How to create a successful B -end product in practice?

Edit Introduction: A successful B -end product needs to experience the MVP co -creation, PMF product market fit point, GTM product commercialization point and other stages. In the first three stages, as long as you break through, you will survive without an accident. Essence From these three stages, the author of this article shares how to create successful products in practice, let's learn together.

Over the years, I am very lucky to dominate several successful B -end products. After experiencing the products falling from 0 to 1, they have also experienced the growth and development process of 1 to N, and continuously recovered everything. Grow in practice. A successful B -end product is planned, but it is more growing in practice. It needs to experience the co -creation of the MVP, the PMF product market fit point, the commercialization point of the GTM product, the growth of SU, and the DP become market leaders ... Mowing

As long as the B -end product is through the previous three levels, it will survive without an accident. By establishing a replicable mode, it will push to the segments one by one, occupy the market segments, and have the opportunity to achieve large -scale growth. Essence Recently, I have a lot of books to read "Revelation 2", that is, the product must be continuously successful to create a successful team. Take this opportunity to share experience with everyone. After a good product planning Another successful product.

01 October pregnant: mvp+co -creation

As mentioned earlier, how to make B -end product planning, by looking at customers, markets, competition, watching yourself, and opportunities to form product planning line maps. At this time, is it eager to carry out landing research and development based on product planning? It depends on the life cycle of the product. For the new 0-1 stage, some basic work can be carried out. For example, the construction of product technology architecture and the development of some basic functions are not great. More importantly Customers, or product planning based on co -founding enterprises.

In the development stage of 1-N, we must find new growth points of the product. Find a new product based on the original product line to find a new product, and design the product through the co-founding enterprise. The work of co -creation is as follows:

1. Find the right co -founded enterprise

The hardest step of creating a co -creation is to find the right co -creation customer. The first source of common customers is very special. It may be the partner trusted by the boss, the company's reliable partner, etc. It is very lucky that the early stage of the construction of several products is After finding a suitable co -creation customer, the best start of the B -end product with a co -creation customer can start.

At this time, many friends were distressed how to find a common customer, and suggested that the co -creation concepts are instilled to the bosses and leaders, and they are looking for the appropriate co -creation customers with their resources. In the product expansion, the product manager must learn to establish a co -creation user and the customer, find users who recognize the product concept among the existing customers, learn to use company resources and use their professional ability Your co -creation user.

For example, when doing a certain product, you need to expand the budget management function, visit a number of enterprises for investigations, and find that it is very recognized by the product development concept and trust the company. Our professional ability has established a relationship with it and has become a co -founding enterprise. It turns out that the budget management of the company is relatively complete. The promotion in the future can meet many similar customers, so that our products have achieved a relatively easy -to -leap development.

It is recommended that B-side products consciously cultivate 5-10 cores co-created users. These 5-10 users represent typical customers of the product. Generally, core users are also key decision makers KP. Product managers establish friends with them. , Product Manager can serve it yourself. If it is an internal product, the product manager should establish a co -creation relationship with the use of the department at this time, and be friends with the person in charge of the department to create the products required by the company.

2. Perform product planning around the co -founding enterprises, and output the MVP solution

After the co -creation customers, we must carry out product planning around the co -founding enterprise. The product plan must have clear goals. The two parties can achieve consistent goals. A = Attainable, R = Relevant, T = Time-Bound).

Create the functions of creating scenarios to help enterprises solve problems, project launch plans, and effects reached after product production. With the goals of both parties, the establishment of a co -creation working group to hold a joint project launch meeting. It is recommended that the key roles of the two parties must participate, and the subsequent promotion is more effective. The

