眉州小吃公众号,能再难用一些么?

通过公众号点餐自助下单、结账,这事儿听起来能提高效率、节省时间,如果让这个体验好用一点点,估计都可以给餐馆带来很大的效率提升。

昨天与朋友去梅州小吃吃饭,服务员少,看到餐桌上的“扫我点餐”,立刻扫了一下。原来我已经关注过他们的公众号,进入开始找点菜的菜单,找了半天也没有找到!又开始扫描了一下餐桌,又打开了公众号,还是不知道在哪里点餐!

懵圈了!

看下面的公众号截图:

2.pic

实在忍不住,先吐下槽!

  1. 谁能告诉我,味道好巴适、活力好巴适、惊喜好巴适是干啥的?我就想点个餐,能在这里直接给个入口么?能不能来点儿实在的?活力好巴适,打开都是建设中的大白页面;味道好巴适,第一个子菜单是“扫描点餐”,一点又让我扫描桌子,我靠,真实受不了了,当老子是傻子啊?
  2. 我生生地扫了两次“扫我点餐”,每次扫完我的下意识,又打开了公众号,傻叉吧!这是玩儿我呢吧!能不能别那么自恋那么大图的“眉州小吃”,我靠,都坐在这里点餐了还不知道这是眉州小吃啊!能不能来点儿实在的?直接放一个“点餐”的大图放在这里?

吐槽完毕,说两句吧

  1. 菜单是导航,有菜单的时候,一定是菜单是第一入口!这个规律已经被验证过无数次!下面的入口就是你公众号的定位,就是承载你最核心业务的突破点。——所以,你正文写再多的点餐(各种文字介绍、说明、旁白等等)都不如在这个地方加上“点餐”有力量!
  2. “扫我点餐”,为什么不能直接打开点餐的界面呢?——简单明了,扫描就可以点餐,能不能少几个步骤?不知道转换率这个最基本的规律么?
  3. 对餐馆来说,公众号的定位是什么?这个问题如果没有定义清楚,为了公众号而公众号,基本上就会出现“眉州小吃”这样的情况,随便、随意地、毫无顾忌用户体验的糟蹋、蹂躏你的公众号,用户的心理!
  4. 定位决定了公众号需要承载的业务!把最核心的业务直接展现给用户,不需要思考的使用。——这是设计菜单结构最核心的考虑要素,其次才是排比、并列各种美观与修辞手法。

公众号,看起来是个极小的事情,其实反映了一个企业对移动互联网、移动营销的最基本的观点与能力。眉州小吃,在我看来一直是一家很不错的餐馆,或者一家很好的餐馆,无论从内部环境、饭菜味道、服务水准绝对是名列前茅的餐饮企业。但,时代变了,移动营销也得能跟得上啊!

2016年07月30日

 

手机内存不足怎么清理?

印相,手机照片云备份相册

每隔一段时间,即使内存再大的手机,总是会提示“内存不足”!看了又看,照片是最容易下手的地方了!但是,最痛苦的事情莫过是清理大量的手机照片!肿么办?可以不用清理么?有没有永远存不满的手机相册

我现在分享一下,如何才能让你永远不需要面对,那种大量照片无从下手、每个都不忍心删掉的心情!办法很简单,只需要安装一个小软件:印相!

导出照片存电脑或者移动硬盘上不靠谱。想看的时候因为太麻烦基本就不会再看了,所以照片儿最好存在手机上,想看的时候,随时能看。电脑,现在来看只能沦落为备份的选择了。

用网盘这种方式也不好,网盘虽然不占手机内存,但每次看照片儿都要去下载原文件,流量伤不起啊!我一般只用网盘存文件和看电影,你懂的!另外,网盘上存了各种乱七八糟的文件,和手机照片存在一起,超级不方便啊!

当我找到了这个小软件——印相——,从此解决了我的烦恼,再也不需要每月痛苦一次啦!具体使用情况如下:

  1. 印相里存的照片占手机内存特别小,没网也能随时看,另外这个软件好像有无限的存储空间,还是免费的,我把其中一个相册打开了原图备份选项,它就把照片的原图也自动备份好了。
  2. 我在印相中建了几个常用相册:备忘录相册(这个是存我拍下来需要记住的照片,比如疏通管道工人的名片、附近打印店的电话等),旅游相册(这是按地点创建的旅游相册,比如2013年美国之行、2013额济纳等等),家庭相册(存一些家庭聚会照片等等),宝宝相册(把我家宝宝的照片都存进去了,一目了然啊),自拍照片(你懂的),未分类相册等等。
  3. 拍了照片我就导入到印相对应的相册中,除了第一次整理有些费劲之外,以后非常轻松啊。选择相册,点击导入,就可以把照片分门别类地存到相应的相册中。
  4. 外出旅游的时候,我直接先建好一个旅游相册,直接就在这里拍照啦,真省事儿啊。。。。。
  5. 还有一点,照片可以按相册或者全部打包下载下来,我刚开始不放心,把它下载到我的移动硬盘上备份了一下。现在,我想起来的时候,就下载备份一下。图个放心吧。

