DEFINE & VALIDATE

In the next section we'll talk about the work that you and your team can do to validate product hypotheses, including customer research, segmentation and lean testing.

在下一节中，我们将讨论你和团队可以进行的工作，以验证产品假设，包括客户研究、细分和精益测试。

Validation is a critical part of the product development process.

验证是产品开发过程中至关重要的一部分。

Although it might seem to slow things down, taking some time up front to ensure that you're building the right thing ensures that you don't waste everyone's time.

尽管这可能会使事情变慢，但在前期花费一些时间来确保你正在构建正确的东西，可以确保不浪费大家的时间。

Validation can be down by a relatively small tiger team of individuals.

验证可以由相对较小的“精英团队”来完成。

On the other hand, once bigger teams are assigned to a project, it becomes significantly more painful to change course and pivot if you discover that your conpect won't work.

另一方面，一旦较大规模的团队被分配到一个项目中，如果发现你的概念行不通，改变方向和转向将变得非常困难。

Moreover, building a high quality software product is expensive.

此外，构建高质量的软件产品是昂贵的。

Properly built products are scalable, they have high reliability and solid test coverage, they are secure, they can be localized, they meet accessibility requirements and so on.

正确构建的产品具有可扩展性，具有高可靠性和全面的测试覆盖率，具备安全性，可以进行本地化，满足无障碍要求等等。

All of these steps are costly and potentially entirely unnecessary if the product concepts flawed.

如果产品概念有缺陷，所有这些步骤都是昂贵的，而且有可能完全是不必要的。

LEAN: Desirability, Viability and Possibility

One of the major innovations in product development process in the past decade has been LEAN, a concept popularized by Eric Reese with his book The Lean Startup.

过去十年中产品开发过程的一项重要创新是“精益开发”（LEAN），这个概念由埃里克·里斯在他的书《精益创业》中广为流传。

Reese argues that your goal as a product developer is to achieve product market fit which occurs when customers find and understand value in your product at a price is attractive.

里斯认为，作为产品开发者，你的目标是实现产品与市场的契合，这在当产品价格合适，并且客户发现和理解你的产品的价值时实现。

Lean advocates rapid iterations to maximize learning with the goal of minimizing waste and reducing the time needed to achieve product market fit.

精益方法倡导快速迭代，以最大程度地获取学习，目标是最大程度地减少浪费，并缩短实现产品与市场契合所需的时间。

Reese argues that this model is not just an imperative for startups, large companies can increase the probability of success of innovation projects by adopting LEAN principles.

里斯认为，这个模式不仅适用于初创公司，大公司通过采用精益原则可以增加创新项目成功的可能性。

Product market fit occurs when a product achieves the intersection of three areas: desirability, viability and possibility.  

当产品在以下三个方面实现交集时，就达到了产品与市场的契合：合意性（Desirability）、可行性（Viability）和可能性（Possibility）。

These are simple pass, fail tests and if any of them fail you need to iterate until it passes or pivot to another opportunity.

这些是简单的“通过/不通过”测试，如果其中任何一个测试失败，你需要进行迭代，直到通过或转向另一个机会。

In order for something to be financially attractive or viable in the market place, you need to first know whether the market is big enough and whether it's growth or decline.

为了让某个产品在市场中具备财务上的吸引力或可行性，你首先需要知道市场是否足够大，以及市场的增长或衰退情况。

You should have a directional line on these based on your worked in the planning phase.

你应该在规划阶段的工作中对这些问题有一个大致的方向。

Then you need to ask whether it's possible to address the market profitably, for that you'll need a forecast models which we'll talk about shortly.

然后你需要问自己是否有可能以盈利的方式开发市场，为此你需要一个预测模型，我们马上就会讨论这个问题。

Next we need to be sure that the concept is possible technically.

接下来，我们需要确保概念在技术上是可行的。

This is not typically the biggest source of failure in achieving product market fit in software, but we will talk about some options to test this at the end of this section.

在软件产品的产品与市场契合中，这通常不是最大的失败原因，但我们将在本节的最后讨论测试这一点的方法。

Finally and most importantly is the desirability from a customer's perspective.

