第一步：客户发现访谈

来源： 启动实验室

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开始产品发现之旅的最佳方式是与潜在客户交谈。在产品发现中，我们使用一种非常具体的技术，称为客户发现访谈，以充分利用这些接触。这种方法的独特之处在于它避免直接询问客户对我们的解决方案的看法。相反，我们提出开放式问题来发现机会并了解行为、信念和动机。要了解有关提出开放式问题的更多信息，请使用以下资源：

• 热罐： https://www.hotjar.com/blog/open-ended-questions/
• 枢纽点： https://blog.hubspot.com/sales/the-art-of-asking-open-ended-questions

即使您已经认为您了解您的客户，这些类型的访谈也可能会让您大开眼界。您甚至可能发现您瞄准了错误的客户。访谈还能以研究报告无法比拟的方式让您的客户栩栩如生。

如何面试

Even though customer discovery interviews follow an open ended approach, this doesn’t mean they aren’t structured. You will create a script beforehand to make sure you don’t forget any important questions. For a B2B product, these might include:

• 告诉我你在公司的角色？
• What’s a typical day like?
• 您目前面临的最困难的问题是什么？
• 您尝试过哪些解决方案来解决该问题？
• 您喜欢和不喜欢这些解决方案的哪些方面？

我们在下面提供了示例问题的链接以及有关如何创建您自己的问题的说明。

采访谁

正如所讨论的，客户发现访谈的基本理念是避免对目标客户做出假设。因此，您应该首先对目标客户的概况做出假设。然后，对该客户资料进行几次采访以检验您的假设。如果事实证明你错了，那就形成一个新的假设并重新开始这个过程。最终，你会发现正确的个人资料或意识到你已经走到了死胡同，此时，可能是时候开始研究新的想法了。您可能面临的另一个挑战是招募采访对象。这可能非常耗时并且需要创造性思维。以下是一些最常见的招聘方法：

• Networking – Ask friends and colleagues for introductions. Use Linkedin and other social media sites to recruit candidates.
• Introductions from interviewee – Each person you interview provides an opportunity for further introductions. For example, if you are interviewing B2B subjects, your script should include questions like “Is there anyone else in your department you think I should speak to about this problem.”
• Meetups – Attend a meet-up focused on your target industry or start one yourself.

需要考虑的要点

• Practice makes perfect – The customer discovery interview approach is unnatural for most people. We are used to asking for feedback, not asking open ended questions, and listening carefully for nuggets of insight. Therefore, your first few interviews may not be very productive. Instead of wasting the opportunity, do some practice interviews with friends or colleagues first. You can also hire an experienced researcher to conduct the interviews for you.
• The goal is learning, not selling – Whatever you do, resist the temptation to ask for specific feedback about your idea. This is likely to bias your data because most interviewees will try to please you. If you feel the need to ask for direct feedback, wait until the end of the interview until after you have received sufficient unbiased information from the interviewee.
• Invite your team – As discussed, discovery is a collaborative process. If at all possible bring along your designer and engineer. This will enable them to more effectively extract insights from the interviewee’s responses by observing body language and facial expressions. It will also give everyone on the team a shared reference point during later discussions about product features. That said, make sure your interviewee is comfortable with multiple observers. You also minimize discomfort by conducting the interview so that you are the only one speaking with your teammates remaining silent observers.

有用的资源

可交付成果

• 创建采访脚本
• 形成关于目标对象的假设并创建招聘列表
• 在几个朋友或同事身上练习
• 准备好后，进行几次实际采访
• 与您的团队讨论结果
• 如果您需要针对不同的客户资料，请重新开始该流程

第二步：客户旅程地图

来源： 启动实验室

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客户旅程地图是显示客户在经历不同使用阶段时如何与产品交互的图表。创建旅程地图有几个好处：

• Uncovers problems and opportunities – Journey maps are a great way to identify pain points that your product can potentially address. Conversely, they help you identify parts of the journey where customers are satisfied with their existing solution and may not be interested in yours.
• Empathy – Journey maps help bring your customer’s experience to life and create shared empathy among your team.
• Inspires system-level thinking – The process of creating a journey map forces you to break down how the customer experiences your sales process, marketing and product into discrete touchpoints that work in unison to influence customer behavior.

旅程地图设计

The type of data displayed on journey maps vary widely but the basic format is the same: a horizontal diagram divided into columns representing stages or touchpoints. Each touchpoint represents an interaction with a company or its product. The diagram’s rows are used to communicate various aspects of the customer’s experience at each stage. The possibilities here are nearly endless, but you will probably want your map to answer the following questions at each stage:

• 客户想要实现什么目标？
• 他们满意还是不满意？
• 他们遇到什么问题？

来源： 启动实验室

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创建你的地图

Prior to launching your product you will be using the journey map to diagram your customer’s interactions with existing solutions. After you launch, you can use journey maps to analyze customer interactions with your own product. Here’s how to create your first journey map:

1. Choose a customer profile – What type of customer will your map focus on? For maximum accuracy, you should base your map on the experiences of your interview subjects. You can even combine multiple subjects into a single profile. You can also bring these profiles to life with a technique called personas. If you haven’t yet created personas, we provide more information about them 这里.
2. Define a scenario – What overall goal is the customer is trying to achieve? For example, if they are buying a car, the map should be confined to activities related to that scenario.
3. Define your touchpoints – What stages does the customer go through as they complete the scenario?
4. Decide what to analyze – For each stage in the journey, you will be analyzing some aspect of the customer’s experience. Create horizontal rows for each type of experience you wish to analyze.
5. Map the customer journey – Fill out the horizontal rows on your map with the data you are analyzing at each stage. If you have insufficient knowledge to complete this step, you can conduct additional 采访 或者 调查.

需要考虑的要点

• Validate your assumptions – When you first create your map it’s acceptable to leave gaps or make assumptions when you don’t have enough data. The process of creating the map is valuable in and of itself because it forces you to put yourself in the customer’s shoes. However, it is risky to continue the product discovery process for too long without closing these gaps because over time you and your team are likely to accept these assumptions as facts. Therefore it’s important to have a plan in place to validate your map by asking actual customers about their journey.
• Start with the pre-purchase experience – Even though you are focused on product discovery, it’s important to map the parts of the journey that take place before the customer encounters your product, such as your sales and marketing efforts. These can provide valuable insights about how to design a better product. By the same token, don’t forget about the post-purchase experience. How do customers get support if they have problems, or refunds if so desired?

