产品经理最容易犯的12个错误

《产品经理最容易犯的12个错误》由会员分享，可在线阅读，更多相关《产品经理最容易犯的12个错误（33页珍藏版）》请在装配图网上搜索。

1、单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,本作品采用,知识共享署名,-,非商业性使用,2.5,中国大陆许可协议,进行许可。,专业交流,模板超市,设计服务,NordriDesign,中国专业,PowerPoint,媒体设计与开发,本作品的提供是以适用知识共享组织的公共许可（简称“,CCPL”,或“许可”）条款为前提的。本作品受著作权法以及其他相关法律的保护。对本作品的使用不得超越本许可授权的范围。,如您行使本许可授予的使用本作品的权利，就表明您接受并同意遵守本许可的条款。在您接受这些条款和规定的前提下，许可人授予您本许可所包括的权利。,查看全部,单击此处

2、编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,The Top 12 Product Management Mistakes,Pre:,简单的介绍,关于本次交流,经验交流，互相启发，发扬分享精神,为产品人员争取更多理解与支持,引玉，希望是更多内部交流的开始,关于本文档,Martin Cagan Silicon Valley Product Group,0.,提纲目录,概述,-,为什么产品人员会容易犯错误,产品管理中产品人员最愿意犯的,12,个错误,Confusing Customer Requirements with Product Requirements,Co

3、nfusing Innovation with Value,Confusing Yourself with Your Customer,Confusing the Customer with The User,Confusing Features with Benefits,Confusing Building Right Product with Building Product Right,Confusing Good Product with Good Business Model,Confusing Inspiring Features with“Nice-to-Have”Featur

4、es,Confusing Adding Features with Improving Product,Confusing Impressive Specifications with an Impressive Product,Confusing a Complete Product with a Sellable Product,Confusing Product Launch with Success,总结,Q&A,1.0.,概述,-,为什么产品人员会容易犯错误,我们活在一个充斥着各种各样各行各业糟糕产品和服务的世界,假冒伪劣，山寨产品横行,餐厅的服务员态度很差,中国移动,国有银行,西直

5、门地铁换乘站,H,我们的产品人员很多情况不知道彼岸在哪里,“老板让我这么做的”,“因为别人这样做”,“我以前就是这么做的”,从业人员功课做得不够多，不够好,Junior,太多，鱼龙混杂,产品人员对各互联网公司很重要，但各公司对产品人员培养和选拔做得不够重要,The Top 12 Product Management Mistakes,概述,-,为什么产品人员会容易犯错误,产品管理中产品人员最愿意犯的,12,个错误,Confusing Customer Requirements with Product Requirements,Confusing Innovation with Value,C

6、onfusing Yourself with Your Customer,Confusing the Customer with The User,Confusing Features with Benefits,Confusing Building Right Product with Building Product Right,Confusing Good Product with Good Business Model,Confusing Inspiring Features with“Nice-to-Have”Features,Confusing Adding Features wi

7、th Improving Product,Confusing Impressive Specifications with an Impressive Product,Confusing a Complete Product with a Sellable Product,Confusing Product Launch with Success,总结,Q&A,1.Confusing Customer Requirements with Product Requirements,谁动了你的产品？,产品人员需要重视，尊重，但要小心应对的几种角色,他们很多情况是产品人员的,Customers,他们

8、都有很多需求,他们会不断地给产品人员提建议,他们会根据自己的想法来评估产品开发时间,他们会不断地改变想法,Marketing,Sales,User,Boss,怎么办！？,1.Confusing Customer Requirements with Product Requirements,Customer,Requirements,为什么不能成为,Product,Requirements,Customer,其实并不知道自己想要什么,无法用产品人员的角度和语言来描述需求,无法确定可行性,需求集中在自己的个人世界，无法用宽广的视野看待更广泛的机会和需求,产品人员要对所负责的产品完全负责，主动性的结

9、合,Customer,的需求，运用专业能力把握产品的发展方向,PS,：用户调研真的有用么？,The Top 12 Product Management Mistakes,概述,-,为什么产品人员会容易犯错误,产品管理中产品人员最愿意犯的,12,个错误,Confusing Customer Requirements with Product Requirements,Confusing Innovation with Value,Confusing Yourself with Your Customer,Confusing the Customer with The User,Confusing

10、 Features with Benefits,Confusing Building Right Product with Building Product Right,Confusing Good Product with Good Business Model,Confusing Inspiring Features with“Nice-to-Have”Features,Confusing Adding Features with Improving Product,Confusing Impressive Specifications with an Impressive Product

11、,Confusing a Complete Product with a Sellable Product,Confusing Product Launch with Success,总结,Q&A,2.Confusing Innovation with Value,技术的创新是否定会帮助产品带来价值,3G,蓝光,混合型汽车,小灵通,2D,游戏,技术创新和产品如何应用创新技术是两回事,技术创新在产品中的应用，应以支持产品的节奏和策略为目标,The Top 12 Product Management Mistakes,概述,-,为什么产品人员会容易犯错误,产品管理中产品人员最愿意犯的,12,个错误

12、,Confusing Customer Requirements with Product Requirements,Confusing Innovation with Value,Confusing Yourself with Your Customer,Confusing the Customer with The User,Confusing Features with Benefits,Confusing Building Right Product with Building Product Right,Confusing Good Product with Good Busines

13、s Model,Confusing Inspiring Features with“Nice-to-Have”Features,Confusing Adding Features with Improving Product,Confusing Impressive Specifications with an Impressive Product,Confusing a Complete Product with a Sellable Product,Confusing Product Launch with Success,总结,Q&A,3.Confusing Yourself with

14、Your Customer,我们到底是不是我们亲手设计的产品的目标用户,其实我们不是,产品人员太了解自己设计的产品了,产品人员对自己的产品很有爱,产品人员本身不具备目标用户群的特征,如何解决产品设计与目标用户需求一致的问题,目标用户具象假设法,姓名：张小红,年龄：,17,岁,职业：学生,星座：金牛座,爱好：电玩，足球,家庭：,3,口之家，妈妈是医生，爸爸是政府职员,学习成绩：偏科严重，喜欢数学，讨厌语文，英语,喜好品牌：,SONY,，,NIKE,，,Apple,虚拟用户信息越具像，对目标用户的分析月有效果,3.Confusing Yourself with Your Customer,用户体验

15、测试，用户交互性测试应贯穿产品的设计和开发过程,弱化对用户调查的依赖,用户不知道自己需要的是什么,用户无法正确精准的表述自己的产品需求,样本选取的可能偏差性,样本容量的具体数量的科学性,用户调查在产品设计研发中的作用,证实猜测，印证判断,用户操作行为研究,产品人员应呼吸在捉摸研究用户需求的空间里，如何准确的描述分析用户的需求，证实产品人员专业性的体现,The Top 12 Product Management Mistakes,概述,-,为什么产品人员会容易犯错误,产品管理中产品人员最愿意犯的,12,个错误,Confusing Customer Requirements with Produc

16、t Requirements,Confusing Innovation with Value,Confusing Yourself with Your Customer,Confusing the Customer with The User,Confusing Features with Benefits,Confusing Building Right Product with Building Product Right,Confusing Good Product with Good Business Model,Confusing Inspiring Features with“Nice-to-Have”Features,Confusing Adding Features with Improving Product,Confusing Impressive Specifications with an Impressive Product,Confusing a Complete Product with a Sellable Product,Confusing Produ