最后，也是最重要的是从客户的角度来看的合意性。

This is the most likely culprit if there is a missmatch in the product market fit equation and so you'll want to test this area rigorously.

如果产品与市场需求存在不匹配的情况，这很可能是罪魁祸首，因此你应该对这一方面进行严格的测试。

Desirability

As the product manager you need to ensure that the problem space is real and that customers have a strong enough need that they would be willing to change their current process and behavior.

作为产品经理，你需要确保问题空间是真实存在的，并且客户有足够强烈的需求，以至于他们愿意改变当前的习惯和行为。

Inertia is a powerful thing so your job is to ensure that the problem is acute and that you're building a pill rather than a vitamin.

惯性是一种强大的力量，因此你的任务是确保问题的紧迫性，并且你正在构建的是一种药片而不是维生素。

Secondly and this is both a product and a marketing question, you want confidence that customers believe that your solution will in fact solve their needs and that is dramatically better than the status quo alternative.

其次，这既是一个产品问题，也是一个市场问题，你希望获得客户的信心，确信他们相信你的解决方案确实能够满足他们的需求，并且明显优于现有的替代方案。

Testing desirability is challenging, customer services and focus groups are notoriously misleading with customers indicating strong interesting when asked but after launch product sales fail to materializes.

测试合意性是具有挑战性的，客户服务和焦点小组在这方面常常具有误导性，因为当被询问时，客户会表示出很强的兴趣，但产品上市后销售却未能成功。

Many people, might self-included, argues that customer struggle and may in fact unintentionally mislead you when you ask them to describe their desired solutions or their intent to purchases.

很多人，包括我在内，认为客户在描述他们期望的解决方案或购买意向时可能会有困难，实际上可能会无意中误导你。

Customer Research

However, with properly constructed customer research, perspective of current customers can effectively articulate their pain points.

然而，通过正确构建的客户研究，现有客户的观点可以有效地表达出他们的痛点。

Sometimes refers to job to be down.

有时也可以指明需要完成的任务。

And if you dig deep by asking why several times, you can identify root causes that represent opportunities for your product.

如果你通过多次追问为什么的方式深入挖掘，你可以确定市场机遇的根本原因。

Qualitative research consisting of interviews and observation during site or field visits is sometimes referred to as customer development.

定性研究，包括在实地或外出访问期间进行的访谈和观察，有时被称为用户开发。

In addition to qualitative data you should also look at quantitative of customer data including data mining and analysis and AB testing when you validating your product strategy.

除了定性数据，你还应该查看定量的客户数据，包括数据挖掘、分析和AB测试，以验证你的产品策略。

So how do you choose the right customer research methods.

所以，如何选择正确的用户研究方法。

Tristan Cromer developed this framework to classify different research methods.

Tristan Cromer提出了一个框架来分类不同的研究方法。

Depending on what you need to learn, you should apply different methods.

根据你需要研究的内容，而采用不同的方法。

First he differentiates between generative and evaluative.

首先，他区分了生成性研究和评估性研究

With generative questions you are seeking inspiration and direction.

在生成性问题中，你寻求的是灵感和方向。

You don't yet have a strong hypothesis regarding the answer.

你对答案还没有一个强烈的假设。

Evaluative research seeks to validate or disprove an existing hypothesis.

评估性研究旨在验证或否定现有的假设。

In this type of research, customers are responding to something that you're already designed or built and are giving feedback.

在这类研究中，客户对你已经设计或构建的产品或服务进行回应，并提供反馈意见。

Evaluative experiments are often quantitative, meaning that they are conducted with larger samples of customers and can be statistically significant.

评估性实验通常是定量的，这意味着它们使用更大规模的客户样本进行，并且具有统计性。

The second axis differentiates between whether you are trying to learn about your market or your product what you should build.

第二个轴区分了你是在尝试了解市场还是你应该构建什么样的产品。

So market questions that are generative include "Who is a potential customer for this type of product", or "What needs exist in this customer segments" or "How do i reach this audience".

因此，生成性的市场问题包括“谁是这类产品的潜在客户”，“这个客户群体存在哪些需求”或“我如何接触到这个受众”。

Evaluative questions for the market could include "Price testing" or "Testing different marketing messages".