有用的资源

可交付成果

• 构建您的旅程地图
• 与您的团队分享以获得反馈
• 根据需要验证关键假设

第三步：调查

来源： 启动实验室

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虽然面谈可以让您深入了解特定客户，但面谈非常耗时。相比之下，调查可以让您快速从大量潜在客户那里收集数据。与采访不同，数据不会那么丰富。然而，调查可以成为通过访谈甚至测试需求来丰富客户资料的绝佳工具。

调查目标

第一步是确定您的调查目标。您有两个基本选择：

1. Gathering additional data about your target customer – You can use surveys to answer questions that weren’t adequately answered during your interviews or that you didn’t have time to ask. Since surveys can be anonymous, you can also ask questions that would have been awkward to ask during an interview, such as the customer’s income. Surveys can also provide statistical validation for the answers you received during interviews, This is especially useful if you received conflicting answers from multiple interview subjects.
2. Testing demand – Unlike discovery interviews, surveys can be a useful tool for determining whether customers are actually interested in your product. You can do this by describing the product in words or images and asking a series of questions to gauge interest (e.g. “How much would you pay for this product,” or “Would you recommend this product to a friend?”). However, you should not rely solely on such data to validate your hypotheses. This is because such a survey is only a weak simulation of real life. No matter how vivid your description, it’s unlikely to match the customers real-world experience once they are faced with a buying decision.

问题类型

接下来，您需要决定要提出的问题类型。您必须做出的第一个决定是您的问题是定量的还是定性的。定量问题将受访者限制在有限的选择范围内，而定性问题则允许填写答案。您可以结合使用这两种方法，但对于大规模调查，您需要强调定量。这是因为以统计上有用的方式总结定性数据非常耗时，而且通常不可能。但是，如果您调查的是少数客户，定性调查可能非常有效。

人才招聘

招募调查受访者可能是一项挑战，特别是对于大规模调查而言。如果您计划进行定量调查，您将希望结果在统计上有效。这可能意味着数百个回复。您还需要假设并非您邀请参加调查的每个人都会真正完成调查，并且其中一些完成调查的人实际上可能不是您的目标客户。那么如何招募足够的人员来确保有足够数量的有效回复呢？这取决于您的预算。最好的免费选择可能是社交媒体。付费选项包括运行广告搜索或社交媒体网站、购买邮件列表或使用研究小组，例如 调查猴子观众。

需要考虑的要点

• Make sure you are surveying the right customer – No matter how well-targeted your recruiting effort, some of the people who take your survey will fall outside of your target profile. Therefore you should start your survey with a series of qualifying questions to make sure the person is a potential customer.
• Keep it short – The longer your survey, the lower your completion rate will be. Therefore it’s important to trim your list of questions to the absolute essentials.
• Ask for permission to follow up – Your survey doesn’t have to be the end of the conversation with a respondent. You can use the survey to capture their email and ask if they would be willing to answer follow up questions

有用的资源

可交付成果

• 确定调查的目标
• 定义您的目标受众和所需的样本量
• 设计并启动您的调查
• 分析结果

第四步：原型设计

来源： 启动实验室

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现在您应该清楚地了解您想要解决的客户问题。在这个阶段，原型设计是一个很好的下一步，因为它将加速您找到正确解决方案的能力。原型是产品（或产品的一部分）的原始版本，可用于从目标客户或内部利益相关者获取反馈。原型可以非常快速且廉价地创建和测试，因此典型的原型制作过程是迭代的。您将创建原型、获取反馈、完善原型并重复这个循环，直到您对解决方案充满信心。

原型的种类

Prototypes take many different forms, each of which can be used to test different types of risk. However, they are best for assessing either value risk and usability risk. It is possible to assess feasibility risk with a prototype but this is less common and requires writing code. Another key distinction is a prototype’s level of fidelity. This is the degree of polish or realism that the prototype exhibits. Prototypes can either be low or high fidelity. These differ as follows:

• Low fidelity – These prototypes are primitive and easier to create. They are used earlier in the design process to rapidly test and iterate ideas until the team has enough confidence to consider building a high fidelity prototype. Low fidelity prototypes are better suited for internal feedback and ideation since they may be hard for customers to understand without extensive explanation. Examples include 草图, 纸质原型, 线框和模型.
• High fidelity – These take longer to create but enable more accurate feedback and are better suited for testing with actual customers. High fidelity prototypes are typically created later in the process, and due to their detailed nature, they can be very effective at assessing usability risk. Examples include 交互式原型, 视频原型 和 实时数据原型.

原型测试

您可以在团队内部或在外部与客户一起测试原型。内部测试速度更快，但结果不太可靠。因此，当您寻求总体方向时，内部测试是设计过程早期阶段的理想选择。这也是在外部测试之前获得设计快速反馈的绝佳方法。随着您的设计不断发展并且您对其更加有信心，您应该进行外部测试。

There are no hard and fast rules about how to test prototypes. For internal testing, the process can be as informal as walking into a teammate’s office and showing them a sketch and asking for their thoughts. With external customers, you will want to provide more structure. In either case, you should observe the following best practices:

• Set goals – Know in advance what you are trying to learn from the test. For example, if you are assessing value risk, structure your questions around this topic by asking questions like “Whom do you think would be interested in this product?” or “How often do you think you would use this product?.” If your goals include testing specific hypotheses, make a list of these and tailor your questions accordingly.
• Remain neutral – As with customer discovery interviews, your goal is to learn, not to sell. Avoid biasing your subject by keeping your feelings to yourself whether the feedback is positive or negative. If the subject is confused about the design, it’s acceptable to provide an explanation, but by no means should you defend it.
• Collaborate with your subject – Make it clear to your subject that you are there to learn and are seeking their help to solve any problems they identify. Invite contributions that build on your prototype. If you receive negative feedback ask for their suggestions about how to improve the product.

