery, alignments, data mining, running team ceremonies, preparing for grooming, long and short term planning, writing analysis and defining OKRs… the list goes on.

产品经理通常被认为是多面手——在研究、产品交付、调整、数据挖掘、管理团队仪式、准备业务梳理、长期和短期规划、撰写分析和定义OKRs等方面都要持续地分配时间，这个列表会很长。

In short, a product manager’s job is to understand the market, business domain, and the problems your existing and potential users face in order to be successful in running their business.

简而言之，产品经理的工作是理解市场、业务领域以及现有用户和潜在用户所面临的问题，以便成功地运作他们的业务。

At Printify, we also believe a good product manager spends most of their time in discovery mode—learning new ways to streamline the company’s growth. This very often means exploring unmapped territories and adopting the user perspective to feel their experience firsthand.

在Printify，我们也相信，一个好的产品经理会把大部分时间花在发现模式上——学习新的方法来使公司的增长效率更高。这通常意味着探索未发现的领域，采用用户的视角去感受他们的第一手体验。

Therefore, we use a variety of methodologies to understand and prioritise the problems of the print-on-demand market:

因此，我们使用了多种方法来理解和区分按需印刷市场的问题：

Reviewing session recordings on FullStory¹

在FullStory查看会话记录

Qualitative research and conducting user interviews

定性研究和指导用户访谈

Insights from merchant support and success teams

来自商家的支持和成功团队的见解

Unmoderated testing and validating new solutions on Maze²

在Maze上进行未经审核的测试和验证新的解决方案

Analysing data from the data warehouse

分析数据仓库中的数据

Reviewing competitors and other tools our users actually use

回顾我们的竞争对手和用户实际使用的其他工具

Monitoring print-on-demand social media groups and interacting with the merchants

监控按需印刷的社交媒体群，并与商家互动

And more…

等等

Combining data from multiple sources gives us a snapshot of the prioritised problem space that we are constantly reviewing while planning and designing our OKRs and initiatives. We live in a world of constant change, and the product manager needs to be able to evolve and adapt quickly.

结合来自多个来源的数据，可以让我们在规划和设计OKRs和计划时不断审查优先问题空间的快照。我们生活在一个不断变化的世界，产品经理需要能够快速发展和适应。

产品经理的工作是设定、测试和验证假设。这都是关于价值的时间

If you are a product manager, you should ask yourself every day: “what did you learn about the customer problems and the market?” and “what’s the emerging nuance that you didn’t know before?”.

如果你是一名产品经理，你应该每天问自己：“针对客户问题和市场，你学到了什么?”以及“你以前不知道的新出现的细微差别是什么?”

Your number one job is to capture the problems on the market and know which are the most critical to solve now. In our case, this means focusing on tools that take away the pain of managing problematic and out-of-stock products. We have learned that our merchants will be most successful if our platform will help them to grow their business. This means we allow the merchants to spend their time on creative work and marketing their store while the Printify platform works out everything with their incoming orders behind the scenes. We seek for seamless order management experience that would not require any manual intervention.

你的首要任务是捕捉市场上的问题，并知道现在最需要解决的问题是什么。在我们的例子中，这意味着专注于工具，以消除管理问题和缺货产品的痛苦。我们了解到，如果我们的平台能帮助商家发展业务，那么他们将获得最大的成功。这意味着我们允许商家把他们的时间花在创造性工作和营销他们的商店上，而Printify平台在幕后处理他们的订单。我们寻求无缝订单管理体验，不需要任何人工干预。

Our goal is not to extend their session time or keep them super active on the platform. We are successful when the merchant sets up the integrations and there is minimal disruption and manual involvement in the production process. We bring the most value if we help the merchant to grow their business.

我们的目标不是延长他们的会话时间或保持他们在平台上的活跃度。当商家完成了整合，并且在生产过程中有最小的干扰和人工参与时，我们就成功了。如果我们帮助商家让他们的业务增长，我们就带去了最大的价值。

怎么衡量产品经理的工作是成功的

As a product manager, you will keep your eye on a ton of metrics. At Printify, we keep merchant satisfaction as a core metric for validating our success. It is all about their experience on the platform and their happiness when using it. Defining this will pave the road to the sustainability and growth of the platform. We collect the customer effort score (CES), ask our merchants to rate the core interactions on the platform, learn from the data, conduct interviews, and continue to improve the main flows.

作为产品经理，你需要关注大量的指标。在Printify，我们把商家满意度作为衡量我们成功的核心指标。这都是关于他们在平台上的体验和使用它时的快乐。明确这一点将为平台的可持续性和增长铺平道路。我们收集客户费力度(CES)³，让我们的商家对平台上的核心互动进行评分，从数据中学习，进行访谈，并继续完善主要流程。

Measuring scores like CES are important because they show you the trend on how the experience of something evolves. However, one thing to remember: a product manager needs to make bold bets to stay in front of the curve. It’s important not to stay stuck in the wheel of micro improvements.

衡量像CES这样的分数是很重要的，因为它们向你展示了体验如何发展的趋势。然而，有一件事需要记住：产品经理要敢于大胆下注，以保持在曲线的前面。重要的是不要停留在微观改进的车轮上。

Also, the job of a product team is to move the needle of these marketplace-related metrics to ensure we are building a sustainable business:

此外，产品团队的工作是推动这些与市场相关的指标，以确保我们正在建立一个可持续的业务：

The quality of (automatic) order and print provider matching and how we take advantage of the fast growing print provider network.

