What is the relationship between products and operations? Here is the ultimate solution!
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I was once asked about the relationship between product and operations . There are many answers on the Internet: for example, the product manager is responsible for giving birth to the product, and the operation is responsible for raising it; for example, good friends who wear the same pants, etc. In my opinion, the two are inseparable. Perhaps junior product planning and product operations (including other operations) are quite different due to the different job content. As the ranks and positions of both parties improve, they will gradually merge. Although I have not formally engaged in product business line planning, I have barely grasped the basics of backend operation systems and data products. Let’s talk about it from an operational perspective today. Products are designed to solve different needs, and users are a collection of specific needs in different scenarios. This type of demand corresponds to the solution provided by the product. When users use products, they are looking for solutions. Products connect user needs and solutions. There is a wonderful metaphor in a foreign case. When a customer goes to a hardware store to buy a drill, what he needs is not the drill itself, but a hole with a diameter of five millimeters. If you think more deeply, the customer does not need to drill a hole, but wants to install furniture or tools into it. Can we go a little deeper? Furniture or tools essentially meet the needs of livability. Take the popular shared bicycles as an example, what solutions do we hope it will provide? It’s not about cycling, but the transportation-based solution it provides, which is essentially a kind of logistics that connects people and destinations. If a user wants to move from one location to another, he or she can choose to take the subway, take a taxi, or walk. Bicycles are just one of them. I never think that there is competition only between shared bicycles. They are in competition with the subway, Didi Taxi , or the urban transportation system. When the government plans to have two or three subway stations within every kilometer in the future, won’t it affect bicycle operations? You see, user needs can be met by a range of solutions. One day, people no longer went to this hardware store to buy drill bits. Maybe it was not because a 36K krypton gold drill bit was released next door, but because the new products in the home improvement industry no longer required drilling (recently I have been disturbed by the drilling work of the upstairs decorators every day, they are six floors apart...). From another perspective, a product will not only meet one demand, but also be a collection of solutions for different scenarios. Using bicycles to commute to work, using bicycles for spring outings, posing for photos with bicycles and posting them on WeChat Moments ... these behaviors represent different groups. The previous sentence can be changed again: products connect different user needs and different solutions. Both are collections. The solution is a pain in the ass, and we don't know if users will choose it. Users have a scale in their hearts: having shared bikes readily available nearby and having the nearest bike 1,000 meters away are completely different options for users. The distance of the bike ride will affect demand, the weather will affect demand, and past experience will also have an impact. The solution provided by the product must not only meet the minimum requirements of the user, but also take into account the cost that the user is willing to pay. This cost can be user experience and is also limited by various factors. It can be simplified into this formula model: Product solution-user selection cost>user demand All Internet products can be interpreted using this formula, but if the model is really that simple, all it would require is a product manager. There was a time when products really won the day, but unfortunately that is not the case now. So operations came into play. A simple product cannot build a competitive barrier, after all, imitation and copying are too easy. It takes more than luck to make a product stand out. I have thought about what kind of variables should be included in the formula model, which are operational variables. I think operations also have the beauty of simplicity, so simple that it can be summarized using one variable, rather than being complicated and disorderly. This variable, I think, is expectation. Expectations come from needs and are higher than needs. If the quality of the product solution determines the lower limit of development, then expectations determine its upper limit. Why expectation? Because the product solves the basic needs of users, but users will never be satisfied and will always expect more. Products provide content, but users expect to gain knowledge and share their joys and sorrows from articles; communities provide a space for communication, but users expect a good community atmosphere; e-commerce makes consumers more convenient, but users expect promotions and profit sharing; even when ordering music, users expect it to understand their tastes... Demand cannot be created, but expectations can be created, and these are what operations are better at planning and satisfying. If you think about it carefully, most of the modules such as users, content, and activities meet the three psychological levels of meeting user expectations, exceeding user expectations, and controlling user expectations. Product solution + user expectations - user selection cost > user needs This is the formula for product and operations. They complement each other harmoniously. A good product manager will eventually understand operations, and a good operations staff is also a product manager. This was the content that was not fully supplemented when the concept of full-stack operations was first proposed. Even though the shared bicycles are more than 1,000 meters away, users can get a riding red envelope, or other incentives such as points medals, so some users will be willing to walk 1,000 meters. If there is an event offering free rides, it is obvious which one to choose from among the multiple bikes. When the variable of user expectations is added, the results appear different. The user's selection cost is often an objective reality that is difficult to change, such as bicycle damage, long distance, heavy bicycle, and money already paid for other products...but user expectations can be strengthened and improved through operational means. User growth and retention , business monetization and revenue, etc. are all achieved through user expectations based on the solutions provided by the product. Expectations have a threshold, and users' overall expectation threshold is constantly increasing. In the past, you could just randomly draw an iPhone and there would be a lot of responses. How difficult is it to run a good event nowadays? Even for text content, operations now require more effort to cater to and impress picky users. Users have become difficult to serve, new user benefits have become standard, customer acquisition costs have skyrocketed, and all types of marketing are unsatisfactory. This is not just because the growth dividend has passed, but also because Internet practitioners have raised users' average expectations of their products. Now that we have discussed the formulas for products, operations, and users, what about the data? Data is the glue. User expectations, demands, and selection costs are all abstract concepts. Although they are the essence of Internet competition, they are not competitive strategies. Strategies need to be quantified into data. If the product manager believes that the user's needs have been met, then the APP usage time and retention will speak for themselves. The content operator believes that he has written an excellent article that suits the user's taste, so how many shares and comments will it receive? When a user walks on the street and wants to find a shared bicycle, this involves two indicators: passenger flow and supply volume. Products need to meet the different needs of different users. How do we differentiate users? How to operate these users in a refined manner? How to provide different expectations? Only data. The data connects them into a straight line, or in other words, puts several concepts that originally belonged to different dimensions into the same dimension. This is the basis for the formula to be established. Not to mention that the model only involves products and users, but as a business, it also needs the two core keys of revenue and cost. Having written this, what I want to say has come to an end. I also have a vague feeling in my heart that it is not yet the ultimate. Perhaps this is also the charm that attracts people's thirst for knowledge. Mobile application product promotion service: APP promotion service Qinggua Media advertising This article was compiled and published by the author @秦路 (Qinggua Media). Please indicate the author information and source when reprinting! Site Map |
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