需要考虑的要点

• Focus on high risk areas first – Throughout the product discovery process you should test your riskiest hypothesis at each stage. This is especially important for prototypes because they can take considerable time to create. This way you minimize the chances of high risk issues going unnoticed and cropping up later in the design process.
• Consider testing multiple versions simultaneously – If you have the time and resources, testing multiple versions of the same prototype can produce more actionable and accurate results. This is because it frees your subjects from feeling like they have to say something positive about the first version they are presented. It also gives them the opportunity to contrast the two prototypes and provide more detailed feedback.
• Include your team – Even more so than other stages of product discovery, prototyping should be collaborative. Make sure to include your design and engineering colleagues during prototype creation. Try to include them during testing, or at least debrief with them after every round of testing.

有用的资源

可交付成果

• 创建低保真度原型
• 与目标客户或团队中的某人进行测试
• 利用他们的反馈来改进您的原型
• 与同一个人或不同的人再次测试。

最小可行产品

来源： 启动实验室

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By now, your answers to the questions “what should we build and for whom?” should be coming into focus. But remember, until you launch an actual product with real customers, these are just assumptions and you are likely still facing significant risks. The good news is that you can measurably reduce these risks with a minimum viable product or MVP.

什么是 MVP？

An MVP is simply a prototype with a distinct difference: as the name implies, it is “viable.” We define viability as follows:

1. 您的目标客户可以体验 MVP，而无需原型所需的指导或解释。
2. MVP 的设计方式使其能够可靠地测试至少一个假设。

And of course, MVPs are minimal. How minimal? As minimal as you can make them and still test at least one hypothesis. In fact, some of the best MVPs don’t involve writing a single line of code. How can this be? Let’s take an example. Suppose you want to test the following hypothesis: “Twitter users would be interested in a product that enables them to queue up tweets for later posting.” This is exactly the hypothesis that Buffer.com started with when they designed 他们的MVP, which consisted of two static web pages. The first page described the product and displayed a link to pricing information. When users clicked on the pricing link, a second page explained that the product wasn’t ready yet and displayed a field for the user to add their email to a waiting list. These two simple pages were enough to validate Buffer’s hypothesis and convince them to build a second MVP to test pricing. Ultimately the company went on to launch a very successful product. This type of MVP is known as a landing page MVP. Here are some other popular types:

• Wizard of Oz – This approach combines minimal amounts of software on the front end with humans on the backend to fulfil customer requests. Customers interact with the software without realizing that most of the functionality is being performed by people. A famous example is the 美捷步 MVP.
• Concierge MVP – This approach is identical to a Wizard of Oz MVP, except it uses little or no software and the customer is fully aware they are interacting with a human.
• Piecemeal MVP – In this approach, existing software products are used to simulate the experience of the final product. For example, if you are planning to build a group dieting app, you might create a Facebook group to test hypotheses about peer to peer interactions. With piecemeal MVPs, you can also combine multiple software products to create an even more realistic simulation.

假设定义

MVP 是一个实验。其目的是测试有关您所针对的问题、您提出的解决方案或两者的假设。要定义您的假设，请按照下列步骤操作：

1. Determine which risks areas to focus on – Decide which of the four risk areas your MVP will assess. While you can assess any type of risk with an MVP, they are best for assessing value risk and business viability risk. Unless your MVP has a high degree of fidelity or is designed to solve complex technical problems, you should not use it for assessing usability or feasibility risk.
2. Define your hypotheses – Define at least one hypothesis to test. You can test as many you like but we recommend a limit of five to keep things manageable. Each hypothesis should target at least one of the risk areas you chose. As discussed, you should test your riskiest hypotheses first to avoid major risks from cropping up later on.
3. Define your validation criteria – This is how you will determine whether a hypothesis was valid or not. For example, with the Buffer MVP, the percent of visitors who sign up for the wait list could be one of our validation criteria.
4. Define your target values – This is the threshold for each validation criteria that you feel will validate your hypothesis. In the Buffer example, we might decide that a 25% conversion rate is necessary to validate the hypothesis.

以下是来自实际 MVP 的假设示例，旨在测试员工培训解决方案：

来源： 启动实验室

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MVP 测试

一旦您设计了 MVP 并定义了假设，下一步就是邀请客户使用它。除非您需要大量的、统计上有效的样本，否则几十个客户可能就足够了。以下是一些关于招聘的建议：

• Invite your interview subjects – If you performed customer discovery interviews, you probably already have a list of potential customers who fit your target profile.
• Use social media – Tell friends, family and colleague know about your MVP on social media.
• Facebook ads – Facebook is an excellent way to affordably target specific market segments. In addition to recruiting, you can also experiment with potential marketing tactics by varying ad copy and design. By tracking ad spend and conversions, you may even be able to forecast your customer acquisition cost.
• Search marketing – If you envision users someday finding your product through search, recruiting MVP users through search ads can be very effective and affordable.

Lastly, before launching, test your MVP with teammates, friends and family to make sure the user experience is as expected and you are able to capture the necessary data to validate your hypotheses.  Even then, you may want to invite customers slowly to make sure everything is working and you have time to pay adequate attention to the incoming data.

需要考虑的要点

• Multiple MVPs are common – Your first MVP may not give you the confidence to start building your product. In that case, feel free to keep experimenting. You can iterate on an existing MVP by making design changes or changing the recruiting criteria. Or you can launch an entirely new MVP.
• Maintain a minimal mindset – The goal of any MVP is to maximize learning at the lowest possible cost. As you design your MVP, always ask “Is there a way to make this even simpler?”
• Don’t get hung up on definitions – You will find lots of debate about the definition of an MVP and the different types of MVPs. Don’t let this stop you from forming hypotheses and finding creative ways to validate them.

有用的资源

STEP ONE: Define Your Product’s Goals

The first step in defining your product strategy is to set measurable, time-bound goals. These can range from competitive in nature (e.g. “become the number one selling app in our market within 24 months”) to the financial (e.g. “achieve 30% gross margins by Q3).

