Editor's introduction: Effective business email list demand research can allow product managers to better understand user needs, improve development efficiency, and reduce ineffective costs. Unlike the C-side, the G-side demand research also needs to consider the needs of decision makers. In this article, the author summarizes and shares the problems and solutions that may be encountered during the G-end demand research based on practical experience, let's take a look.
Have you ever encountered a Party A whose requirements frequently changed, resulting in a serious spread of project requirements?
Have you ever met a party A who "I don't want you to think, I want me to think"?
Have you ever had a customer say "it's not what we wanted" after going live?
As a G-end product, it is a kind of luck not to encounter such a plot. It is only when you encounter it that you know how pitiful it is. The original intention of this article is to help you identify and avoid it in advance.
Here is a guide to avoid pitfalls in the demand research of G-end products. The problems encountered by each project are different. The experience summary is only for reference. I also hope to communicate with products that have stepped on the same pit.
Let's join hands to make the pits less and the road smoother.
Estimated reading time: 15min.
For example, the product received a temporary and urgent need, but was told that there was no time for in-depth research, and only the following information was known.
The boss said: This customer is very core, and it is not necessary to make money, but the customer must be handled.
The client said: I need a whole set of housing for a family of five, three generations living in the same house, I need to meet all daily use functions, and the supporting facilities must be complete, but my budget is limited.