Requirement survey: 2 weeks, the person in charge: ***, cooperative party: *** Demand confirmation: 1 week, the person in charge: ***, the cooperative party: *** product research and development: 2 months, the person in charge: ** *, The cooperation party: *** UAT test: 2 weeks, the person in charge: ***, the cooperation party: *** put into production: some time, the person in charge of the production: ***, the person in charge of the acceptance: ***, cooperate with the cooperation, cooperate with Fang: *** Line trial operation: 2 weeks, the person in charge: ***, the cooperation party: *** All the company's promotion: 2 weeks, the person in charge: ***, the cooperation party: *** demand research stage is the product is the product In the critical stage of the co -creation, product managers must formulate detailed research plans, research objects, research issues, etc., and interview the key decision makers, personnel, etc. to understand the management model, business process, and key business of the enterprise. Business documents, etc. Is it completed with the basic understanding and understanding of the enterprise through the interview? Co -creation enterprises are not enough. Product managers must also be stationed at the customer's site, observe how customers handle their business, and even need to participate in the actual operation of the business business in order to have a deeper understanding of the enterprise. In the place, the management of enterprises is improved through products and helps enterprises reduce costs and increase efficiency.

After the investigation, the prototype, flow chart, solution, etc. to explain to customers to explain whether to meet customer expectations and whether it is consistent with customer business. Without much problems, the communication mechanism of both parties can be formulated. How to make a weekly mechanism, basically it can be promoted as planned.

Co -creation is the beginning. Product managers work more than that. Customers can definitely get a result, but whether this result is expected and how to measure the quality of the results, it is necessary to be clear in advance. If the use of new products can save customers how much time can be saved, how much time can be saved by customers, how much time can be saved by customers. How much cost is saved, paving a good way for product promotion, and output product value propositions. Next, there is another very important task to consider how to promote the market after the launch of MVP products. It is necessary to formulate the Arctic Star of the product and test the effect of product promotion.

3. Create precautions

1) Avoid being dragged down by the personalized needs of the co -founded enterprises and the unblocked enterprises, so that the team is in the quagmire

Product managers must grasp the border clearly, where is the boundary of our product minimum MVP feasibility scheme and how to solve personalized needs. Under normal circumstances, we will provide a complete solution for the co -founding enterprises, and the smallest MVP of the product is the most painful place to solve the customer and the hardest problem of the business. Other places can remain unchanged along the previous model.

2) Avoid the partiality, and start the R & D if you do n’t know if you do n’t know deeply

When investigating with a co -founding enterprise, the survey was not sufficient after the goal was not clearly understood. We provided the solution and did not get the customer's approval. At this time, the product manager must continue to review and summarize, communicate with customers to fully communicate and understand. Management and other books to understand what the enterprise management model looks like and what the future management trend looks like to provide a suitable representative future solution for common creators, so as to win customer trust.

A good scheme includes the overall solution instructions, interactive prototype design, business overall process, organizational structure model, product application structure, statistical statement analysis, etc.

3) To investigate in -depth

The B -side business is relatively complicated, involving many aspects, and even some business involves the upstream and downstream of the enterprise. The product manager must go deep into the front -line survey to understand the full picture of the enterprise. For example, as a corporate group fund management system, it involves the Enterprise Settlement Department, the Finance Department, the Credit Department, the Investment Department, and the group member enterprise. In order to fully understand the pain points of the enterprise management, we also thoroughly understand the fund management model of member enterprises to meet the group Management also meets the requirements of member management. After the group's launch of funds, it will not be so great to promote the resistance to member companies, and the system can also meet its management demands.

Since the in -depth front -line survey involves multiple parties, the cost and time of the front -line survey are high. Preparation must be fully prepared in the early stage to form a corresponding research plan. The research process must be recorded in detail. It is necessary made.

4) Product managers must participate in various tasks after the launch

The completion of the research and development is the starting point of improving the product. Product managers must participate in various tasks after the launch. For example, the project is implemented to understand the card points, breakpoints, or places where the launch implementation process is launched to provide strong support for the later product optimization.

After the launch, the question answers, understand the actual usage of customers, where there will be problems, where the bugs occur, and can establish a good cooperative relationship with production and research through solving problems, and put forward valuable opinions for the formation of team collaboration models. Products are a starting point. We must be friends with customers, maintain good cooperation with customers, and provide the source of demand for product expansion.

02 Product Push to the market: PMF+cautious expansion

The co -founding enterprise went online and put into operation. With the first customer's use, congratulations first, achieved phased success, laid a good foundation for future development, and also set foot on the starting point of the journey to enter the PMF product market fit point stage. The PMF phase is the initial stage of the product from 1 to N. The product has been recognized by customers and needs to be pushed to the market to obtain more market share. With the continuous advancement of products and markets, customer needs will swarmed. What we have to do at this time is to restrain and expand it with caution.