最重要的是，您的产品目标应该：

1. Map to your company’s overall goals and mission
2. Align with your target customers’ 需要
3. 得到内部利益相关者的理解和同意

需要考虑的要点

• Don’t overdo it – Having too many goals makes them harder for your team to track, communicate and internalize.
• Be open to change – Goals often change when a product reaches the market and you obtain feedback from customers that you did not expect.
• Data availability isn’t always a given – Before proposing any goal, make sure you’ll be able to capture the necessary data to measure your progress. You can learn more about this topic in our 测量 模块。
• 考虑组织中的各个职能领域如何从您的产品中受益。他们的指标是否体现在您的产品目标中？
• 任何企业的成功都依赖于客户的获取和保留，因此请务必根据这些需求反复检查您的业务目标。

有用的资源

可交付成果

• 创建电子表格或幻灯片演示文稿，指定您的产品目标。
• 与您的团队分享以获得反馈。

第二步：定义您的目标客户

强大的产品策略需要对目标客户有非常清晰和具体的定义。团队中的每个人都应该能够清楚地想象他们正在为谁设计产品。这种共识对于销售和营销等职能也至关重要。最常用的方法称为市场细分。这使您能够沿着三个主轴定义您的客户：

1. Demographic – This approach focuses on attributes like age, location, gender and religion. An example of a demographic segmentation would be “28-34 year old suburban women.”
2. Psychographic – Use this approach to identify customers based on their motivations, lifestyle or psychological profile. For example you may want to target people who are motivated by business success, or moms who are concerned about the health of their families.
3. Behavioral – With this approach you can identify customers who engage in specific activities or purchase certain products. For example, “people who use Microsoft Word” or “owners of luxury vehicles.”

除非您是目标客户的专家，否则识别目标客户的最佳方法是使用 面试 和 民意调查 我们之前讨论过的技术。

需要考虑的要点

• Combine multiple segments for more specific targeting – Don’t hesitate to combine multiple segmentation approaches to increase the specificity of your targets. For example, Tesla might describe its target customer as a “32-42 year old man who owns a luxury car and likes to be seen as a technology expert.”
• Bring your targets to life – Create personas for each of your targets. This approach enables you to depict your customer with photos, a backstory and detail about their preferences, jobs, family and other relatable attributes.
• Don’t boil the ocean – It’s tempting to target the broadest possible market, but try to limit yourself to four targets at most. Focusing on a single target can also be a good strategy. Successful products are often designed for a passionate niche and spread quickly from there.
• Be open to change – Targets often change as a product gains adoption among different segments. You may be surprised by the types of customers who adopt your product and the ways they use it.
• Be ready to prioritize – Sometimes delays or other unforeseen challenges will force product teams to narrow their focus. If necessary, would you be able to prioritize your targets based on revenue potential or other attributes?
• Don’t forget customer acquisition cost – Make sure it is economically feasible to acquire each target as a customer. If you have doubts, consider other targets that are easier to acquire. Sometimes this can be as simple as narrowing your segmentation to identify a sub-segment that has a greater need for your product.
• Consider targeting influencers – Consider targets that can help market your product through influence and word of mouth, or by acting as reference customers. These early adopters often prove more lucrative in the long run than those that are more lucrative from a short term revenue standpoint.

有用的资源

可交付成果

• 与您的团队共享的目标列表。
• 如果可能的话，通过人物角色将您的目标变为现实。

STEP THREE: Identify Your Customers’ Needs

如果你的产品不能为客户解决问题，那么它就没有任何价值。为了在市场上取得成功，您的产品还必须比他们现在使用的产品更好地解决这些问题（据估计，一款成功的产品必须 10 倍好 than the status quo in order to break through). Therefore, you need to identify which “pain points” your product can address. If you know the customer well, these may be obvious. If not, you will need to uncover them through research, analysis and experimentation, a process known as “discovery,” which is discussed in further detail here <<link to Discovery course>>.

需要考虑的要点

• Get out of the building – If you don’t already know your customer, learn more about them through the 产品发现 技术如 调查, 采访 和 原型设计.
• Visualize their journey – Create a 客户旅程地图 以确定当前的痛点。您还可以执行 生活中的一天分析 可视化您的客户一天中的活动情况。
• Think big – Look for opportunities to create a 10x better experience for your customer compared to the products or methods they currently use.
• Practice empathy – Adopt a mindset that puts you in the customer’s shoes when making decisions about how to design your product. This may be challenging at first, but after a while it will become second nature.

有用的资源

可交付成果

• 您的产品可以解决的目标客户面临的问题列表。

第四步：分析竞争格局

您的产品策略还必须考虑您的产品的竞争环境。我们称之为竞争格局。概括地说，它由三个组成部分组成：

1. 与您的产品直接竞争的产品
2. Substitutes that fill some or all of your customer’s needs
3. 影响行业竞争动态的因素，例如政府监管、劳动力成本和整体经济。

分析竞争对手和替代品将帮助您决定要关注哪些问题和功能。它还将帮助您预测他们的策略并保持领先地位。用体育比喻来说，这就像通过研究运动员来准备比赛一样。分析竞争动态将帮助您了解引发竞争的潜在力量。这类似于在比赛前研究天气和场地条件。

Start by creating a grid or matrix with your product in the left hand column. List your product’s key features or the pain points it solves for your target customer. Then add columns for each competitor and substitute.

来源： 启动实验室

扩张

现在，研究生成的网格。您的产品在哪些方面表现出色？它落后在哪里？突出显示这些区域，并考虑哪些地方可能需要添加功能以及哪些地方可以削减以节省时间和金钱。

接下来，花一些时间研究可能影响每个参与者行为的竞争力量。有多种框架可以帮助您做到这一点。最流行的是SWOT分析、五力分析和PESTL分析。单击下面的链接以了解有关这些内容的更多信息。

需要考虑的要点

• Get out of the building – Use 客户发现访谈 和 调查 了解您的目标客户正在使用哪些产品，以及他们喜欢和不喜欢这些产品的哪些方面。
• Use vertical industry databases to find competitors – Unless you have extensive experience in the market you are entering, creating an exhaustive list of competitors can be challenging. A series of Google searches should uncover most, but you can build a more exhaustive list by searching software-specific databases like Crunchbase, 卡普特拉, G2 和 天使名单。错过一些潜在的竞争对手也是很常见的。随着时间的推移，你的清单将会变得更加完整。
• Make a habit of competitive analysis – For highly competitive or fast-changing industries, competitive analysis can be time consuming. To stay abreast of the market, dedicate an hour or two each month to updating your list, but don’t feel compelled to track the every move of each competitor. It’s far more important to focus on your product and your customers than the competition.
• Share your analysis – Your competitive landscape analysis is also a valuable tool for your sales and marketing teams. Make sure to get their input and keep them updated regarding any major changes.

