I wonder why product thinking is so valuable. As the book says, the so-called real product is anything that is provided to the market as a commodity, used and consumed by people and can meet people's certain needs.

Meeting the demand is the core of the product.

Taking oneself as a product, in the workplace, meeting the needs of companies, departments and businesses is the core. When your personal career development needs are consistent with the business development goals of departments and companies, incentive compatibility is the best result.

Since meeting the demand is the core of the product, how to tap the demand? How to judge the priority of requirements?

Recommend the Kano model that Mr. Gao Wei admires most.

1, applicable scenario

Confirm the existence of demand: when you have an idea, but you are not sure whether there is demand in the market, you can verify it through Carnot model;

Confirm the demand level: when there are multiple demands, kano model can be used to judge the priority;

Reduce useless work: you can identify indifference attributes in advance and reduce useless work;

Create explosive communication elements: excavate charm attributes and create explosive models.

2. Advantages

Different from simple questionnaire survey, Carnot model is a more effective quantitative analysis tool, which can be applied to a wider range of scenarios, and can judge not only product demand, but also life value.

Take the car wash business I was in charge of recently as an example-

Essential attribute: clean. When this requirement is optimized, user satisfaction will not increase, and when this requirement is not provided, user satisfaction will decrease.

Expected attribute: short waiting time. When this requirement is provided, the user satisfaction will be improved, and when the secondary requirement is not provided, the user satisfaction will be reduced.

Charm attributes: patented car wash products, washing price, waxing effect. If the user's intention is unexpected, if this requirement is not provided, the user's satisfaction will not decrease, but if this requirement is provided, the user's satisfaction will be greatly improved.

Reverse attribute: users don't have this demand at all, but after providing it, user satisfaction will decline.

Indifferent attribute: whether the demand is provided or not, the user's satisfaction will not change, and the user doesn't care at all.

Take a long video as an example-

Essential attribute: smooth playback

Expectation attribute: rich in content

Charm attribute: a phenomenal program like my brother.

Reverse attribute: advertising. Avoid reverse attributes unrelated to the business model, but those related to the business model, such as advertising, cannot be removed. Try to be soft, such as reminding users how many seconds are left in the advertisement to reduce users' impatience.

Indifference: Many functions you don't use.

The key is the planning of demand classification and priority. We can analyze the needs of many users, but what needs to be met, should be met and given priority?

The first is the essential attribute;

Secondly, expected attributes;

Then mine the charm attribute;

Avoid reverse attributes that have nothing to do with business model;

Soften the reverse attributes related to business model;

Don't waste time on undifferentiated attributes.

Five steps of requirement mining:

1, and put forward two requirements.

If there is this function, what is your evaluation?

Why doesn't this function exist? What's your comment on this?

Like, deserve, care, reluctantly accept, don't like?

2, control table, classification.

3. Find more users to investigate and do statistics.

4. Advantages and disadvantages of BI and SI calculation.

Better-add the experience improvement of this function, and the algorithm: SI=(A+O)/(A+O+M+I).

Worse-experience restoration after removing this function, algorithm: DSI=- 1*(M+O)/(A+O+M+I).

5, multi-demand four quadrants

SI is the vertical axis and DSI is the horizontal axis.

The first quadrant: expected attribute, with extra points, but without subtraction;

The second quadrant: the charm attribute, which has been added, has no effect if it is not done;

The third quadrant: no difference attribute, doing or not doing, no influence;

The fourth quadrant: a necessary attribute, which will not be deducted if it has no influence.

Decision-making: first, the necessary attribute of the fourth quadrant, then the expected attribute of the first quadrant, then the charm attribute of the second quadrant, and finally avoid the reverse attribute unrelated to the business model. In the case of the same attributes, higher-value requirements are given priority.

Kano model is a very effective tool for quantitative analysis of demand, which can be applied not only to products, but also to personal decision-making. Don't do unimportant needs, don't do unimportant things. Put resources and time on more valuable functions and things.