用了一段时间后,我把所有照片都导入到印相中了,用起来确实很简单、方便,除了有一次我下载视频多了提示内存不足,基本上没有提示过内存不够用了。

iPhone 6S 16G版本够用么?——看看摄影达人如何用iPhone 16G 管理2万张照片的!

iPhone 6S 16G
2015年09月16日
     从 iPhone 6开始,苹果取消了32G 版本,购买之前我也有些纠结是否购买64G 版,我总觉得为了内存花这么多钱不值,后来还是买的 iPhone 6 16G版本,经过一段时间的摸索与试验,发现16G 完全够用了!
     之所以纠结是否购买更多内存的版本,还有一个很重要的原因,我很喜欢拍照,我有大概2万多张照片,并且这些照片都是精选出来的照片! 因此,我以前买的手机基本上都得是内存最大的版本,但是我发现再大的内存,也赶不上照片容量增加的速度。这之前是一个非常令人头疼的问题!
     我的手机是 iPhone 6 16G,我装了iOS 9 beta 版,现在还依然有3G左右的空闲。。。。。也就是说,像我这样照片很多的人,用上16G 的版本也是毫无压力啊!下面,我分享一下我是怎么做到的!
iPhone 6S 16G上用印相 APP管理2万张照片
iPhone 6S 16G上用印相 APP管理2万张照片
     最吃手机内存的有几项:照片、视频、大游戏、高保真音乐,任何一项有爱好的,16G 都有可能不够用!因为系统占用完存储之后,剩余的也就12G 了。现在的高清视频动不动几个 G,大游戏动不动2G 以上,高保真音乐一首也得几十 M,照片一张原图也得好几M。
     视频:我不喜欢在手机上看视频,效果太差!一般在 Pad 上或者Airplay 到电视上看,超爽的赶脚。所以,我的手机里面基本没有下载的电影电视剧之类的,此项无压力!
     大游戏:动辄2G 以上的手游,我基本不玩儿,不感兴趣也耗不起电,关键时刻木电了感受很不爽。很多时候是玩儿一些消消乐类似的休闲小游戏,一个100多 M,此项无压力!
     高保真音乐:我用 QQ 音乐,对音乐没有太多追求,更没有高保真的要求,QQ 音乐缓存的也就500多 M,够了!此项也无压力!
     照片:这一项以前对我来说是很有压力的!我相信对任何人都是有压力的!因为,照片是日积月累的,越来越多。每当空间不够的时候,要么很痛苦地删照片,要么就是把照片导入到电脑中或者云盘中备份。
     这曾经给我带来了很大的痛苦:
     第一,删照片的痛苦就不用说了,很多人都体验过。每次面对大量的照片,尤其是有很多重复照片的时候,都有抓狂的感觉:都删了?舍不得?那就一张一张挑吧!
     第二,导入电脑或者云盘中,这些照片基本上再翻出来看就非常困难了!存到电脑上就不用说了,基本就不会再看了,想看的时候,想想那么麻烦也就退却了。存到云盘上,不看的时候它就在那里,想看的时候真着急啊,找半天找不到,信号不好的地方还下载不下来,每次下载还要花我几十 M 的流量。。。。。
     我后来花了很大的功夫,我摸索出来一个非常简单但是有效的办法,能够让我的16G 手机也能管理2万张照片了!下面我会详细的说一下是怎么实现的。
     综上所述,如果你不是游戏控、你不是音乐控、你不是视频控,即使你是像我这样的照片控也没关系,16G的 iPhone6S 绝对够用啦!如果你是上面三种的任何一种,强烈建议考虑64G 以上的版本吧,否则会很抓狂的!
如何用16G 版本的 iPhone6管理2万张照片?
 
我对照片管理的要求:
1,能在手机上看我所有的照片,大概2万多张;
2,不占用过多的手机内存,最好控制在2G 以内;
3,随时随地能看照片,最好不要花费太多流量。
 
我刚开始用百度云网盘,用了一段时间发现有几个问题:
1,每次看照片都要花费很多流量,有 Wifi 的时候还可以;
2,照片看多了,也占很多内存,需要经常清理下载的照片;
3,信号不好的时候,基本看不了。
所以,云盘这种方案基本 Pass 了。
偶然的机会,我在 App Store 里面翻,我发现了一个软件印相,用了一下很赞!我的要求,这个软件都满足了:
1,照片基本不占手机内存,我那可是2万多张照片啊,手机上的应该是压缩过的照片。
2,照片的清晰度还是很不错的,并且照片原图可以自动备份到云端,可以随时根据需要把原图下载下来。
3,几乎能做到随时随地看照片,我观察了一下流量用的也不多,可以接受范围之内。
 