有用的资源

可交付成果

• 包含主要竞争对手和替代品的矩阵
• 分析您的产品在哪些方面表现出色和表现不佳
• 使用上面列出的框架之一进行竞争动态分析

第五步：定义您的竞争优势

To achieve your product vision and create long-term success, you will need to build one or more competitive advantages into your product. Sometimes these are referred to as a “moat” or “barriers to entry.”  Being first to market or having the best product is rarely sufficient to win over the long term. 贝他马克斯 和 我的空间 这只是此类产品的两个例子。  

Broadly speaking there are two ways to build your product’s moat:

1. Quality – Depending on the type of product, quality can be measured in several ways, such as better features, performance, reliability or aesthetics. But because quality is often hard to judge before actually using a product, a customer’s perception of quality is often based on reputation or brand which can be expensive and slow to build.  
2. Price –  Unlike quality, price is easy for customers to assess. Therefore, low price can be a very effective way to quickly capture market share. 
3. Flywheels – A flywheel is any component of your product that increases the size of your moat over time as you succeed. We will discuss flywheels in greater detail below.

飞轮

除非您能够获得宝贵的知识产权或在劳动力、材料或其他投入方面具有显着的成本优势，否则在功能或价格上的竞争只能提供短期优势。这就是为什么我们鼓励您将飞轮纳入您的战略。这里有些例子：

1. Network effects – Network effects occur when your product becomes more valuable to customers as the number of users grows. For example, Fax machines had little value until enough people owned them to make sending faxes a convenient form of communication. Then, over time, the value of each fax machine grew as they became more common.
2. Platform strategy – Platforms are products that create value by facilitating exchanges between customers. Marketplaces like Ebay, Airbnb and app stores are one example. Social networks, like Facebook are another. In all cases, the product’s moat grows with the number of users and interactions.
3. Data effects – With technology products, the accumulation of data over time can create extremely large moats. For example, Facebook has enormous amounts of data on each user, which is then used by advertisers to target ads. The more data Facebook obtains, the more it can charge for ads and the harder it becomes for other platforms to compete.
4. Economies of scale – Economies of scale occur when it becomes cheaper to provide your product as demand grows. For example, a car manufacturer receives increasingly large volume discounts on parts as they manufacture more vehicles.
5. Switching costs – Switching costs make it hard for customer to replace a competitor’s product with yours, and they typically increase over time. Products with steep learning curves, such as complex software, often have high switching costs. Switching costs are also high with products that improve over time as they gather more data about users, then utilize that data to improve the user’s experience. Examples include Netflix, Spotify and Youtube.

需要考虑的要点

• Flywheels can be combined – The best products combine multiple flywheels. For example, Facebook combines network effects, switching costs and platform strategy. The iPhone combines economies of scale with switching costs.
• Flywheels can take time – Its OK to start by competing on price or quality, but you should plan to build in at least one flywheel into your product in the future. Gathering feedback from customers can be enormously helpful to this process so don’t delay your launch just because you haven’t figured out your flywheel strategy.

有用的资源

可交付成果

• 创建一个优势列表，帮助您在上一步定义的竞争格局中脱颖而出。
• 将您的清单分为现在可以实施或必须推迟到以后实施的优点。
• 与您的团队分享该列表以获取反馈。

第六步：定义您的产品愿景

Now that you have a clear picture of your customer, competitors and competitive strategy, it’s time to define your product vision.

The product vision brings your product’s long term goals to life in a compelling, persuasive way. A good product vision serves several important functions:

1. Guides your team’s decision-making as you move through the development process.
2. 使您的团队和其他利益相关者能够围绕共同愿景保持一致。
3. 激励和激励内部和外部利益相关者帮助实现愿景。

对于如何传达您的愿景没有任何规则。最简单的方法之一是使用以下格式编写语句： 

• 对于（目标客户）谁（需求或机会的陈述），（产品名称）是（产品类别）（主要优点，购买理由）。与（主要竞争替代品）不同，我们的产品（主要差异化声明）。*

Here’s how Microsoft used this approach to communicate their vision for the Surface tablet: 

• For the business user  who needs to be productive in the office and on the go, the Surface is a convertible table that is easy to carry and gives you full computing productivity no matter where you are. Unlike laptops, Surface serves your on-the-go needs without having to carry an extra device

或者，您可以创建幻灯片演示、原型，甚至是 Apple 为其创建的视频 知识导航器产品。无论您使用哪种形式，重要的是找到一种适合您的产品和受众的方法，以产生最大的影响。

需要考虑的要点

• Choose an appropriate timeframe – A product vision that’s focused too far in the future will be harder to relate to and may seem unattainable. A shorter timeframe may feel unambitious and uninspiring. For most technology products, a 3-5 year timeframe strikes the right balance.
• Be specific – The more detailed your vision, the more believable it will be and the better it will serve as a guide for strategic decision making. Don’t shy away from details like user personas, use cases and design elements.
• Be bold – Don’t be afraid to predict the future in ways that may make you uncomfortable today. As you craft your vision, try to imagine how your product will change your customers lives, your industry and even society as a whole.

有用的资源

可交付成果

• 选择一种格式并创建您的产品愿景
• 与您的团队分享以获得反馈

产品路线图

介绍

在本课程中，您将了解产品路线图的重要性以及如何创建和使用它们。 

什么是产品路线图？ 

A product roadmap is a visual depiction of your product’s journey from its current state to a future version. The format is essentially an XY graph that plots product attributes on the Y-axis against an X-axis representing time.

