【2008】产品画布分析法

导语

今天我想说说有关产品分析的方法,为什么要说这个?因为产品分析不仅可以帮助我们去深入了解一款产品,还能有效的提升我们的产品思维,有助于我们自身的工作规划。

产品画布分析法

[info]什么是产品画布[/info]

产品画布一共有九个部分组成:问题、用户群、独特卖点、解决方案、渠道、关键指标、竞争壁垒、成本分析和收入分析。

产品画布的组成要素

— 1 —

[infobox title=”问题”]客户或用户最需要解决的三个问题[/infobox]

问题,其实就是痛点。分析产品的第一步,也是最重要的一步,就是明确改产品需要解决用户/客户的什么问题。在问题堆中找出最核心的三个,可以说这个就是未来产品的“龙骨”,未来产品的宗旨。

所以,找到产品需要解决的痛点是至关重要的。

— 2 —

[infobox title=”用户群”]目标用户或客户[/infobox]

只要是站得住脚的产品,都有自身的受众群体,只有能拿捏用户群的范围,才能更有针对性的解决其痛点问题。

通过产品的数据收集,针对核心用户群,了解他们的一些基本信息和背景情况,对于明确产品需要聚焦的重点环节及未来的调整趋势有重要作用。

— 3 —

[infobox title=”独特卖点”]一句话说明你的产品有什么特点,卖点是什么,他的与众不同之处在哪里[/infobox]

自家产品能在同类竞品中独有的差异化优势,可以理解为是一种独特卖点。例如百度的口号是“最懂中文的搜索引擎”,格力宣传的“掌握核心科技”,这些都是产品的卖点。

在分析产品独特卖点时,通常会想用户为什么会选择这款产品?这款产品的优势是什么?这款产品是否解决了同类其他产品解决不了的痛点问题?对于同类产品是否提供了更高效和更优质的服务?用户体验是不是做到行业最优?……

当独特卖点逐渐深入广大群众,且成为习惯时,自然就会形成产品对应的风格和口碑。当然,有条件的话,可以分析下产品的前世今生,发展历程及关键的里程碑节点。

— 4 —

[infobox title=”解决方案”]产品最重要的三个功能点[/infobox]

在分析解决方案的过程中,针对上文“问题”中提到的“三个核心问题”,三个问题分别对应功能的解决方案是什么?对应的该功能会造成什么影响和风险?

可以通过参考同行业的处理方法,根据自身产品特性,找出最适合自身用户群及用户群面临的问题,得出有效的解决方案。

— 5 —

[infobox title=”渠道”]如何找到客户或用户,如何推广[/infobox]

一款产品的成功,离不开运营和推广。通过分析产品的运营推广渠道,能够了解产品在不同生命周期阶段的运营方式和推广方式。

— 6 —

[infobox title=”关键指标”]围绕核心功能应该考核哪些东西[/infobox]

产品上线运营后,需要关键数据指标进行衡量,指标的设定需要酝酿斟酌。

在AARRR模型(可参考文章:产品经理必修课《增长黑客》)的不同阶段,产品需要关注的指标也是不一样的,不同阶段的指标能够有效的衡量该阶段产品的进度以及用户使用情况,使我们能够及时的进行调整和改进。

— 7 —

[infobox title=”竞争壁垒”]无法被对手轻易复制或者购买的竞争优势[/infobox]

任何产品但凡想达到一定高度,都必须拥有自己的竞争壁垒。

例如资金、技术专利、用户流量、独特的目光判断力等,都是竞争壁垒。

最简单粗暴的举例:腾讯搞支付,阿里搞社交。充分能体现各自的竞争壁垒。有时候,即使技术层面和运营层面能够被100%实力模仿,但成熟的生态圈是很难被破坏的。

— 8 —

[infobox title=”成本分析”]哪些地方需要用钱:人力、服务器、办公场地、运营、推广……[/infobox]

在成本方面,出来固定的人员工资成本外,在产品的研发、设计及推广期间都要尽可能的降低成本。借助一切快捷方法,第一时间去试探市场反应,验证产品是否被用户所需要。

例如公众号,开源系统,小程序等,快速获得用户的反馈,少走不必要的弯路。尽可能的避免大范围投入,快速迭代快速收集反馈,逐步改善产品等。

— 9 —

[infobox title=”收入分析”]盈利模式,收入评估[/infobox]

产品的出现,最终目标还是盈利。产品初期吸引大量用户,这是一种玩法,盈利也是必须要考虑的事情。常见的盈利方式有很多,例如广告、佣金、增值服务等等,市面上如此之多不同类型的产品,有很多套盈利方式值得借鉴参考。有时候通过组合使用不同的盈利方式,或者在现有的模式上进行微创新,合理巧妙的操作,有时候或许有意想不到的结果出现。

小结

其实说了这么多,还是那句,多思考,如果你有什么有趣的分析方法,欢迎和我分享。

 

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