我用了一个月的时间,把我的2万张照片导入到印相里面了,基本是抽空就导一下,导入进去我就不管它了,自动会在 WIFI 的地方把照片传到服务器上。
 
所以,现在我的照片,在移动硬盘里面有个备份,在印相中有一份。印相中的照片,提供打包下载到电脑上功能,这个功能还是很贴心的,我基本上每隔一段时间下载一份到我的移动硬盘中备份。
iPhone 6S 16G上用印相 APP管理2万张照片
iPhone 6S 16G上用印相 APP管理2万张照片

小米净水器会热卖么?2015年07月31日

小米近期上线了净水器,2015年07月31日价格是1299元,水与空气的净化逐渐变成了类似电视机一样的必需品,小米的净水器会热卖么?我估计够呛。

  1. 在我看来,小米净水器的两个 Game Changer:有超滤膜但无需储水灌、智能控制。如果从有超滤膜但无需储水灌的角度看,它是高配低价产品。但从用户要实现净水效果的角度看,高配低价并不是这款产品的卖点,市场上中端产品大概都在这个区间。是否高配低价,就看用户是否 Care 有没有罐儿、出水快不快。
  2. 无需储水灌,打开龙头就可以用水,出水量400加仑总之出水很快。这是小米净水器 寄予期望的最大的Game Changer。市面上的大多数 RO 膜净水器,都需要使用储水罐,因为 RO膜过滤水质较慢,小米看起来客服了这个问题。
    1. ——作为一个曾经选购过净水器的一员,从接触到了解用了一段时间,默认认为净水器就是装到水龙头上出水就是纯净水了,从这个角度上讲,小米确实实现了默认的产品形态,出水就是纯净水。
    2. ——有没有储水罐,我认为不重要。小米所说的储水罐不新鲜,其实这个很搞了,储水罐很小只有几升,作为最主要的家庭使用场景的话,水在储水罐所储存的时间是很短暂的,绝对不会超过12小时。如果长时间都不用水的家庭,真的没有必要购买这个净水设备。
    3. ——出水速度,这个也不重要。纯净水基本是在烧水和做饭的时候使用,谁会在意这个出水速度能快一点儿还是慢一点儿?尤其是储水罐出水也慢不到哪里去!
    4. ——总之,这个小米认为很不错的突破点,个人认为基本踏空了。
  3. 智能控制,随时告知你水质的情况,水质变化了提醒你更换滤芯。这一点,有它不错,没它也无所谓,净水器不像空气净化器。空气的质量随时变化,可以随时掌握空气质量的变化、智能控制净化器的开关。净水器,半年之内几乎上 TDS 值是几乎是不会发生变化的,每天知道这个数值是没有意义的。仅仅购买滤芯的提示是有用的,更加直观,但是与我用 TDS 笔测试一下区别不大。——这个点,有它可以没它也可以,个人认为也踏空了。
  4. 性价比方面,如果忽略了以上两点的变化,直接与现有净水器去竞争,价格上没有分毫优势。
  5. 非隐藏式安装,不适应于主流的家庭厨房,藏在橱柜里面的隐藏式安装是更加合适与主流的安装方式。小米选择这种安装方式,明显是为了避开更多的现场服务,但这种选择个人认为得不偿失。
  6. 触控开关切换普通水与纯净水,与使用两个水龙头相比,优劣势一看即知,你说哪种方式更符合人的操作本性?把简单的打开水龙头就是纯净水这么好的体验糟蹋成了每次都要想一想要用什么水?非此即彼的选择?——这是不是反人类?
  7. 我有很多小米的产品,小米的东西:东西凑合便宜!在让人眼花缭乱的产品中,树立了这个品牌定位,也是很值得赞赏的,也正是这个原因,当我选择产品时,我会优先考虑小米,因为节省了选择时间。但是,这个净水器显然偏离了这个轨道,如果可能,会是这样的:
    1. 价格需要再降,降到千元以下。
    2. 如果“无需储水灌”导致成本上升许多,这个功能其实可以不要。
    3. 节水才是与众不同的,该突破的卖点。
    4. 隐藏式安静地安装在柜子里;
    5. 水输入到一个单独的水管中,出来就是纯净水,去掉触控水龙头节省成本;

学习:如何创造伟大的产品?

