First, the "people-oriented" scenario analysis-you don't understand me, why should I understand you?
If you don't know what users need. Why do you want users to understand what you are transmitting?
Most products that can't be done well are because they don't understand users and don't drill from user ports.
There are generally three reasons why users don't have deep intersection with your products:
The user's interest/interest point was not obtained, and the attraction failed;
The experience is unfriendly during the interaction, and the user gives up halfway;
Users themselves are not demand-driven-there is no product with a score of 100. If you do the first two points, I believe the experience will not be bad.
So, what can users bring to the enterprise through this product?
The key point here is the scene: when the user intersects with the product, the intersection becomes the contact; The contacts are connected in series, which is what we call a scene. Networking is more important than scenes, because if you don't understand networking, you can't string out high-value scenes.
Understand the user's needs/pain points, analyze the contact points, output the scene, and then you can carry out your further competitive product analysis.
Second, attach importance to ideas and seek conclusions-six inadvisable principles
The methodology of competing product analysis is not the most important. I'm going to write the methodology at the end and think first.
It is not advisable to pick up PPT and start taking screenshots.
It is not advisable to compete for the best cognition.
It is not advisable to take screenshots directly without analysis.
It is not advisable to analyze only the inconclusive way.
It is not advisable to draw conclusions without a plan.
A plan without a focus is not desirable.
Third, the analysis of competing products needs to continuously accumulate business/industry awareness.
I especially want to talk about the importance of learning and the importance of subject learning:
Spend 10 minutes reading all kinds of information quickly every day. Required reading: industry trends, domestic and foreign information, new formats and national policies;
Spend 10-30 minutes every day to experience/understand your competition;
Spend 30-60 minutes every day to see what consumers say to you;
Ask yourself once a day, are you better today than yesterday?
Don't always say that you are busy, everyone is busy. No matter how busy you are, there is still time for fragmentation. If these fragmented time can be used to absorb some fragmented knowledge and cognition, it will be quite terrible over time. Some unimportant information you see in front of you will really bring you value at a certain time on a certain day.
Fourth, competitive product analysis
The main process is as follows: (The yellow marked part is the key and difficult point)
The main process of competitive product analysis
Below, focus on how to analyze competing products:
1. Determine the research objectives
Everything is difficult at the beginning, but competing product analysis is just the opposite. It's easy at first, but the harder it gets. In fact, the core goal is to find opportunities for the improvement of their own products, and competitive product analysis is one of the channels to obtain demand.
Digging opportunities here, the key point is that there is a misunderstanding that needs to be corrected. "All competing products are good." There must be no thinking in it. Competing products also have many defects waiting for you to discover, and the defects of competing products are just your opportunities.
Choose competitive products
The point here is: What competing products do you choose? Why did you choose him?
About what competing products to choose?
-Generally, the number of competing products is between 3 and 5. This product+core competition is 1-2, which can be supplemented by excellent products made by different industries or industries.
Why did you choose him?
-this is the standard to measure the choice. Competing products can usually be determined according to some Baidu indexes, industry rankings and business similarity.
3. Scene competing products
The premise of user-centered is to clearly know the needs of users.
Starting from the demand, taking contact as the center and the realization of product goals as the guide, the scenario of competitive product analysis is output-the scenario is simply translated as "user moving the line".
If we want to analyze the competitiveness of the evaluated products, what scenario should we start with?
—— Focus on the user's scene and incorporate it into the user's perspective. Taking the evaluation scene as an example, through the user's contact, it is easy to extract the information that users care most about when watching the evaluation: evaluation & existence; Have high-quality evaluation; Around these two core concerns, let's take a look at how this product/competing product is doing. In this way, it seems that it is not difficult to gain insight into the problem at all.
Evaluate the user scenario of the product.
Another example: The following figure shows the user's dynamic analysis in the scene competing products. A channel page brings in the user's scene, which shows that the dynamic line of the channel is complicated and users are easy to get lost when using it. The page level is too deep to distribute traffic quickly, which brings a high risk of loss (blurred pictures, mainly showing structure).
Moving line of scene user analysis
It is not difficult to move the line diagram as shown above, but it can be compared quickly.
4. Output conclusion
Many things have been done before, but I often describe them as draft paper. The process of competing product analysis is a process of learning and introspection. Through such systematic study and thinking, we must output conclusions.
However, when you output the conclusion, you must use more information to prove your conclusion or your guess: data, user needs, business goals, etc.
Therefore, if the analysis of competing products is understood as "screenshot mapping", it means that it is still in the entry-level product manager stage, at best, it is a probation period.
Submit a report
In fact, the requirements for evangelists here are particularly high, because the people who do competitive product analysis are there. He knows very well how to do various modules, but if you use PPT for a long speech, the listener will be very tired.
The core of preaching:
Clearly state the objectives, ideas and structure of competitive products;
Differences/your conclusions/reasons for your conclusions;
Your plan and scheme.
Fifth, based on the extension analysis of competitive products.
Products have a strong life cycle management, and the whole process from product planning to online operation requires continuous analysis of industry trends, product experience and value. The process from scratch, from existence to Excellence, and from Excellence to Excellence is not a one-time process, but a process of promoting fission. The key to the success or failure of verification is the number of users and the number of high-quality users.
This method mainly talks about the roles of competing product analysis, visual design, interactive design, marketing and product operation in practical work from the perspective of product experience. Using this method to analyze the competing experience, the focus of competing product selection and decision-making will be different, and the main analysis ideas are the same.