(自动)订单和印刷供应商匹配的质量，以及我们如何利用快速增长的印刷供应商网络。

The average GMV a merchant generates on Printify and how fast it grows month over month.

一个商家在Printify上产生的平均GMV以及它每月增长的速度。

How much time does a merchant need to spend on order related issues? How much time do they spend on creating and designing new products instead?

商人需要花多少时间在订单相关的问题上？他们在创造和设计新产品上花了多少时间？

Our goal would be to minimise the time of solving orders with problematic and out of stock products and maximising their time on creative work and growing their business.

我们的目标是尽可能减少解决问题和缺货订单的时间，最大限度地增加他们的创造性工作和业务增长的时间。

The product manager’s goal is to fulfil the merchant’s needs while keeping an eagle eye on the core marketplace KPIs to ensure the growth of the business.

产品经理的目标是满足商家的需求，同时密切关注核心市场kpi，以确保业务增长。

产品经理成功检查表

Here is a practical checklist that any product manager can use.

这里有一个实用的清单，任何产品经理都可以使用。

Product management is hard—everybody knows it —but we think the keys to success are:

产品管理很难——每个人都知道——但我们认为成功的关键是：

Talk consistently to your users, even when you do not have a dedicated research project. Check in and ask how they are doing. Some of the users want to share all the time.

即使你没有专门的研究项目，也要始终如一地与你的用户交流。检查并询问他们过得怎么样。有些用户想要一直分享。

Build a pool of friendly users who you can easily approach to ask for quick feedback.

建立一个友好的用户池，你可以很容易地接近他们，以寻求快速反馈。

Talk consistently to other managers, key persons and other talent in your organisation. Be in the loop, share your learnings, and listen in to other meetings: it is a team effort to deliver beautiful end-to-end flows.

与你公司的其他经理、关键人物和其他人才坚持交流。参与其中，分享你的经验，并聆听其他会议：这是一个团队的努力，以交付精彩的端到端流程。

Check your calendar and figure out how much time you actually need to spend on the discovery phase. Prioritise more time for discovery. Spend less time on Jira, writing tasks, and discussing details of a solution.

检查你的日历，弄清楚你需要在发现阶段花多少时间。优先考虑更多的发现时间。少花点时间在Jira，写任务，讨论解决方案的细节上。

Worry less about product execution and the delivery process—delegate this to your engineering team.

少担心产品执行和交付过程——把这些工作委派给你的工程团队。

Dogfood your own product. Make it a practice to use it regularly. Does it make you feel proud?

使用你自己的产品。要养成经常使用的习惯。它让你感到骄傲吗？

Make sure you have the tooling and data in place to measure success. It is all about time to value and hypotheses validation.

确保你有衡量成功的工具和数据。这是关于价值和假设验证的时间。

Keep your eye on the data and question the spikes in your platform usage. Build a real time dashboard that reflects your main business and merchant happiness KPIs.

密切关注数据，并对平台使用量的激增提出疑问。构建一个实时仪表板，呈现你的主要业务和商家满意度kpi。

Be curious and question the current solution you have. If you would need to start from scratch—would you build it similarly? Very often it is a bold “no”.

保持好奇心，质疑你现有的解决方案。如果你需要从头开始，你会以类似的方式构建它吗？通常是一个大胆的“不”。

Think about outcomes. And rather merchant happiness than revenue and retention.

思考结果。而不是收入和留存率。

The product managers must look around and discover how to provide solutions for the unrealised needs. If you had a 0 backlog and no legacy to worry about—what would you build tomorrow then?

产品经理必须环顾四周，发现如何为未实现的需求提供解决方案。如果你没有待办事项，也没有遗留问题需要担心，那么明天你构建什么呢？

Focus on the problem space, help your users, treat them well, and success will find you.

专注于问题空间，帮助你的用户，善待他们，成功就会找到你。

老汤忍不住最后想说几句：

在老汤看来，衡量产品经理的指标分为三种：财务指标；市场指标；客户指标。

但是，几乎所有的企业在衡量产品经理的成功时，都会把财务指标和市场指标作为优先选项，今年卖了多少钱，市占率提升了多少，等等。

这些指标该不该有，该有，但是是不是最终的衡量指标呢，这需要企业好好思考一下，别忘了，还有一个客户指标呢，客户满意度，客户流失率，以及本文中提到的客户费力度，都是客户指标的典型kpi。

而财务指标，市场指标其实在我看来，都是产品在发展过程中的过程性指标，而非最终指标，最终指标毫无疑问应该在客户指标中去设定。

因为这不但是当今市场发展趋势和企业长期生存的要求，其实更是产品管理提出的两个最终目标之一：

构建企业持续的竞争优势和客户长期的满意度。

而这两个目标，20年前就提出了！

¹ FullStory是一家提供顾客行为分析的技术公司，其推出的技术可以让企业和受支持的团队通过自有网站记录、回放和分析访问者的真实举动。

² Maze是一家提供产品概念、线框图、原型快速测试的公司。

³ CES：客户费力度，由马修·迪克逊、凯伦·弗里曼和尼古拉斯·托曼最早发布在《哈佛商业评论》上的《停止取悦客户的努力》一文中。

文中产品经理同行所在公司Printify是一家针对商家按需印刷业务提供透明自主服务和工具的自动化平台。