伟大的产品

看到一篇文章,收获非常大,转载过来记录学习。作者是 RethinkDB 的联合创始人 Slava Akhmechet,作者写的2013年的这篇文章《How to build great products》,但是基本句句是干货。我转载过来,摘录觉得不错的地方作为记录。

伟大的产品
伟大的产品
  1. 创业的本质:在一个快速增长的市场上,如何在花光钱或者耗尽心力之前,创造出伟大的产品快速增长并站稳脚跟。
  2. 伟大的产品,要么来自于伟大的产品直觉,要么来自于正确的思考与有效的训练而形成的产品直觉。
  3. 产品的功能点分为三类,成功的产品一般来讲有一至三个 Gamechanger,一批 Showstoppers,很少的 Distractions 组成。
    1. Gamechanger,因为这个用户愿意用你的产品。
    2. Showstopper,没有它用户不会用,有它用户也不一定用。——我们常见的场景就是,我们一边用一边骂产品不好用,但是我们还在用这个产品。不是不想做好,而是没有时间将它做到更好,需要时间去做更重要的 Gamechanger。
    3. Distraction,有它没它对用户没有影响,但是对开发来说可就是太关键了,这里都是大坑。
  4. 时间是最宝贵的,时间越长,你越容易花光钱、耗尽心力、错过市场机会。
  5. 资源的分配原则就是要根据功能点的性质而定:
    1. 尽可能少的讲时间投入到 Distractions 上。
    2. 不要做太多的 Showstoppers,太多就意味着浪费资源,就意味着这个门槛过高而不适合。比如,iPhone 第一代,没有复制粘贴这个 Showstopper,但是苹果还是推出市场并取得成功。这说明,苹果判断很多用户不会因为复制粘贴而不买 iPhone 一代,所以没有延迟推向市场的时间进度。
    3. 不要做太好 Showstoppers,太好也是浪费资源。比如,iPhone 一代的通话质量确实有些差,但是作为大多数普通用户够用了。它能打电话,不算太差,即使再多耗费时间提升10%的通话质量,对产品与用户体验也没有太大的帮助。
    4. 不要超过三个 Gamechangers。
    5. 如果你没有倾注足够的精力、时间、资源到你的 Gamechanger 中,那绝对是在浪费时间。如果 Gamechanger 没有打动用户,它就是 Distractions。——要验证的就是这个东西,如果不行就要选择下一个 Gamechanger,直到在你死掉之前找到真正的 Gamechanger,就是做对一件事。
  6. 如何训练产品直觉:
    1. 最难的是:究竟这些功能如何分类,到底是属于哪一类?哪个分类里的功能已经足够多了?——就是你一眼就能看出来这个 Feature 是该做的不该做的,该做的应该做到什么程度,优先级如何安排,这是真正的实践应用,需要不断地提炼与验证。
    2. 最好的办法:跳到这个领域里,找到对的人聊!潜在用户,已经在这里领域里摸爬滚打的人,行业里的权威,大公司的技术人员,竞争对手等等。——这是一个对的思路,接触这个领域里的各种人,从各个角度去获取信息。你聊的越早越彻底,你越能够了解这个行业,越能够尽可能准确地找出自己产品的定位。
    3. 让自己成为自己产品最核心的用户,是训练产品直觉的唯一途径。
  7. 多个 Showstopers 组成一个 Gamechanger,这种现象也不少,但是这种类型的产品基本是靠时间堆出来的,非常不适合创业。你没有那么多的时间让你挥霍。
  8. 确定产品使命,让Team知道!明确你产品的突破点是什么、使用场景是什么,以这个Mission 来划分功能类型,确定资源分配原则。——专注使用场景,在场景得到充分验证与满足之前千万不要跨越既定场景追求更多的场景,切记切记!

原文如下:

 

How to build great products

26 Sep 2013

If you believe that sales fix everything, it follows that most startups fail because they don’t ship a great product in a growing market before they run out of money. Assuming you’ve picked an explosive market, how do you go about building a great product?1

Building great products is hard, but the difficulty is greatly exacerbated if you have no good model for analyzing products and features. Without a model you’re left with a never-ending stream of feature ideas and half-informed shots in the dark. Some people can pull this off because they start out with a phenomenal product intuition. But most people aren’t blessed with this superpower on day one.

I started out with terrible intuition (and didn’t even know it). Over the past three years I looked at our user metrics every day, creating a feedback loop to train my brain on what makes a good product. Eventually I got quite good at predicting the impact of any given feature, so I started thinking of a model that captures the essence of what I’ve learned.

The three bucket model

The most important aspect of product management is categorizing features into three buckets: gamechangers, showstoppers, and distractions. When I first started building products, all features looked roughly the same. Over time, I formed the three bucket model and now my mind automatically slots every feature into one of these buckets.

Here is an example. Suppose you are building a new mobile phone. It has to be able to call people, or no one will buy it since it wouldn’t be much of a phone. But the reverse isn’t true — having voice calls won’t make anybody buy your phone because every other phone already does that. So for your mobile phone product, voice calls are a showstopper.

On the other hand, suppose your phone could project videos onto a surface. No other phone does that, so this feature could be a gamechanger that excites a lot of consumers. Alternatively, it’s possible that most people won’t care about it at all, in which case it’s just a distraction.

This example gives you three buckets to categorize any given feature:

  • A gamechanger. People will want to buy your product because of this feature.
  • A showstopper. People won’t buy your product if you’re missing this feature, but adding it won’t generate demand.
  • A distraction. This feature will make no measurable impact on adoption.