评估性的市场问题可能包括“价格测试”或“测试不同的营销信息”。

Generative product questions include "What is the minimally viable product that will satisfy my customers", "What should we build first" or "What kind of design resonates with my audience".

生成性的产品问题包括“什么是能满足客户需求的最小可行产品”，“我们应该先构建什么”或“什么样的设计能与我的受众产生共鸣”。

Evaluative product questions include "Are people using this feature", "Why do people like or dislike my product or that of a competitor" and "How do I optimize my marketing in UX design".

评估性的产品问题包括“人们是否在使用这个功能”，“为什么人们喜欢或不喜欢我的产品或竞争对手的产品”，以及“如何在用户体验设计中优化我的营销”。

Cromer's model then recommends various research methods for each of these.

Cromer的模型随后针对每个类别推荐了各种研究方法。

I have included a few methods here but there dozens of possible research tactics beyond usability studies and interviews and surveys.

我在这里列举了一些方法，但除了可用性研究、访谈和调查之外，还有许多可能的研究策略。

If you'd like to learn more I've included a link in the resources to his vedio on the topic.

如果你想了解更多信息，我已在资源中包含了他在这个主题上的视频链接。

Protoypes

Prototypes are often developed in the validation phase and are an evaluative product research tool.

原型/样品是一种常用于验证阶段的产品研究工具。

In addition to getting customer feedback they can be used in a number of other ways including internal and external funding pitches, design reviews, internal vision communication and sales marketing.

除了获取客户反馈之外，原型还可以在许多其他方面使用，包括内部和外部的资金筹集、设计审查、内部愿景传达以及销售营销等方面。

One note of caution, it's rare that a single prototype can do all these things elegantly.

需要注意的是，很少有单个原型能够精确地完成所有这些任务。

Make sure that your objective are clear up front so that your team develops for the appropriate use and audience.

确保你的目标清晰明确，这样你的团队就能为适当的受众开发出好用的产品。

For example, prototypes can be built at varying levels of fidelity.

例如，原型可以以不同的保真度级别进行构建。

Everything from concepts sketches on paper or with intentionally rough looking wireframing tools all the way to polished fully interactive design models for example an HTML 5 software app.

从纸上的概念草图或故意粗糙的线框工具，一直到精细的、完全互动的设计模型，例如基于HTML5的软件应用程序，各种不同保真度的原型都可以制作。

You want to minimize effort while still getting the validate learning that you're seeking.

你希望在尽量减少工作量的同时，仍能获取你所追求的验证效果。

In fact it's often better to under produce mock-ups when you're still testing concepts and user flows because the graphic design choices such as color and font can often distract attention and become the central focus for feedback rather than the more fundamental issues you'd like to learn about.

事实上，当你仍在测试概念和用户流程时，制作简化的模型往往更好，因为图形设计选择，如颜色和字体，往往会分散注意力，并成为反馈的中心焦点，而不是你想要了解的那些更基本的问题。

So choose the prototype fidelity that matches with your objective.

因此，选择与你的目标相匹配的原型保真度。

Segmentation

Next we'll look at two related tools for entering new markets and prioritizing your efforts, market segmentation and personas.

接下来，我们将介绍两个与进入新市场和优先考虑努力的相关工具：市场细分和用户画像

One of the key insights that you want to derive from customer research is a prioritized set of target customer segments from which you can develop personas.

从客户研究中得出的关键启示之一是：目标用户细分集合的优先级排序，从中你可以制定用户画像。

Not all companies use segments and personas, and in my opinion these tools are limited help in products that have already reached mass market adoption among tens of millions of customers.

并非所有的公司都使用市场细分和用户画像，而且在我看来，对于已经在数千万客户中实现了大规模市场采用的产品来说，这些工具的帮助有限。

But for new products B to B or high consideration B to C products, customer segmentation can be beneficial in a few ways.

但对于新的B2B产品或高度考虑的B2C产品，客户细分可以在某些方面带来好处。

When you segment your market, you divide it into groups of customers with similarities and intentionally prioritize certain segments with the understanding that you may lose out on customers outside of those groups.