可以为外部或内部消费创建路线图。前者通常会与客户共享，以帮助他们预测某些功能何时可用。这种类型的路线图通常在功能细分和日期方面非常具体。我们在本文中的重点是内部类型，不太具体，让团队可以更自由地定义功能并随着时间的推移设置优先级。

高级路线图示例。 

详细路线图的示例。 

为什么要创建产品路线图？

产品路线图是一个非常有价值的工具，可以在组织内创建共享的产品理解并汇集来自不同职能组的必要支持。更具体地说，它们具有三个主要功能：

1. Help communicate your product strategy and vision –  Product teams use a variety of tools to communicate their product vision, such as slide decks, vision statements and prototypes, but these only tell part of the story. Product roadmaps provide important context and specificity by describing the product’s evolution over time.
2. Communicate priorities – The time scale or x-axis of a product roadmap is a statement about priorities. Items on the left side of the timescale are delivered sooner and are therefore higher priority than those on the right.
3. Convey time-based commitments – While roadmaps should not be viewed as an agreement to specific features and dates (more on this later), they do provide the broader organization with a sense of a product team’s high-level commitments.  This can help executive management provide better oversight and help sales and marketing teams plan their activities. 

路线图不是什么

It’s tempting to treat roadmaps as a kind of feature list or spec, but you should avoid this.  Your roadmap should be concise and big picture. It should tell a story about your key objectives, not the tactics you’ll use to achieve them.  This is important for several reasons:

1. 当产品团队可以自由定义自己的解决方案并设定自己的优先级时，他们会更加投入和高效。由于产品团队通常最接近客户，因此他们最有能力做出这些决策。
2. Product teams shouldn’t be measured solely on their ability to deliver features. A feature must also deliver value by solving the customer’s problem and helping the company meet its business goals. 
3. Your current assumptions about which features are needed may be wrong.  Learning is inevitable as you receive customer feedback. Your roadmap should enable you to embrace change, not resist it.
4. While a roadmap depicts time, it can’t predict the future. Until your product design is complete and you have buy-in from engineering, its impossible to know precisely when you will release a given feature. 

第一步：定义史诗 

在里面 产品范围界定模块 我们讨论了以下概念 产品积压, 用户故事和史诗。典型的产品待办事项列表可能包含数百个用户故事，并且由于路线图旨在简洁，因此不可能显示所有这些用户故事。然而，典型的积压工作中包含的史诗要少得多。因此，创建路线图的第一步是将用户故事组合成史诗。

需要考虑的要点

• 为了确保您的路线图有足够的细节，同时又保持简洁，目标是 15-25 个史诗。
• 对于本练习，我们建议创建一个电子表格，其中包含每个史诗及其包含的用户故事的列。这样您就可以轻松地按史诗进行排序和过滤。

可交付成果

描述您的产品功能随着时间的推移而发展和成熟的史诗列表。 

第二步：选择时间尺度 

It’s important to choose the right time scale, or x-axis, for your roadmap. But first you need to know that when it comes to time scales there are two types of roadmaps: specific and non-specific.  Date-specific roadmaps display time increments such as weeks, months or quarters. Non-specific roadmaps display looser categories like “Now, Next, Later.” 

The approach you choose depends on several factors: (1) the complexity of your product; (2) your knowledge of the technical and design problems you’ll need to solve;  (3) the degree to which your organization follows agile vs. waterfall practices; (4) the demands of your customers, industry or executives for timely delivery.  In general, if you are developing a complex product in an agile environment, you’re better off with a non-specific timeline, or a timeline based on a large time increment like quarters. This gives your product team the opportunity to discover the best solutions for the customer’s problems without being forced to follow an arbitrary schedule.

逐月时间表

非特定时间尺度

需要考虑的要点

• It’s tempting to provide a specific timescale in order to please customers and internal stakeholders, but unless you are highly confident in your ability to deliver on time, you should avoid doing this because your team’s credibility and morale will be affected by delays.
• 产品管理工具，例如 产品板 和 路蒙克 使您能够扩展和折叠时间尺度。这可能是共享涵盖较长时间段的路线图的有用方法。

可交付成果

选择适合您的产品和组织需求的时间尺度。 

第三步：创建您的路线图

Now that you have a timescale and a set of epics, it’s time to create your roadmap by arranging your epics on the timeline. At this point, you may be wondering what tools to use.  Because the process of creating roadmaps is usually iterative and your roadmap will surely change over time, it’s best to choose a tool that enables you to update your roadmap easily.  The options fall into three basic categories:

1. Presentation applications (e.g. Powerpoint, Keynote, Google Slides) –  These tools provide maximum control over your layout and design, but will make your roadmap harder to update compared to the other options below.
2. Spreadsheets  (e.g. Excel, Google Sheets, Numbers) – Spreadsheets are easier to update than slides but provide fewer design options. 
3. Dedicated applications (e.g. Aha!, Roadmonk, ProdPlan) – These tools provide a balance between attractive design and ease of updating. They also typically enable you to expand and contract epics, and include features for other product management tasks, such as prioritization and gathering customer feedback. However, there are some downsides to be aware of:  (1) You and your team will experience a ramp-up period while you are learning these tools; (2) They typically impose restrictions on the layout of your roadmap whereas spreadsheets and presentation tools allow for infinite flexibility.

无论您选择哪种工具，创建路线图的过程都是相同的：

1. 根据发布顺序确定史诗的优先级。为此，只需将它们从上到下排列，并将最高优先级的史诗放在顶部即可。例如：
   
   
   
   
2. Assign a point on your timescale for each epic. In doing so, try to be realistic about timing without going overboard. At this point you simply don’t have enough information about design and development complexity to set specific dates.  Also your customer’s needs should dictate timing as much, if not more, than your development schedule. For example: 
   
   
   

需要考虑的要点

• 确保您的工具和路线图结构允许您将来轻松进行更新。
• To further organize your roadmap, consider dividing your epics into themes. For example, going back to our car example, you could group all safety-related epics under a “Safety” theme and all performance related epics under a “Performance” theme.
  
  
  
  
• At this point you should be ready to share your roadmap with your product team and the broader organization.  Ask for their feedback and if they have any questions or concerns.  Ultimately, you want to make sure they understand the journey you have mapped out and are ready to support you.

可交付成果

• 已完成的路线图，准备与您的团队分享以获取反馈。

产品设计 

介绍

“Design is a plan for arranging elements in such a way as best to accomplish a particular purpose.” 