Empirically, successful products have one to three gamechanging features, dozens of features that neutralize showstoppers, and very few features that are distractions. Your job is to build an intuition about your space to be able to tell these categories apart. That’s still pretty subtle (is a built-in phone projector a gamechanger or a distraction?), but at least this model gives you a plan of attack.

Resource allocation

If you had infinite time, you could ignore these categories and blindly iterate on the product until it resonates with the market. But your time is finite. The longer you take to find a great product, the more likely you are to run out of cash, squander morale, or miss the market moving under your feet. Modeling product management in terms of the three categories is extremely valuable because it allows you to treat product management as a resource allocation problem.

If you put any effort into distractions, you’re wasting resources. That much is obvious.

If you’re doing more showstopper features than you absolutely need to, you’re wasting resources. Lack of copy-pasting on the first iPhone might have been a showstopper for some people, but Apple correctly determined that enough consumers would still buy the phone. There was no need to delay.

If you put more effort into any given showstopper than the absolute minimum you can get away with, you’re wasting resources. The first iPhone had pretty bad voice quality, but it was good enough. Most people were willing to live with it. It made calls, and it wasn’t terrible. Improving the voice quality by another 10% would have made little measurable impact on adoption.

If you’re doing more than three gamechanging features, you’re wasting resources. Empirically, few disruptive products are good at a dozen things. Shipping gamechanging features is hard. Three is probably the most you can get away with, and even that is a stretch.

Finally, if you don’t pour enough creative energy into any given gamechanging feature, you’re wasting resources. If a gamechanging feature doesn’t absolutely blow people away, it’s not much of a gamechanger — it’s just a distraction. In this category you can’t go half way.

You can get away with making some mistakes. Very few products absolutely nail this on launch. But most first time product managers break all of these rules all the time, probably because they’re not aware of them. Break these rules at your own peril. The fewer mistakes you make relative to your competition, the better. Every mistake can be incredibly costly. Make too many and someone else will run circles around you.

Craftsmanship

The trickiest part of building products is learning how to tell the difference between the categories and knowing when a given category is full. Is a built-in phone projector a gamechanger or a distraction? If it’s a gamechanger, is it big enough to attract sufficient demand, or do you need another gamechanger? If you invented the technology to increase voice quality by 50%, does that become a gamechanger or is it still just a showstopping feature? How about 200%? How many showstoppers do you have to neutralize to build a compelling phone?

I have no idea what the answers are for the mobile phone market, but in my area, unstructured data, I can look at any given feature and tell which category it falls into quite easily. Sometimes I’m wrong, but that’s ok. I just have to be wrong less often than my competitors.

The best way to build this intuition is to talk to a lot of people. Talk to potential users. What do they think? Talk to people who tried to build a product in your space and failed. What can you learn from their failure? Talk to competitors. How do they approach the problem? Talk to engineers in big companies. What can they tell you about the state of technology? Talk to other entrepreneurs in adjacent spaces, investors, journalists, grad students, professors, even the naysayers. The best way to get a sense of taste in a given space is to inject yourself into the industry and talk to as many people as you can.

Buyers, stakeholders, and pundits

The sooner you can learn about the history of the space, the state of the technology, the opinions of potential users, and the direction of your competition, the sooner you can form a coherent view of the space and develop a unique vision for your product. But be careful. It’s easy to start taking advice from the wrong people.

Suppose you’ve decided to design your mobile phone in a form factor of a walkie talkie for construction workers, and you’ve determined that the best way to sell it is to construction managers top-down. If you talk to construction workers, they might be enamored by beautiful icons and an unusual color scheme. You might determine that the unique design of your phone is a gamechanger. But ultimately, it’s the construction manager who’s writing the check. For the construction manager, a beautiful design is nice, but it isn’t a gamechanger. It doesn’t help him run the business any better than he did before.

For complex business sales, you have to pay attention to all the parties and make sure all the stakeholders are satisfied. Are the construction workers strong influencers on the manager’s decision? If so, spending time on a unique design might not be a bad idea. If not, you might be wasting your time.

It’s true even for consumer products. If you’re designing a luxury phone and pricing it above every other phone on the market, do your customers have to convince their spouse? Do most families make shared decisions about buying luxury items, or do people splurge on luxury items independently? If they have to convince their spouse, can you add a feature to make it easier? Find out!

Beware of noise. Learn the difference between your users and people who are just commenting. Everyone you talk to will have an opinion. Early on it can be tempting to design a product based on feedback from industry pundits. But a feature is only a gamechanger if the person signing the proverbial check recognizes it as one. Otherwise, it’s a distraction. Industry pundits can be extremely useful for understanding the state of your field, but they’re rarely the ones to buy your product. If you design your product around their feedback, you’ll find that there is nobody to buy it in the end.