当你对市场进行细分时，你将其划分为具有相似性的客户群体，并有意识地优先考虑特定的细分群体，理解到这样做可能会失去那些不属于这些群体的客户。

Even mass market products such as Facebook first started with a much smaller target market of college students in US IVY league schools.

即使是像Facebook这样的大众市场产品，最初也是以美国常春藤联盟学校的大学生为目标市场。

Segmenting allows you to focus your limited resources in design, development and marketing.

细分市场可以让你将有限的资源集中在设计、开发和营销上。

Design can focus on the target segment's most critical user cases and de-prioritize other user cases in terms of their prominence and polish.

设计可以专注于目标细分市场最关键的用户案例，并根据其他用户案例的突出性和润色度来降低其优先级。

Development will be faster with fewer features and user stories to build and test.

需要构建和测试的功能和用户需求更少，开发速度将会更快。

And marketing will be both more targeted and more likely to yield word-of-mouth referrals with homogeneous customer segments.

营销将更具针对性，更有可能在同质客户群体中产生口碑和相互推荐。

There are multiple ways you can segment your market, for example based on industry, location, demographics or their usage behavior and benefits that they seek.

你可以通过多种方式细分市场，例如基于行业、位置、人口统计数据或他们的使用行为和他们寻求的好处。

And in a customer segmentation exercise, you use market research and your own customer data to find ovserable characteristics that predict similar product requirements.

在客户细分练习中，你可以使用市场研究和你自己的客户数据来查找预测类似产品需求的可叠加特征。

When you select your first one or two segments to focus on, you want them to have the following characteristics.

当你选择了要关注的前一两个细分市场时，你会希望它们具有以下特征

The segment should be large enough to be variable from a near-term growth perspective.

从近期增长的角度来看，该细分市场应该足够大并足够灵活。

And these customers should be sufficiently available that you can find them to participate in customer research.

这些客户应该有足够的可用性，以便你可以找到他们参与客户研究。

From a marketing perspective it's ideal if the segment is targetable as a group.

从营销角度来看，理想情况是细分市场可作为一个群体进行定位。

For example they attend conferences together or read similar publications in which you might advertise.  

例如，他们一起参加会议或阅读你可能在其中做广告的类似出版物。

This allows you to focus your marketing spend and sales channel efforts.

这让你可以专注于你的营销花费以及销售渠道的成效。

Moreover when segments spend time together digitally and particularly in person, their likelihood of recommonding products to friends and peers is much higher.

并且当这些细分市场在网络上聚集在一起，尤其是以个人身份时，他们有很大的可能会给他们的朋友、同龄人推荐产品。

The customers within the segments need a very high overlap of needs.

细分市场中的客户需要有非常高的需求重叠。

Software is a unique product in that there is high up front costs.

软件是一种独特的产品，因为前期成本很高。

But if you find a sufficiently consistent segment, the same product can be sold to multiple customers and generate large profits.

但是，如果您找到一个足够一致的细分市场，则可以将同一产品出售给多个客户并产生巨额利润。

But it's not a great business or at least it's a different business consulting, if you're having to make changes for every customer.

但这不是一项伟大的业务，或者至少它是一个不同的业务咨询，如果你必须为每个客户做出改变。

Traditional segmentation methods like demographics or industry sectors often do surprisingly poorly in this respect.

传统的细分方法，如根据人口统计或行业部门，在这方面往往做得很差。

Just because someone is a soccer mom they may or may not have any interest in home meal delivery for example.

例如，仅仅因为某人是爱好足球的宝妈，她们可能对家庭送餐感兴趣，也可能不感兴趣。

You want the basis of your segmentation to accurately describe why someone would need your services.

你希望你细分市场的方法能够准确描述为什么有人需要你的服务。

To take this one step further, the best segments are predictive, meaning the people in that segment would almost always adopt your product or competitive one if they knew about it.

更进一步，最好的细分市场是预测性的，这意味着该细分市场中的人如果知道你的或竞争产品，几乎总是会采用您的产品。

Finally it's ideal if winning in that segment opens up opportunities to succeed in adjacent segments.