Continue to create competitive products around our core functions, and make deep and transparent. An excellent product does not use more functions to impress customers to use our products, but to allow our core functions to continuously enhance competitiveness and solve the pain points of similar enterprises similar to enterprises. ; In the segmented field, the heel is stabilized, so that the company has a certain source of income, the company has income to survive, and the company has income products to develop; verify our business model and prove that the company has large -scale potential, especially SaaS product managers. To continuously summarize the review, verify that our business model has a way to expand sales, and verify whether the business model meets the company's development needs; monitor the product's Arctic Star indicators, which are the product functions that are suitable for our market, which sales, markets, and operation actions are effective. This can help our products expand in an orderly manner. With the continuous advancement of products and markets, product managers should try to diversify related core competitiveness and resources around their own core competitiveness and resources. It is more to restrain, expand or be cautious. In the case of relatively perfect core functions, product managers should divide our user behavior data and communicate with users, understand the products that customers want, evaluate the collection needs, be consistent with product positioning and direction, and then expand in an orderly manner. We can try in two directions:

1) To the same needs, customers in different fields expand

For example, in the direction of different industries and enterprises, a CRM product has begun to cut through the software industry. The software industry has established a foothold. It has also received the demands of a certain pharmaceutical industry. It is possible to judge the second segment of the field of the pharmaceutical industry and expand product expansion. Facing small and medium -sized enterprises, it is recommended to expand in this direction.

2) To the same customers, different needs expand

For example, we cut in from CRM to establish a good cooperative relationship with the enterprise. The company hopes to provide more services for the enterprise, understand that the company hopes to expand the upstream and downstream of the supply chain, and provide customer relationship management for suppliers. To evaluate, whether the needs of the same customer meet the product positioning, the direction of product development, and the opportunity to evaluate cutting, etc., for large enterprise products, it is relatively suitable for expanding in this direction.

Regardless of the expansion of that way, the product manager depends on the market environment and competitors. No matter how big the market is, if we have strong competitors, we must be careful when we enter. In the market market, the market may not have a large market share. If the company has unique resources, we can also consider entering and become a big fish in a certain field.

When the product manager is looking for a business fit point, you cannot just work hard. How to plan the product at the same time must go to the company's front line at the same time and solve the problem of how to sell the product with the market manager. In order to better verify whether our business model is matched with the market. To run customers with the market, what are our products that move our customers, what are our sales models, how do we collaborate with the market in the market. details as follows:

1) Product empowerment and solve the problem of selling

Product managers participating in the formulation of promotion strategies and packaging of solutions, discussing the development direction of the product, fundamentally solving the problem of "what sell", and bid farewell to closed doors.

2) Empower sales and markets, solve the problem of how to sell

For the empowerment of sales, a relatively common framework has been formed in the industry for reference, that is, the sales tool package+training, and the sales tool package will also be used for comprehensive, standard, plug-in, and directly open the toolkit-find to find-find The content of the customer-just send it. The toolkit also needs to be free to give the sales of free play and configure exclusive solutions.

For the empowerment of the market, the core is mainly concentrated in content marketing, brand and activities. The core is to control the direction and angle of market propaganda, such as product value claims, what value can be created for customers, how much efficiency, and what problems can be solved.

03 Create a moat: GTM+Divestings Topke

First, congratulations to the product manager. We crossed the PMF stage and entered the commercialization point of the GTM. Just like upgrading and playing monsters, we kept going forward. The test of the product manager was the best manifestation of the integration of knowledge and action.

The market strategy of entering the puppet is the marketing stage of pushing products or services to the market. Its premise is that we have the market we want to enter the market, the households, the problem of solving, and the solution to the problem. Understanding, analysis and preparation of filling.

Through content, channels, internal empowerment and other designs, multi -coordination, rhythmically pushing products and services to the market. What the product manager must do is to create a moat around the core function of the product, establish a connection with the outside, expand the product drainage, siege the city in the market, and pave the way for the subdivided industries. The following need to pay attention:

1) Product manager establishes the concept of "customer success concept with customer -centric and creating value for customers" based on product positioning and value propositions. "

Product managers should well transmit product concepts to all parties. Customer marketing is easy to lose the direction of product development and enter the quagmire of personalized development prematurely.