A corollary of this is that you can’t design a great product unless you live, eat, and breathe like your users do. You need to know exactly who your user is, what their problems are, how theyperceive your product, and who helps them make buying decisions. Your intuition has to mirror how the customers will perceive your product. Categorizing features is only useful if it’s a good predictor of your actual users’s response. Otherwise, you’re just wasting time.

Aggregate gamechangers

There is a subtlety to the model we haven’t discussed so far. Some features aren’t sufficiently impressive on their own, but become gamechangers in aggregate. For example, suppose you design a unique set of icons for your phone. Is that a gamechanger? Probably not. What about a unique color scheme? It doesn’t seem like a gamechanger either. How about a unique family of phone cases? It’s hard to imagine people buying a phone because of a pretty case.2 But what if you put these features together? A unique design direction that combines a novel icon set, color scheme, and family of phone cases sounds like it might be a sufficient gamechanger to attract consumers.

Features that become gamechangers in aggregate are dangerous for three reasons. Firstly, it becomes harder to tell what combination of individual features is and isn’t a gamechanger. Secondly, aggregate gamechangers are expensive — instead of making a couple of good decisions on a feature, you have to make dozens or hundreds of good decisions for a whole family of features. Thirdly, it makes it easier to convince yourself that if you add just one more feature, you’ll strike a gamechanger. Building great products is already difficult. Introducing a subtlety like this makes it even harder.

Many products do succeed in exactly this way, but if possible, try to avoid it. If you have no choice but to resort to aggregate gamechangers, it probably means you’re working in a relatively mature market. Often, that’s ok, but it should prompt you to do some soul searching. Is it really worth being in this market, or does it make sense to find another one where you can innovate more easily?

Product mission

Suppose you’ve developed product intuition to apply the three bucket model to your field. You can easily (and correctly) categorize features. You’re now ahead of most product managers. But you’re still not quite done. There are a few problems with this approach:

  • If you’re categorizing features ad-hoc, it’s easy to make mistakes and then construct a rhetoric in your mind to convince yourself that you’ve done the right thing.
  • While you’re building the product, you’ll have to be a part of every single decision because other people have no guidance.
  • Your engineers will get frustrated, because they’ll think you’re pulling decisions out of thin air.
  • Before the product is done you’ll have to convince many other people to help you — journalists, investors, potential hires, and customers. Convincing people is hard if you’re making decisions ad-hoc.

A great way to get around these problems is to write down a product mission. Think of it as a function that accepts a given feature as an argument, and returns one of the three categories above. A good function definition is concise, understandable, and repeatable. Ideally after reading it, most people on your team will be able to categorize features themselves in the same way you would.

Here is a humorous product mission we came up with for RethinkDB that worked surprisingly well:

Database tools should be indistinguishable from magic
Surprise and amaze people with developer tools for building real-time, data-driven web applications they could only dream of building, and bring sheer joy and simplicity to the process of building great software.

On the surface these two sentences don’t say very much, but if you dig in a little, this product mission has surprisingly high information density. It tells people we’re building a database. It tells people we treat the product as a developer tool first. This resolves the tension between developer features (like the query language) and operations features (like monitoring). All of our gamechanging features revolve around developers. We treat operations as a showstopper. It explains what we expect our users to do with RethinkDB (build real-time, data-driven web applications). It gives people a sense of how far we’ll go on certain features (surprise and amaze). Being good enough for developers isn’t enough. These people spend many hours a day using our software — we want to make the experience pleasant. It suggests that we are willing to accept more complex implementations to make our users’s lives easier. It guides us to build features that let developers build new types of applications, not just the ones that already exist. It’s self-aware and leaks a healthy sense of humor we have as a team. This gives people a sense of who we are. We can test feature proposals against this product mission, and with a bit of additional shared knowledge it lets our team members independently categorize features in roughly the same way.

It took us three years to understand what we’re doing well enough to come up with this product mission. If we’d had it on day one, it would probably have cut development time in half — maybe more. When you’re building a product, the mission should be the first thing you work on. If your mental model is good enough to write a product mission that inspires everyone in your company, everything else will fall into place.
1 I don’t mean to imply that picking a good market is easier than building a great product. In fact, the opposite is true. It’s far easier to get a handle on product management, so I decided to tackle this subject first. Aside from great products and market growth, there are also questions of distribution, economics, regulated markets, and other subtleties. But the number of early stage software startups that fail for these reasons pales in comparison to the number of startups that pick small markets or don’t manage to deliver great products on time.
2 In practice it often turns out that people do buy phones because of unique colors or cases. But I’m ignoring this subtlety to focus on a larger point.
Thanks to Michael Glukhovsky and Michael Lucy for reviewing this post.

追求完美极致是个大坑么?

