A few months ago, it seemed to me that focusing on interaction was a big part of the product manager’s responsibility. Good interaction design, good visual design and good experience are almost all of a product.
And then, later, I realized I was wrong.
Interaction is not at the core of business growth. Whether b-end products or C-end products, the biggest factor that can attract users is whether the core needs of users are met.
For example, the popular live broadcast websites nowadays, which live broadcast websites decide users to choose are more beautiful, more concise and more demanding. But which live broadcast platform has better content, more popularity. So the product at this time to think about some operational strategies, let the content of the website become the moat of the website, from 0 to 1 to promote the development of the product.
Take Zhihu for example. The interface design of the website and APP is very simple with few features, and it is not difficult to imitate one. But why is Zhihu doing the best in q&A, and snowballing and winning users? Because the content of Zhihu has helped him form a strong moat. No doubt it would be difficult for any other q&A site to produce better content.
Product manager is not only a product manager, but also a deep user and an operation.
First, as a user, figure out, what’s your biggest motivation for using this product? For example, your biggest motivation for using Momo is to meet a stranger of the opposite sex and find someone to talk to. Then wechat also has a shake, nearby people, why do you choose to use Momo? It’s because you already have a concept that on Tinder, the probability of success is higher, it’s easier. You realize that it costs you less to do the same thing with Tinder, so you choose Tinder.
That’s how you use product dynamics, and that’s what a product should do. That is, let users with the minimum cost to get the satisfaction of the core needs.
As an operator, you need to understand that users have no responsibility or obligation to use your product. There must be some reason why users come. Or his friends are using it, and he uses it out of herd mentality. Or the product directly provides him with unique value in some way.
In the face of numerous homogeneous products, it is what a product should do to make its core functions more and more prominent. Oppo’s slogan, for example, makes this moment clearer. No matter what other vendors say, it’s still focused on taking photos, which makes Oppo the first thing users think of when they think of taking photos. Getting people to remember you is the first step.
Users are following the crowd, and when you have a product that can spark a fad. You’ll get the most recognition, and users will keep pouring in. This is when you are no longer the party b begging users to use, but the trend that can tag users. Such products like the iPhone require both unique innovation and unique depth of marketing.
The best ads are not the ones that people see and buy right away, but the ones that they see and then they identify with. Like before millet, many people may not know the word fever. Then, if you’re a self-described enthusiast, you might need a Xiaomi. Tying a culture to a product is the most powerful form of marketing.
In short, product managers can’t just focus on those interactions on the surface of the product. These are not barriers between you and your product. Any product more than six months can make a exactly the same prototype, planning. The hard part is, how do you get users to use it, how do you make the community lively?
These seemingly empty things actually constitute the inner product, and the methodology formed in this is your biggest barrier.