A brief analysis of the six product and operation concepts implied by "Dangal"
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Last weekend, I took advantage of my free time to watch Aamir Khan's new film " Dangal", which has been very popular recently and has a Douban score of 9.2. dad " . Not to mention its connotations of breaking Indian traditions and the rise of women's rights, just looking at the storyline alone, there are indeed many eye-opening moments. However, my original intention today was not to write a film review, but to use the process of Mahavir training his two daughters Geeta and Babita to become world wrestling champions to talk to you about the product and operation concepts that are worth learning from. 1. Can people themselves be considered a product? What is a product? A product refers to anything that can be supplied to the market, used and consumed by people and can meet people's needs, including tangible objects, intangible services, organizations, concepts or their combination. It is the result of "a set of interrelated or interacting activities that transform inputs into outputs", that is, the result of a "process". So, can people themselves be considered a product ? Everyone has social attributes and needs to deal with different people and be "used" by others in different forms. The maintenance of social relationships is based on different forms of needs satisfaction, either appealing to emotions, material things, or abilities. We improve through continuous learning, transforming them into our own abilities and ultimately putting them into practice. From this perspective, people seem to be no different from products in the traditional sense. So it can be said that the process of training a person is actually creating a product. So what kind of product operation concept does Geeta and Babita’s growth training path imply, which is worth learning from? Mahavira in the film is a former Indian national wrestling champion, but he gave up wrestling due to life pressures. So he placed his dream of winning glory for the country on the next generation, and he hoped that his son could help him realize his dream - winning a world-class gold medal for India. But unfortunately, his wife gave birth to four daughters in a row. This made him very depressed for a time, and he felt that his dream was far away. But by chance, his two daughters had a dispute with their classmates and completely defeated two male classmates, which made him discover their wrestling talents. The eldest daughter was particularly good at attacking. This also gave him the idea of training his two daughters to be wrestlers. The causal relationship of "talent-cultivation" here is actually like the creation of a product from zero to one. Talent is like demand. Only when talent exists is it worth cultivating, and only when demand exists is it necessary to design products. At present, all sectors of society are strongly calling for "mass entrepreneurship and innovation"; in addition, the media deliberately praises the successful people, but rarely mentions the failures. This social atmosphere has led more and more people to have an almost obsessive desire for entrepreneurship, and it is inevitable that a group of followers who "start a business for the sake of starting a business" will emerge, which will naturally give rise to a group of products born out of "creating demand". People who work on products like to talk about " user experience " and "user needs", while people who work on operations always have to take the blame for "what the product lacks, operations make up for". But we all know that if a product is so bad that there is no market demand, no matter how brilliant your operation is, it cannot save it from its doomed fate. 2. Determine your needs The most important thing to avoid when making products is the desire to "make decisions based on one's own ideas". Indeed, due to limited time and funds, we do not have enough resources to do user research, and you have to design a function based on your own experience. But this kind of design is also based on your understanding of users, and it is very likely that it is indeed the rigid demand of users. Mahavir was able to train Geeta and Babita to become world champions because they had potential in wrestling. If Mahavir had trained his nephew Omkar, no matter how good Mahavir was, he would not have been able to make him into a capable wrestler. The same goes for product design. If there is no strong market demand for a product, it will be difficult to achieve anything, no matter how smooth the experience or how cool the features you design. When Mahavira and his wife proposed this idea, he was strongly opposed by his wife. After all, in the social environment of India, especially in the small towns where they live, it can be said to be heretical for women to learn wrestling. But Mahavir used the one-year trial period to reach a consensus with his wife: after one year, the daughters can choose whether to continue wrestling, but during this year his wife cannot interfere with his training. This year is actually like an MVP before the product is officially launched on the market, to test whether Geeta and Babita are really destined to wrestling, although the trial period is a bit long. Whether it is a new product, a new feature or a new activity, it is necessary to conduct an MVP test before officially entering the market. Even those "needs" that we have actually obtained through user research still need to verify their feasibility and user acceptance. In addition to verifying whether the product functions themselves are running correctly and eliminating bugs, another point is that "what users say and what they do are often different", just like "if Ford asked people what they needed at the time, they would definitely say they wanted a batch of faster horses. No one would think that they needed a car more." The role of MVP is to allow us to verify whether the functions we are involved meet the real needs of users. 