最后，最理想的情况是，在该细分市场中获胜并为在相似细分市场中取得成功提供了机会。

Basically a Bowlling pin effect where knocking over one pin impacts others nearby.

这是一种保龄球效应，其中的一个会影响附近的其它的。

For example, you may find that by providing technology that become standard among train operators,  you naturally have exposure to and credibility with entities that manage other forms public transportation.

例如，你会发现在成为火车运营商标准技术的提供者后，你自然会接触到其他形式公共交通的管理部门并具有可信度。

Personas

Personas are a specific named customer archetype which you may have seen as posters up on office walls, often accompanied by a cheesy stock photo and quotes that the person might say.

画像是一种特殊命名的客户原型，你可能已经看到过办公室墙上的海报，通常伴随着俗气的照片和该人可能会说的名言。

Personas are a bit different than segments in that,  for example in a single B to B segment for point of sale systems, you may have separate personas for the buyer, the end user and other key influencers in the purchase decision.

用户画像与市场细分略有不同，例如，在一个单个的 B2B 细分市场中，你可能会将用户画像分别为购买者、最终用户和其他能够影响购买决定的关键因素。

Personas can be useful in the design and development phase to target user stories or requirements which we'll discuss more in the build section.  

用户画像在设计及开发阶段中，对于获取用户需求和故事是很有帮助的，关于这一点我们会在建设部分详细讨论。

And further aid team discussions on whether something is useful or usable.

并进一步讨论援助团队是否有用或可用。

The goal of using personas is to put a face on your customer where you can think through real-life scenarios and how that person would react.

使用用户画像的目的是给你的顾客打上标签，借此你可以在通过它来思考现实生活中的场景以及用户的反应。

Often we start to get abstracted from real customers relating to them only as users or metrics.

通常，我们先将客户的部分特质抽象出来，仅将其作为用户或指标。

Personas are meant to ground the team in the humanity of the individuals using your products.

用户画像旨在让该细分市场的用户沉溺于你的产品。

Often a persona description includes demegraphics such as age, gender and occupation.

通常，用户画像包含如年龄、性别、职业之类的基础信息。

Though description should focus on that person's key need and goals relating to your product.

尽管画像描述应该聚焦于用户与你的产品相关联的关键需求和目标。

You and your team should be able to visualize and describe that customer's journey in terms of discovering and adapting your solution.

你和你的团队应该让客户在发现和应用你的解决方案时的路径可视化并加以描述。

While meaning PMs and UX professionals can go overboard describing a backstory for a persona.

尽管这意味着PM和UX设计会过度描绘用户画像。

If personal detailes such as whether Ben the bakery owner has a dog or drives an SUV don't impact the personas use or purchase your product, it's best to leave them out.

如果诸如面包店老板是养狗还是开SUV之类的信息并不影响用户画像的使用，以及消费，那最好不要将它们考虑进用户画像

Customer research, segmentation and personas are all tools that we can use to help answer the top question about desirability.

用户研究、市场细分和用户画像都是我们可以利用来帮助解答有关于用户合意性的问题的工具。

Getting the product market fit for desirability may require adjustments in product concepts, advertising and marketing or assumptions on target customer segments.

要使产品符合市场需求，需要调整产品概念、广告投入和营销策略或对目标用户群的假设。

As a result, validation requires close partnerships between prodcut management, development, marketing and data analytics.

最后，验证需要产品管理、开发、市场营销和数据分析之间紧密的合作。

Financial and technology viability

Next we'll circle back to talk about financial and technology viability.

下一步我们将回过头来讨论资金和技术的可行性

Having covered desirability let's take a few moments to talk about financial viability and technical risk.

在讨论完合意性之后，我们来花一些时间谈谈财务可行性和技术风险。

Financial viability

When I first introduced this product fit model, I explained that financial viability is base on size and growth of the market and whether your company can profitably built the product and acquire and serve customers in that market.

当我首次介绍这个产品适配模型时，我解释说财务可行性是基于市场的规模和增长，以及你的公司是否能够开发出盈利的产品、获取并为该市场的客户提供服务。

We talked about market size, share and growth analysis earlier in this course.