查尔斯·埃姆斯 (Charles Eames)，美国设计师、建筑师和电影制片人

如果您已经采取了我们的 产品发现 和 产品策略 courses, you should have a  good idea by now about what to build and for whom. Moreover, you should have an inspiring 产品愿景 与明确的 目标 以及创建可持续发展的战略 竞争优势。如果是这样，下一步就是设计您的产品。 

本课程将教您重要的设计概念，这些概念将在您完成设计阶段时节省您的时间和金钱。在开始之前，请注意以下事项：

1. 本课程的设计主要考虑到技术产品，但此处的信息也可以应用于其他类型的产品。
2. This course presents a sequence of steps that a product manager would typically follow. However, every product and team is different so we encourage you to adapt this process as needed. Feel free to choose your own sequence or even skip certain steps if you feel they don’t apply to you. 

什么是产品设计？ 

产品设计有多种定义。虽然一些定义包括 产品发现，我们假设它在初始发现阶段完成后开始。有些定义还包括用户不可见的产品部分，例如算法，但出于我们的目的，我们将仅包括用户可以看到、听到或以其他方式感觉到的内容。产品设计还涵盖许多独立的设计领域。以下是您可能会遇到的一些术语：

• User interface design – Also called “UI design,” this is the practice of creating ways for users to interact with a product.
• User experience design – Also called “UX design,” this type of design attempts to optimize the user’s experience across all touchpoints, not just the product itself. These might include packaging, customer support and service.
• Visual design – The process of choosing of colors, fonts, icons and other visual details that add polish to a screen or web page.
• Interaction design – The design of animations, sounds, vibrations and other sensory cues that result from a user’s interaction with a product.
• Workflow design – The way that individual features are connected in a path, or the path through a single feature.
• Feature design – The arrangement of components that comprise a single feature.

用户至上 

产品设计的目标是将原始想法转化为有形且统一的整体，帮助实现您的目标 产品目标。虽然情况并非总是如此，但如今人们普遍认为，实现这一过程的最佳方法是将用户放在第一位。这有时被称为 以用户为中心的设计、以人为本的设计或 设计思维.  Putting users first means thinking deeply about their needs. We can visualize these as a pyramidal hierarchy starting with the most important needs at the base.

1. Functional – Does your product enable the user to achieve their goals?
2. Reliable – Does the product function as expected on consistent basis?
3. Pleasureable – Does the product elicit positive emotions? 
4. Pleasureable – Does the product elicit positive emotions? 
   
   

设计是一门好生意

如果您希望您的产品在市场上取得成功，您应该非常关心它的设计。在过去的 20 年里，我们看到设计驱动的产品和公司呈爆炸式增长，证据很明确：好的设计就是好的生意。事实上，根据一项研究，以设计为中心的公司 跑赢标准普尔 500 指数 228%.  And we can see this impact all around us in companies like Apple and Airbnb whose products weren’t first to market, but wound up dominating their markets through good design.  The increasing prevalence of good design has now created an expectation in users that whatever product they choose will live up to the design standards they have become accustomed to.  This means, now more than ever, your product must be well designed in order to compete.

有用的资源

• Ineractiondesign.org， 什么是交互设计？
• 尼尔森师范集团， 用户体验设计的定义
• Ineractiondesign.org， 用户界面设计

设计基准和灵感

“Good Artists Copy; Great Artists Steal”

– Unknown

Product design isn’t easy but due to the explosion of good design, you are in a fortunate position: there are now many well-designed products you can draw upon for inspiration during your design process. You can even take this approach a step further by copying existing designs. This may sound unethical, but this is a common practice that is achieved using an approach called “UI patterns.”  UI Patterns are repeatable solutions to common design problems. You can find patterns for simple features such as sign up, sign in, log in and log in, but also more complex ones like recommendation engines and user dashboards.  Not only will UI patterns save you time and money, but they will increase the likelihood that your product is both usable and pleasurable. This is because your customer uses many other products on a regular basis that also follow these patterns. User behavior is hard to change so if you deviate from standard patterns, you are forcing your customer to learn a new way of interacting which may result in dissatisfaction or even abandonment of your product.

需要考虑的要点

产品设计有多种定义。虽然一些定义包括 产品发现，我们假设它在初始发现阶段完成后开始。有些定义还包括用户不可见的产品部分，例如算法，但出于我们的目的，我们将仅包括用户可以看到、听到或以其他方式感觉到的内容。产品设计还涵盖许多独立的设计领域。以下是您可能会遇到的一些术语：

• Sometimes design innovation is necessary  – If you are trying to solve a design problem and there is no established pattern, you should innovate, but make sure to test your design with your target customer and iterate as needed until you have mitigated as much risk as possible.
• Look across industries –  Products that solve similar problems in other industries can be an excellent source of design inspiration. This approach can also provide a significant competitive advantage by enabling you to innovate within your industry without the risk of creating a new design pattern from scratch.

有用的资源

可交付成果

1. 确定您认为可以基于现有设计的产品元素。
2. 查找能够解决类似问题的产品。
3. Determine which of these existing designs can act as a basis for your product’s design. 
4. 与您的团队分享以获得反馈。 

平台选择

One of the most important decisions you will make when designing your product is your choice of platforms.  A platform is a special type of product: one that enables the creation or delivery of other products. The most widely used are the dominant smartphone and personal computing platforms: Apple’s, IOS, Google’s Android, and Microsoft Windows. Other major platforms include smart speakers like Amazon’s Echo, and TV-centric platforms like Roku. Looking to the future, popular platforms may one day include glasses, headsets, or even chip implants. Due to the disparate nature of these platforms, the optimal design for your product will vary significantly depending on the platform you choose. In addition, the functionality of your product may also need to vary for different platforms. Therefore technology products often have to undergo expensive modifications to work on more than one platform. This is just one reason why choosing the right platform is a crucial step in your product design process. In the next section, we will explore other factors.