3. How to “find a partner”? Since we need to conduct MVP to verify the feasibility, the test object is indispensable. There is an interesting plot in the movie . At first, Mahavir asked Geeta and Babita to practice against each other; later, he asked his nephew Omkar to be a sparring partner for his two daughters, because as a boy, his nephew was stronger and could better stimulate the potential of his two daughters; finally, he chose a men's wrestling match as Geeta's debut. If you have experienced a product cold start , you may feel like it is familiar. Does it look like our typical source of seed users ? Internet companies are used to "taking advantage of old customers". When a product is launched, its first users are undoubtedly the company's own employees (the Geeta sisters), followed by friends and relatives who are asked to be guinea pigs to test the product experience (Omkar). All the internal energy is consumed, and the real target group (wrestlers) is reached through external channels . The obvious disadvantage of employee users like the Geeta sisters is that they know too much about the product. Even if they are not the designers who personally handle the design, they are veteran Internet people after all. It is impossible for them to understand the mental journey of novice users when using the product. In their eyes, the operations that they take for granted may very well be the hurdle that users cannot overcome. Sina Weibo once placed a very large button "One-click password retrieval" on the PC web login page, allowing those who are forgetful to retrieve their passwords more easily. But the final data showed that even if they made the button big enough, it still didn't work. If you look at the user's click data, you will find that their clicking behavior on the page is completely different from what you imagined. In order to solve this confusion, Sina went to Zhongguancun to conduct a real-person survey. They found several young people under the age of 30 in the Starbucks in Zhongguancun. Logically speaking, the self-study ability and comprehension ability of the "Zhongguancun + under 30 age group" should be good. But when we asked them to register and use Sina Weibo, we found that after they reached the registration page, they got stuck at least 10 times from top to bottom - they couldn't register, couldn't find the registration entrance, etc. There was even a girl who directly entered her QQ account and password during the registration process and clicked to log in... This case well reflects a fact: we are all Internet practitioners, and we subconsciously believe that many products and designs are conventional, but this is not the case for the vast majority of ordinary users. But this type of Gita users are necessary, the answer is self-evident. If you don’t even use your product and don’t understand your product, how can you convince others to use it? It would be embarrassing if you don't even know there's a problem and need others to tell you. As for mobilizing friends and family, the advantage is that the cost is low, after all, it relies on personal connections. The disadvantage is that this type of user may not be our real target user and cannot bring us sustained value. Only the third type of "wrestler" is my actual target user group. The real reason why Mahavir chose a boy as Geeta's opponent may be that there were no other female wrestlers in the small town where they lived. But this forced choice did help Geeta select the target users among target users, that is, the core user group. Because if he can defeat stronger boys, then female opponents of the same weight class will naturally be no problem. 4. Return to the scene and find the first batch of users From the moment a product is conceived, product personnel actually have a rough picture of its target users. But when the product is actually launched on the market, it is far from as simple as imagined for operators to find and reach the first batch of core user groups. Here we recommend that you use scene substitution to search. Just as Mahavira might have thought: I want to find a male wrestling opponent for my daughter? Where will that male wrestling opponent be? Of course it was a wrestling match. The same applies when we look for core target users: where are the core users? It is also a regression scenario, simulating user behavior . 5. “Doing less is doing more” If Geeta and Babita's voluntary learning of wrestling is the first turning point in the film, then the series of changes after Geeta enters the sports academy can be regarded as the second. The new environment and the seemingly more authoritative coach made Geeta question her father's previous training methods. She no longer got up at 5 o'clock every morning to train as she used to, and treated wrestling as her entire life. Instead, she started growing her hair long, painting her nails, going shopping, watching movies, and only trained during the designated training time. Look, her life has become more colorful, just like our products. When most products reach maturity, various functions will be added to satisfy more users and occupy more market share, eventually turning into a hodgepodge and even losing the positioning they have always adhered to. Anyone who has been involved in product demand analysis knows that "doing less is doing more." It is better to make half the features as perfect as possible than to make all the features half-baked. When we find that a function is dispensable, or there is no strong reason to do it, then we should make a clear choice: don’t do it! Of course, reality often does not go as easily as we wish. In particular, the boss is responsible for the survival of the entire company. Faced with pressure from investors or pressure from corporate profits, he has to choose to cover more user groups and thus occupy a larger market share. The way to achieve this goal is often to add functions to the product to meet more needs. 6. Choice at the Crossroads When Geeta met a coach who was training her in the wrong direction, her father helped her get back on the right track. Whether it is our products or operations, what should we do when we find that the boss’s direction is not wise in our opinion? I don’t know either. After all, the boss may be at fault, but it is more likely that we are the ones who are at fault. In other words, there is no right or wrong, it’s just that people are in different positions, so the way they look at the problem is naturally different. You care about the life and death of the product, while your boss cares about the life and death of the company. As for ourselves, like Geeta, we have no power to change the coach's philosophy. All we can do is try our best to win the gold medal through our own progress. What we can do is to do our job conscientiously and make our products last better and longer when the overall environment cannot be changed. Just as Geeta, Mahavira and the coach all aspire to win the gold medal, the boss is the same as us. It is definitely what everyone hopes for the product to survive. Mobile application product promotion service: APP promotion service Qinggua Media advertising The author of this article @唐豪杰 is compiled and published by (Qinggua Media). Please indicate the author information and source when reprinting! Site Map |
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