2) Product manager's in -depth participation in the construction of the cooperation process of all parties

How to sell products, how to solve the problem of product problems, how the customer is successful, how to do product implementation, etc., product managers can participate in all parties, understand why customers buy our products, why customers renew our products, and plan for product planning for product planning. They are very helpful, and they can also participate in the success of customers. They can establish a good cooperation with core customers and make a good way for subsequent products to create a good way. In what aspects of the product manager can the drainage and pioneer be accelerated? You can consider the following aspects:

1. Open drainage

Good product design will greatly help product drainage. We must clearly understand what are the sources of customer acquisition, what are the key paths for each place in each place, and how much each key node is leaked, so as to help us better improve the product to improve the product design. If you want to obtain customers from the public area, the search engine SEM/SEO obtains customers, and we must do a good job of buried points in various key nodes, especially the buried point of the official website. Through data analysis, we can do it better in order to design it in order The best path for product drainage.

You can also integrate products with nails, corporate WeChat, and flying books. For example, CRM product applications can be available to the above platforms, and we can use platform public domain traffic to obtain customers. There are also private domain traffic, traditional channel acquisitions, etc., and also establish a drainage customer acquisition mode to understand the source of each channel customer, continuously optimize the product experience, and improve customer signing rate.

2. Standardization of the product industry

In the same field in the same field, in most cases, the pain points are the same. In GTM, the product manager is the person who knows the customer the most. It can provide standardized actions for market expansion. Appointment, which brings faster and higher quality development.

Become a leader in a segment industry, and then cut into the next segment industry, continuously create and improve our products around core functions, suitable for one after another. For example, CRM products can define the B2B2B sales model and B2B2C sales model, which is suitable for different industries to provide standardized solutions for various industries.

3. Implement standardization

Product managers must participate in the implementation of the product, especially to create customers, to clearly understand that we have encountered problems in our implementation. For signing customers, we must reduce the implementation threshold of implementation, allow the implementation of standardization, lightweight, and help customers quickly, so that customers can let customers allow customers Use our products early to experience product value.

With the establishment of standardized documents, the customer's successful team can quickly complete the implementation according to the implementation standardization, establish a training mechanism, and the customer's successful team teach customers to customers according to the corresponding training mechanism. It can also reduce the implementation threshold of the product design, experience, and functions, so that customers can implement the configuration simplified and can be used quickly.

In the GTM stage, the product manager still needs to continue to improve our products around the core function, combine the company's key resources and market competition pattern, etc., while maintaining restraint, we can expand to both ends more boldly.

The first is to expand to different industries, through industry standardization, and expand to different customers in the same needs; the second is to expand different needs of the same customers to obtain more customers to pay for our products.

For example, when we are doing fund management systems, we expand in the field of provident fund, and we have begun to create benchmarks with a customer, and solve the pain point function of the provident fund customer to achieve the problem of settlement of provident fund funds in real time. We promoted to customers from all over the country and won a lot of share.

04 Summary

B -end products are pushed from 0 to 1 to the market, and they will experience MVP, PMF, GTM, SU, DP and other stages. Product managers can be regarded as playing games like playing games and upgrading. It is a perfect upgrade through a level. We must continue to review and summarize. Where did we get a breakthrough? Where did we step on the pit? What did we learn, what problems were we solved for the enterprise, and the growth of the middle school will be upgraded.

Doing products not only require theoretical knowledge, but also grow up in practice. Only by doing it can we realize the logic behind it. Only by participating in the customer's business can it be understood. Only by observing customer business management can we understand what customer management is like. In the book, knowledge can give us a lot of theoretical knowledge. Practice is to combine theoretical combination to achieve integration.

Each industry has its own management model and pain points. Although it can be replicated to different industries with the help of experience, it is not enough. In practice, we can understand the essence of things. I wish you all grow in practice and make one successful one after another. product.

This article is published by @ 本 本 本 本 本 is a product manager.

The question map is from UNSPLASH, based on the CC0 protocol.

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