產(chǎn)品經(jīng)理最容易犯的12個(gè)錯(cuò)誤

《產(chǎn)品經(jīng)理最容易犯的12個(gè)錯(cuò)誤》由會(huì)員分享，可在線閱讀，更多相關(guān)《產(chǎn)品經(jīng)理最容易犯的12個(gè)錯(cuò)誤（33頁珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、單擊此處編輯母版標(biāo)題樣式,單擊此處編輯母版文本樣式,第二級(jí),第三級(jí),第四級(jí),第五級(jí),本作品采用,知識(shí)共享署名,-,非商業(yè)性使用,2.5,中國大陸許可協(xié)議,進(jìn)行許可。,專業(yè)交流,模板超市,設(shè)計(jì)服務(wù),NordriDesign,中國專業(yè),PowerPoint,媒體設(shè)計(jì)與開發(fā),本作品的提供是以適用知識(shí)共享組織的公共許可（簡(jiǎn)稱“,CCPL”,或“許可”）條款為前提的。本作品受著作權(quán)法以及其他相關(guān)法律的保護(hù)。對(duì)本作品的使用不得超越本許可授權(quán)的范圍。,如您行使本許可授予的使用本作品的權(quán)利，就表明您接受并同意遵守本許可的條款。在您接受這些條款和規(guī)定的前提下，許可人授予您本許可所包括的權(quán)利。,查看全部,單擊此處

2、編輯母版標(biāo)題樣式,單擊此處編輯母版文本樣式,第二級(jí),第三級(jí),第四級(jí),第五級(jí),The Top 12 Product Management Mistakes,Pre:,簡(jiǎn)單的介紹,關(guān)于本次交流,經(jīng)驗(yàn)交流，互相啟發(fā)，發(fā)揚(yáng)分享精神,為產(chǎn)品人員爭(zhēng)取更多理解與支持,引玉，希望是更多內(nèi)部交流的開始,關(guān)于本文檔,Martin Cagan Silicon Valley Product Group,0.,提綱目錄,概述,-,為什么產(chǎn)品人員會(huì)容易犯錯(cuò)誤,產(chǎn)品管理中產(chǎn)品人員最愿意犯的,12,個(gè)錯(cuò)誤,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,總結(jié),Q&A,1.0.,概述,-,為什么產(chǎn)品人員會(huì)容易犯錯(cuò)誤,我們活在一個(gè)充斥著各種各樣各行各業(yè)糟糕產(chǎn)品和服務(wù)的世界,假冒偽劣，山寨產(chǎn)品橫行,餐廳的服務(wù)員態(tài)度很差,中國移動(dòng),國有銀行,西直

5、門地鐵換乘站,H,我們的產(chǎn)品人員很多情況不知道彼岸在哪里,“老板讓我這么做的”,“因?yàn)閯e人這樣做”,“我以前就是這么做的”,從業(yè)人員功課做得不夠多，不夠好,Junior,太多，魚龍混雜,產(chǎn)品人員對(duì)各互聯(lián)網(wǎng)公司很重要，但各公司對(duì)產(chǎn)品人員培養(yǎng)和選拔做得不夠重要,The Top 12 Product Management Mistakes,概述,-,為什么產(chǎn)品人員會(huì)容易犯錯(cuò)誤,產(chǎn)品管理中產(chǎn)品人員最愿意犯的,12,個(gè)錯(cuò)誤,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,總結(jié),Q&A,1.Confusing Customer Requirements with Product Requirements,誰動(dòng)了你的產(chǎn)品？,產(chǎn)品人員需要重視，尊重，但要小心應(yīng)對(duì)的幾種角色,他們很多情況是產(chǎn)品人員的,Customers,他們