我们在之前的课程中已经讨论过市场规模、份额和增长分析。

Forecasting is another important tool here.

预测是另一个重要的工具。

Not only for brand-new products and businesses, but really for any sizeable investment of team resources including larger features.

不仅适用于全新的产品和业务，而且适用于任何需要团队资源投入的重要投资，包括较大的功能更新。

My personal rule of them is that product managers or business analysts should build at least a quick forecast model for any effort that will take more than a month to build for a sprint team.

根据我的个人经验，对于需要超过一个月时间完成的任何工作，产品经理或业务分析师应该至少建立一个快速预测模型。

Why forecast? First it's a good guide check to understand how many customers you need to serve and what price points, or levels of traffic if AD supported in order to be profitable.

为什么要进行预测呢？首先，它是一个很好的指导检查，可以了解你需要为多少客户提供服务，以及以何种价格点或广告支持的流量水平才能盈利。

It helps for you to challenge your assumptions and understand where the value comes from in a project.

它有助于你质疑假设，并理解项目中的价值来源。

I've personally been surprised when I started inputting assumptions and trend historical data into a forecast model that some aspects of a feature I wanted were far more valuable than others.

我个人在将假设和历史趋势数据输入预测模型时，发现一些特定功能的价值远超其他方面，这让我感到惊讶。

Likewise, you may find that you're surprised about the costs involved with providing a service on an ongoing basis.

同样，你可能会对提供持续服务的成本感到惊讶。

These insight can change the team's priorities and potentially allow you to cut scope.

这些洞见可以改变团队的优先事项，并有可能让你减少思考范围。

Forecasting also highlights the most sensitive variables.

预测还能突出显示最敏感的变量

It lets you identify the things you don't know and what you need to focus on testing to reduce risk.

它让你能够识别到你不知道的事情，以及你需要集中测试以降低风险的部分。

Startup don't get funded without a model for how they intend to grow and eventually be profitable.

创业公司如果没有一个能够说明他们如何增长并最终盈利的模型，就很难获得资金支持。

A surprising number of large internal projects get approved without a model.

令人惊讶的是，许多大型内部项目在没有模型的情况下也被批准了。

But that's a mistake.

但那是错误的。

In LEAN, Resees argues that product teams need to be accountable for systematically learning and making progress to change the trajectory of a business.

在《精益创业》中，Reese提出了产品团队需要对系统性学习和取得进展负责以调整业务轨迹。

Things like increasing conversion or retention rates.

比如提高转化率或留存率等方面的事情。

As a product manager advocating lager projects, you and the team need to have a clearly stated metric for success and actually follow up and measure after launch.

作为一个支持大型项目的产品经理，你和团队需要有明确的成功指标，并在产品发布后进行实际跟进和测量。

You should be honest when a hypothesis doesn't work out and be ready to try other approach to achieving your objectives.

当假设没有成功时，您应该诚实，并准备好尝试其他方法来实现您的目标。

That said there are two important notes.

话虽如此，有两个重要的注意事项需要提醒。

First don't expect a forecast to be accurate.

首先，不要期望预测是精准的。

There is a wide margin of error in any forecast.

在任何预测中都存在很大的误差范围。

Particularly when you're trying to predict the value of unreleased features.

特别是当你试图预测未发布功能的价值时。

But even order of magnitude projections provide valuable insights around priorities, risks and whether a project is worthwhile.

但即使是数量级的预测也能提供有价值的洞察，帮助确定优先事项、风险以及项目是否值得进行。

A second point of caution is that when you use forecasts, you will find the internal groups would try to game the system, so that their projects appeare to offer bigger upsides.

第二个需要注意的问题是，在使用预测时，你会发现内部团队会试图操纵系统，使他们的项目看起来具有更大的优势。

I've been on many teams where the projections for sales were far too rosy for example.

我参与过许多团队，在这些团队中，销售们的预测常常过于乐观。

One way to offset this tendency is to transparently apply discount factors to forecasts from individuals and teams base on their recent actual results.