思维上的大坑

看到一片文章,写的很好,作者是在讨论追求“极致”到底是不是一个神话?我是追求“极致”大坑的重度受害者,所以,看到这里我很有感触。作者在文章中提到的几点,摘录如下:

有人说你看乔布斯的苹果产品不就是“极致”的代表吗?持这种观点的人还真不少,原因可能是他们记忆力太差。2007年第一代苹果iPhone手机托乔布斯之手来到人间时,大家的确感慨于它的设计美学新颖独特,但是当时就有很多人吐槽iPhone手机的缺点。当时一副很有名的图片是将一部iPhone手机和一块石头放在一起,先列举它们的相同点:1.它们都不能播Flash;2.它们都不能进行视频录像;3.它们都不支持邮件附件。再列举它们的不同点,原来石头比iPhone手机结实。这样的嘲讽段子广为流传,在Nokia统治年代的人看来,刚刚诞生的iPhone手机和“极致”完全是八竿子打不着的关系。在当时的技术人员看起来,苹果手机不过是选用了一块支持多点触控的电容手机屏罢了,其他乏善可陈。也许现在大家因为苹果的成功而逐渐重新审视当年对iPhone的偏见,但这种偏见的存在恰恰说明苹果从来都不是追求所谓“极致”的。

其实,“极致”从来都不是产品需要具备的品质,甚至从来都不是成为产品的开发倾向。产品的天性,只是迎合消费者的需要,体现技术的价值而已,无他。

思想淳朴而又善于虚心学习的程序员和技术开发人员在这样的语境下容易受到影响,开始产生词语崇拜,觉得“极致”这个表述可以用在工作中,并口口相传,形成某种一致的意见。我承认在工作中精益求精无可厚非,但是如果把极致用在产品开发和创业中,就有可能存在严重的后果,有两种情况:

  • 第一种,在产品开发中引入“极致”概念,必然带来一个逻辑谬误,那就是,我只管做好我自己的产品,做到极致,至于用户想要什么,我不用关心,也不应该关心,因为做到极致,用户自然就买账了。
  • 第二种,在创业中引入“极致”概念,小小的体量,却要大跃进式地完成跨越式的开发工作,制定一个又一个和自身实力不相称的项目计划。

这两种情况,明眼人一看就知道会出问题,但是它们的出发点都是一个看起来良好的“极致”观念,这就说明其实是观念害人。

下面这句话,非常中肯:

话说回来,谈论“极致”这件事情,本意上就是想指出开发过程中的产品思维,产品思维应该是简单而直接的,务实而非务虚。产品经理,或者一个产品创业者,都不应该把“极致”作为开发路上的某种图腾或者指南针,创业团队首先要跳过一个又一个泥潭与陷阱,至于是否“极致”,还是生存下来之后,任凭好事者评说好了。

2006年创业,深受“极致”之害啊,后来又深受“简单”之害,又让我回忆起来高中时代深受一个同学蛊惑之害,这些流弊思维真是害人。这些思维,也能够警醒自己时刻关照自己内心,是不是在硬给自己贴标签,什么是检验思维的标准?

  1. 迷人的东西,它诞生的时候,一定是不完美的,各种瑕疵,但它就是很迷人,让你欲罢不能。——它简单直接地捅到了那个好似路由器背后的菊花洞,6秒钟后重启了;他好似,你按一下马桶上的按钮,奇迹发生了;就如一个医生按了两下你的胳膊,简单直接地告诉你这个毛病就是网球肘;他就好像朋友圈,让你一睁眼就想看看有没有人给我评论、点赞;就如同在京东开店,忍受那么烂的后台,边用边骂,但还是要用它;就如同 iPhone 1代,连个彩信都发不了,连个闹钟都没有,但是丝毫不影响他是跨时代的伟大作品。根源上来说,它解决了一个问题,捅透了一个点。
  2. 接受不完美,因为你在做实验,你没有时间让他完美了再诞生;不完美,因为你没有更多的资源让他完美来再诞生,完美了你也许就再也没有机会诞生了。这就是创业,要舍弃很多完美的东西,要和人性中的完美主义对抗。我犯了很多错,我依然在犯完美主义的各种错误。哪些是可以接受不完美的?凡是可以忍受的都是可以接受不完美的。那个打动人心的点,务必要让做到打动人心,只要不属于那个点的范围,都可以接受不完美。
  3. 迷人东西的构建基础是什么?产品都是构建在基础之上的,比如很多代码都是可以重用的,具有重用代码的团队的响应速度会高于一切重新开始的团队。迷人东西构建在,模块化的组件资源、有丰富经验的团队。当你是新手的时候,这个基础未必做的很完美,而是能用即可,不能差到不能用。这就是基础,任何迷人东西的构建都离不开类似的基础。
  4. 简单与复杂,是相对的。黑白功能机很简单,你现在还会去用么?独轮车简单,你会用么?阿凡达制作超级复杂周期长,你不喜欢么?所谓简单与复杂,取决于,所做的内容或者产品是不是属于迷人的那一块儿。如果他是迷人的那一块儿,再复杂都是简单的。

参考文章如下,《“极致”神话和产品观念

如何让 TimeMachine 在 Netgear ReadyShare 移动硬盘上工作?