8、都有很多需求,他們會(huì)不斷地給產(chǎn)品人員提建議,他們會(huì)根據(jù)自己的想法來評(píng)估產(chǎn)品開發(fā)時(shí)間,他們會(huì)不斷地改變想法,Marketing,Sales,User,Boss,怎么辦??？,1.Confusing Customer Requirements with Product Requirements,Customer,Requirements,為什么不能成為,Product,Requirements,Customer,其實(shí)并不知道自己想要什么,無法用產(chǎn)品人員的角度和語言來描述需求,無法確定可行性,需求集中在自己的個(gè)人世界，無法用寬廣的視野看待更廣泛的機(jī)會(huì)和需求,產(chǎn)品人員要對(duì)所負(fù)責(zé)的產(chǎn)品完全負(fù)責(zé)，主動(dòng)性的結(jié)

9、合,Customer,的需求，運(yùn)用專業(yè)能力把握產(chǎn)品的發(fā)展方向,PS,：用戶調(diào)研真的有用么？,The Top 12 Product Management Mistakes,概述,-,為什么產(chǎn)品人員會(huì)容易犯錯(cuò)誤,產(chǎn)品管理中產(chǎn)品人員最愿意犯的,12,個(gè)錯(cuò)誤,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,總結(jié),Q&A,2.Confusing Innovation with Value,技術(shù)的創(chuàng)新是否定會(huì)幫助產(chǎn)品帶來價(jià)值,3G,藍(lán)光,混合型汽車,小靈通,2D,游戲,技術(shù)創(chuàng)新和產(chǎn)品如何應(yīng)用創(chuàng)新技術(shù)是兩回事,技術(shù)創(chuàng)新在產(chǎn)品中的應(yīng)用，應(yīng)以支持產(chǎn)品的節(jié)奏和策略為目標(biāo),The Top 12 Product Management Mistakes,概述,-,為什么產(chǎn)品人員會(huì)容易犯錯(cuò)誤,產(chǎn)品管理中產(chǎn)品人員最愿意犯的,12,個(gè)錯(cuò)誤

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,總結(jié),Q&A,3.Confusing Yourself with

14、Your Customer,我們到底是不是我們親手設(shè)計(jì)的產(chǎn)品的目標(biāo)用戶,其實(shí)我們不是,產(chǎn)品人員太了解自己設(shè)計(jì)的產(chǎn)品了,產(chǎn)品人員對(duì)自己的產(chǎn)品很有愛,產(chǎn)品人員本身不具備目標(biāo)用戶群的特征,如何解決產(chǎn)品設(shè)計(jì)與目標(biāo)用戶需求一致的問題,目標(biāo)用戶具象假設(shè)法,姓名：張小紅,年齡：,17,歲,職業(yè)：學(xué)生,星座：金牛座,愛好：電玩，足球,家庭：,3,口之家，媽媽是醫(yī)生，爸爸是政府職員,學(xué)習(xí)成績(jī)：偏科嚴(yán)重，喜歡數(shù)學(xué)，討厭語文，英語,喜好品牌：,SONY,，,NIKE,，,Apple,虛擬用戶信息越具像，對(duì)目標(biāo)用戶的分析月有效果,3.Confusing Yourself with Your Customer,用戶體驗(yàn)

15、測(cè)試，用戶交互性測(cè)試應(yīng)貫穿產(chǎn)品的設(shè)計(jì)和開發(fā)過程,弱化對(duì)用戶調(diào)查的依賴,用戶不知道自己需要的是什么,用戶無法正確精準(zhǔn)的表述自己的產(chǎn)品需求,樣本選取的可能偏差性,樣本容量的具體數(shù)量的科學(xué)性,用戶調(diào)查在產(chǎn)品設(shè)計(jì)研發(fā)中的作用,證實(shí)猜測(cè)，印證判斷,用戶操作行為研究,產(chǎn)品人員應(yīng)呼吸在捉摸研究用戶需求的空間里，如何準(zhǔn)確的描述分析用戶的需求，證實(shí)產(chǎn)品人員專業(yè)性的體現(xiàn),The Top 12 Product Management Mistakes,概述,-,為什么產(chǎn)品人員會(huì)容易犯錯(cuò)誤,產(chǎn)品管理中產(chǎn)品人員最愿意犯的,12,個(gè)錯(cuò)誤,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