抵消这一倾向的方法之一是根据个人和团队最近的实际结果，透明地对其预测进行相应的折扣。

Technology Possibility

We talk about technical feasibility as another pass fail test for product market fit.

我们将技术可行性作为产品能否与市场适配的另一个测试指标进行讨论。

Of course, some products may be so cutting edge that there is a risk to whether they are even technical possible.

当然，有些产品的技术非常尖端，以至于它们在技术可行性上存在风险。

But more often than not, the key question you'll need to answer is whether a product or feature is possible and reasonable amount of time and budget.

但更多时候，你需要回答的关键问题是一个产品或功能是否可以在合理的时间和预算内完成。

One of the approaches to reducing technical risk is to have your engineering team conduct one or more spikes.

减少技术风险的方法之一是让你的工程团队进行一个或多个探索性实验。

This is a term in agile to descirbe a sprint or other period of time dedicated to researching technical feasibility and possible approaches.

这是敏捷开发中的一个术语，用来描述专门用于研究技术可行性和可能方法的冲刺开发或其他一段时间。

Prototypes can also be used in research spikes in determining feasibility.

原型也可以在研究探索中用于确定可行性。

One important concept that is intended to address both technical possibility and market desirability is MVP or Minimally Viable Product.

一个既涉及技术可行性又涉及市场吸引力的重要概念是MVP（最小可行产品）。

And MVP is a shift product that customers pay for or exchange their time or personal information in the case of AD sponsored products.

MVP是一种交互性产品，客户通过支付费用或在广告赞助产品的情况下交换他们的时间或个人信息来使用该产品。

The goal of an MVP is to maximize learning.

MVP的目标是最大程度地促进学习。

In the very early stages, prototypes and non-technical concierge or wizard of testing may suffice as MVPs.

在早期阶段，原型和非技术领域的客户代表或测试向导可能足以作为MVP。

But in order to test both technical and market risk you need to ship products to real paying customers.

但是为了测试技术和市场风险，你需要向真实的付费客户交付产品。

MVP does not mean low quality, it means that you don't wait for nice to have features before shipping.

MVP并不意味着低质量，它意味着无需等待产品开发至完美便可发布产品。

Instead you focus on delivering your core value proposition to market as quickly as possible.

相反，你将重点放在尽快向市场提供核心价值主张上。

In doing so you get validated learning that either tells you that you are on the right path or provide evidence that you need to adjust your products or marketing.

通过这样做，你可以得到被验证的经验，这告诉你是否走在正确的道路上，或者提供证据表明你需要调整你的产品或市场营销策略。

So how do you know when you have product fit.

所以如何知道你已经实现了产品与市场的适配呢

I've heard the head of one startup incubator say that it's when customers try to rip the product from your hand once hear about it.

我听说过一个创业孵化的负责人说，当客户一听说产品后就试图从你手中夺走它时，就代表实现了产品市场适配。

That's a bit tough to measure of course.

这是一种难以衡量的情况

A common metric used is net promoter score or NPS, which reflects how many people will enthusiastically recommend your product minus anyone who is unhappy or neutral.

一个常用的指标是净推荐值（Net Promoter Score，简称NPS），它反映了有多少人会热情地推荐你的产品，减去那些不满意或持中立态度的人数。

Instructions for how to survey and calculate NPS are readily available if you search online.

如果你在网上搜索，就可以找到有关如何进行调查和计算NPS的说明。

If there is a sizeable positive gap between your NPS and that of your competition, chances are good that you've achieved product market fit for desirability.

如果你的竞争对手的NPS与你相比存在较大的差距，那么很有可能你已经实现了产品与市场的适配。

We've talked about the tools that you could use to validate your product hypothesis and reduce risk.

我们已经讨论了可以用来验证产品假设并降低风险的工具。

All of which happenes before the development teams starts building the production-ready qulity product.

所有这些都发生在开发团队开始构建符合生产质量标准的产品之前。

Those include customer research, segmentation and personas, forecast models and MVP testing.

这些包括客户研究、市场细分和人物画像、预测模型以及MVP测试。

Build, Buy, Acquire

Occasionally you'll discover that internal development is not the best approach for some components or even an entire product concept.