选择平台

Platform selection can be complex, but if you take a strategic approach you can narrow down the choices considerably.  Here are the primary factors you should consider:

1. Audience – How many of your target customers does the platform provide access to? For products with universal appeal, it may make sense to choose one of the dominant platforms. For special purpose products, the choice of platform should be driven by the access they provide to your target customer.
2. Time to market – As discussed, early identification of risks is crucial to product success. Therefore, as you choose a platform you should consider the amount of time it will take to bring your product to market. For example, since mobile app development takes much longer than website development, it is common for products to launch first on the web.
3. Cost – How much does it cost to develop or operate your product? Development costs include designers, engineers and testers. Operating costs include app store fees and software licenses.
4. User experience – Will your chosen platform enable you to create a functional, reliable, usable and pleasurable product? Also consider the ease of access to your product that each platform offers. For example, a website is relatively easy to access –  simply click a lick, perform a search or type an address. Now compare this to installing a mobile phone app: the user must launch the app store, find the app and often enter a password or credit card before they can finally download it.
5. Ease of proliferation – How much opportunity does the platform offer for your product to spread? For example, users can easily find smartphone apps through app store and internet searches. App stores also provide algorithmic recommendations.  By contrast, it is much harder for users to discover new applications on smart speaker devices.  Also consider the opportunity for your product to spread virally within or across platforms. Using our previous example, it’s relatively easy for users to share smartphone apps and websites but much harder to share smart speaker applications.

需要考虑的要点

• Prioritize your platforms – It is rare to launch a new product on multiple platforms.  Even large companies will usually release a new product on a single platform to gauge customer response and obtain feedback. Therefore, you should try to limit your first release to one platform and use the feedback you receive to plan your next one.
• Consider emerging platforms – Sometimes it pays develop your product for newer platforms that may not be widely used now, but are growing in popularity.  You will face less competition and as the platform grows you will have the opportunity to build a strong reputation and platform expertise.

有用的资源

可交付成果

1. 查看上述选择因素
2. 按优先顺序列出您产品的前五个平台
3. 与您的团队分享以获得反馈 
4. 选择一个平台来发布您的产品

产品范围 

产品范围界定是决定产品中包含和排除哪些内容的过程。在推出新产品时，范围界定尤其重要，因为时间和金钱都非常宝贵。正确的范围界定使您能够尽快、高效地实现产品目标。

瀑布式与敏捷式

Until the mid 2000’s product scoping usually involved creating a prioritized list of features. The team would then estimate the cost of developing each feature and how far down the list they could afford to develop given their available time and resources. This was known as the waterfall approach because the entire product scope would be sent to engineering, and then to testing in a waterfall-like fashion before a final release could occur many months later.

从那时起，一种称为 敏捷 使用迭代方法确定范围已成为主流。开发不是提前规划整个范围，而是在短时间内进行，称为 冲刺。工作软件在每次冲刺后发布，并且范围可能会随着团队收到每次发布的反馈而发生变化。

用户故事和史诗

敏捷的另一个影响是功能规范已很大程度上被 用户故事. User stories are one sentence scenarios that describe the problem that a feature is supposed to solve and for whom.  For example, suppose you are designing a braking system for a car and your target customers live in snowy areas. Your user story might go something like this:  “As a driver I need the ability to stop my car quickly in the snow in order to avoid accidents.”

故事通常被组合成更大的组，称为 史诗. Going back to our car example, suppose we need to ensure the car can brake safely under other adverse conditions such as rain, sleet and unpaved roads. We could then create user stories for each of these conditions and group them into an epic called “Safe Braking.”

产品待办事项列表

另一个关键的敏捷概念是 产品积压. This is simply a prioritized list of user stories with the most important stories at the top. With each development cycle, stories are handed off to the development team for execution. When feedback is received, the backlog is re-prioritized or “groomed.”  There are many prioritization techniques you can use. Some of the most popular are 莫斯科, 米 和 故事映射.

Using an agile approach, it’s obviously impossible to predict what your backlog will look like from sprint to sprint because the process is iterative. However, you should prioritize your backlog as best you can in alignment with your product goals and vision. Even though it may change over time, this will give your team a firm baseline to work from.  Remember, the first version of your product won’t include every user story, so as you build your backlog limit your focus to the first few iterations of your product.

有用的资源

可交付成果

1. 通过编写您认为产品第一个版本所需的所有用户故事来创建产品待办事项列表。
2. 根据上述优先级技术之一确定待办事项的优先级
3. 讨论你的团队的结果

测量

“If you can’t measure it, you can’t improve it.”

-彼得·德鲁克

测量似乎与设计无关，但从用户那里收集正确的数据对于改进设计启动后至关重要。提前了解要测量的内容不仅可以提高您捕获正确数据的能力，还可以实现更有效的设计。这是因为用数字来制定你的产品目标会迫使你思考你想要鼓励的用户行为以及用户体验的不同部分如何对这些行为做出贡献。

Let’s take an example. Suppose you are designing a social media app and the behavior that you want to encourage is getting users to post frequent updates. In that case, your design might include sending weekly reminders to users who haven’t posted in awhile, and a large, colorful “post” button to attract their attention. 

确定所需的用户行为后，下一步就是确定如何衡量它们并设定目标，如下所示：

1. Define KPIs – KPI stands for “Key Performance indicator.”  These are the metrics that your product design should optimize.  For example, with our social media app we would certainly want to include a KPI that enables us to measure our success in getting users to post frequently. One such KPI might be the number of posts per user per month. Another might be the percent of users who click on the weekly reminders.
2. Set Targets – Once we know what to measure, setting targets for these measurements helps us further optimize our design. For example, suppose we set an ambitious target for our monthly posts KPI. That might lead us toward further optimizations such as animating the button and increasing the frequency of the reminders.

转化渠道

Conversion funnels are an important concept when it comes to measurement and optimization.  A conversion funnel is the path through your product that a user takes toward some desired outcome. They’re called funnels because the flow of users is almost always funnel-shaped: the largest number of users are at the top and the funnel narrows towards the bottom as usage drops off. When thinking of your design as a funnel, your goal is to remove steps and other sources of friction in order to retain as many users as possible as they move through the funnel.

需要考虑的要点

• Use KPIs sparingly –  Having too many KPIs makes it harder for your team to track, communicate and internalize them. You should aim for between five and ten KPIs. 
• KPIs are subject to change – As you learn more about your customer, your market and your product, it’s likely that one or more of your original KPIs will become outdated and will need to be replaced. Therefore, don’t worry too much about finding the perfect KPIs and don’t cling too tightly to KPIs that aren’t serving the needs of your product.

有用的资源

可交付成果

1. 编制对您的产品衡量至关重要的十个指标的列表。
2. 从此列表中选择您的前五名。这些是您的 KPI。
3. 为每个 KPI 设定目标。
4. 检查您的产品设计，确保其经过优化以满足您的目标。