After all, demand value is a relatively abstract thing. To make the team more determined to get on the same boat with you, something more “naked” is needed to “tempt” them—that is, the indicators that are estimated to be improved, measured by email list numbers. The value of this demand gives the team a "big picture". Of course, this is also a place with many pits, and the mistakes that are easy to make are as follows:
There is absolutely no expected improvement in indicators
Choose a metric that is not directly related to demand
The indicator is right, but the numbers are just a mind-blowing idea
The estimated improvement is very small and does not match the resource investment at all
It is indeed a technical task to estimate how much the indicators can be improved. It consists of two steps, one is to select indicators , and the other is to estimate the improvement . Senior Sister has introduced it in detail in the
1. How to choose indicators
How to choose the indicators of a certain demand/project, there are the following three principles, the senior sister will use an example to string together.
We just talked about the demand value, so first of all , the indicators you choose must match the demand value you just described . For example, if you want to add an advertising space on the search list page, the demand value is to help your customers. Find more target users , then the number of these users is an indicator used to measure whether you are doing well in this demand, that is, the click UV of the advertising space on the list page .
Second, we need to rule out interfering factors. It’s the example just now, because the number of users entering the list page will change every day, so the number of users who see the advertising space will also change, so it is definitely not accurate to use the click UV of the advertising space as an indicator. will be interfered with by the market. Therefore, we need to click UV/exposure UV to calculate the UV click-through rate of the advertising space.
Finally, we want to try to avoid metrics that are not directly related to your type of work . For example, in the example of advertising space, we can also measure this product by the revenue it brings. Although this sounds more in line with the positioning of commercial products (making money), it is also closer to the big indicators of the entire department, but this will be different from your company's original Some customer pools, sales channels and skills (flickering ability) and so on have a lot to do. If you choose this type of indicator, it will be easier to challenge what the value of your role as a product manager is.