有时你会发现内部开发并不是开发某些组件甚至整个产品的最佳方法。

In these cases you need to work with business development and potentially corporate development to partner with third parties.

在这些情况下，你需要与业务发展部门和潜在的企业发展部门合作，与第三方合作伙伴。

We cover that topic briefly in our next section.

我们在下一节中会简要介绍这一话题。

There are times when it  doesn't make sense to build technology in-house.

有时候，在公司内部进行技术开发并不是一个明智的选择。

And it is not available as open source.

同样也不是开源技术

So you'd better off working with outside partner.

因此，与外部合作伙伴合作可能更加合适。

Several considerations come into play as to whether you should build versus buy or rent technology, including the time it would take to build internally, cost, the degree of customization you require and how central the tech is in your future roadmap.

在决定是自己开发还是购买或租用技术时，需要考虑多个因素，包括内部开发所需的时间和成本、所需的定制程度以及该技术在你未来路线图中的重要程度。

Nearly all tech companies rely on partners including use of commercial APIs or SDKs.

几乎所有的科技公司都依赖于合作伙伴，包括使用商业API或SDK。

Many times there are straight forward deals because the terms are standard and published.

很多时候，这些交易都很简单，因为条款是标准的并且公开发布的。

For example integrating the Google Map's API.

例如谷歌地图的API

But in other cases your company will need to negotiate a custom agreement.

但在其他情况下，你的公司需要进行定制协议的协商。

Additionally there will be situation where you need significant control and the technology is critical, yet someone else has already built an ideal solution.

此外，还会有一些情况，你需要对技术有重大控制权，而技术又非常关键，但别人已经构建了一个理想的解决方案。

In those cases, companies often consider acquisition.

在这些情况下，公司通常会考虑收购。

Product managers are frequently involved with third-party negotiations, whether those be business development, doing a deal with a separate company or corporate development where there is investment or acquisition.

产品经理经常参与与第三方的谈判，无论是与其他公司进行业务拓展的交易，还是在投资或收购方面进行企业发展。

In smaller companies you may need to screen and select vendors and negotiate the contract with support from legal.

在较小的公司中，你可能需要筛选和选择供应商，并在法律团队支持下进行合同谈判。

In medium or large organizations you'll work with someone from business development in addition to legal.

在中型或大型公司中，你将与商务拓展部门的人员以及法律团队合作。

In a negotiate contract product managers are typically responsible for clarifying the requirements and identifying potential partners and vendors.

在合同谈判中，产品经理通常负责澄清需求并确定潜在合作伙伴和供应商。

This is an important step even if you have a partner in mind.

即使你心中已有合作对象，这仍是一个重要的步骤。

The more options you have, the great your negotiation leverage.

你拥有的选择越多，你的谈判筹码就越大。

You'll also be asked along with engineering to evaluate the various vendors from a feature and capability perspective.

你还将与工程团队一起求从功能和能力的角度评估各个供应商。

And you should weigh in on tradeoffs that you'd be willing to make throughout the negotiation.

你还应该对谈判过程如何做出权衡进行判断。

An acquisition is obviously more significant.

显然，收购更具有重大意义。

In addition to developing the list of potential acquisition targets and comparing them, you may be asked to participate in acquisition due diligence.

除了制定潜在收购目标清单并进行比较之外，你可能会被要求参与收购调查工作。

This is the period during which the acquiring, company gets to more deeply evaluate the potential acquisitions data, team and their technology beyond what is publicly available.

这是在收购期间，公司要更深入地评估潜在收购目标的数据、团队和技术，这远多于可公开可得到的信息。

This due diligence could be quite time consuming and is typically on a tight deadline, so you may need to drop everything to do well.

这种详细调查可能非常耗时，并且通常有严格的截止日期，因此你可能需要放下一切，以确保工作顺利进行。

With that we've covered the key product management responsibilities in the define and validate stage.

至此我们已经谈论完了在定义及评估阶段产品管理的关键职责。

Keep in mind that the output from the validation phase may very well be that the concept and vision are wrong and you need to pivot.

请记住，验证阶段输出的概念和愿景很可能是错误的，你需要及时进行调整。