后来购买了Netgear WNDR 4300,突然发现这个路由器本身就支持 Time Machine 时光机备份。但是,无论是在3700上还是在4300上面,根本的问题在于:HFS+这种文件系统不能突然断电,如果突然断电了以前的备份基本就没有用了,严重的硬盘打不开,轻的原来所有备份失效。因此,如果想让 Time Machine 一直有效,一个基本的前提条件就是移动硬盘的持续供电!所以,这个方案基本上就不要折腾了。

看到 iued 同学的文章《网件WNDR4300 设置Time Machine》提到的小米路由器,基本上就更不靠谱了:原生不支持 HFS+。


 

在 TimeMachine 中,默认情况下不会出现网络存储,需要解决的就是如何能够让 Time machine 中出现,从而实现 TimeMachine 的自动备份。

第一个阶段,找到一篇非常详细的文章,《HOW TO GET NETGEAR READYSHARE TO WORK WITH TIME MACHINE AND MOUNTAIN LION (MAVERICKS TOO!)》,作者写的非常详细,有详细的步骤与配图。可惜由于在其中一个关键步骤,制作 sparse bundle disk image,由于操作失误,一直不能实现,放弃了。

readyshare_finalresult

第二个阶段,还是没有放弃啊,一个偶然的机会发现,用 NAS 备份 Time Machine 的文章,《用普通NAS代替苹果Time Machine 功能实现MAC的时间机器功能》、《在Mac上使用网络驱动器做TimeMachine备份》,找到了原始介绍非常详细的一篇文章《Time Machine on a network drive》。根据文章,实验了一圈,最后还是失败了,但是,我明白 sparse bundle disk image 的制作可以通过其他的方式实现,给了我启发。

第三个阶段,我又打开第一阶段的那篇文章,看过之后,我大概明白了,根本的原理是TimeMachine是建立在苹果独有的协议之上的,那么就需要利用苹果的 Sparse bundle disk image 构建一个虚拟的存储,Time Machine 就可以顺利地在上面工作。几个关键步骤如下:

  1. 格式化移动硬盘,我理解这个格式没有太多要求,只要支持 Netgear 的格式就行。我用的是苹果的 HFS+J 格式,我测试了一下,通过 Win7也可以访问。
  2. 关键的步骤:创建支持 TimeMachine 的映像,也就是 Sparse bundle disk image,把它存在本地,或者直接存储在你存储设备Readyshare 上,具体要求如下:
    Name: Whatever you prefer. I call mine “TimeCapsule” for consistency.
    Size: Whatever fits best on your system. I use the “Custom” option and make it close to my full drive space.
    Format: Mac OSX Extended (Journaled)
    Encryption: Whatever you prefer
    Partitions: Single Partition – Apple Partition Map
    Image Format: sparse bundle disk image
  3. 拷贝到 Readyshare 上,然后双击这个 image 文件,大概几分钟,奇迹出现了,你会发现在你的Devices 中出现了“TimeCapsule”。到 /Volume 中查看一下是不是出现了,如果是,你这一步就成功了。

  4. 执行一个 TimeMachine 目标位置,sudo tmutil setdestination /Volumes/TimeCapsule ,输入Mac 的管理员密码,接下来打开 TimeMachine 就可以正常用了。

 

衷心感谢作者的奉献精深,敬佩、感恩!

作者原文如下:

HOW TO GET NETGEAR READYSHARE TO WORK WITH TIME MACHINE AND MOUNTAIN LION (MAVERICKS TOO!)

ReadyShare Final Result

Note: I just upgraded to OSX Mavericks (10.9) and the ReadyShare drive is still readable and functional in Time Machine. You shouldn’t run into any trouble if you decide to upgrade.

Over the weekend I purchased a Netgear DGND3700v2 DSL Modem / Router (N600) and discovered that there was a great feature called ReadyShare. This allowed you to plug a USB drive into it and have it shared across all your computers in the network (music, photos, backup, etc.) However, their documentation to get it to work with OSX’s Time Machine backup tool wasn’t working. After some digging and tweaking, I managed to make it work.

TL;DR (For those of you that want the quick fix);

Use Fat32 partitions for all your partitions since the router will be able to read them. From there, create a sparse bundled disc image on the partition for your Time Machine backup. Mount it, and then set that to be your Time Machine backup source.

The Setup

I’m running a MacBookPro with Mountain Lion (OSX 10.8.3). I have a Netgear DGND3700v2 DSL Modem / Router (N600) with firmware version 1.1.00.12_1.00.12NA and a Western Digital Elements 1.5 TB Drive. Getting things to work for you may vary slightly based on drive/hardware, but I this approach should work.

Formatting the Drive

The first step is to format the drive. According to the documentation, the router is supposed to be able to support OSX Extented (Journaled) partitions, but I could never get them to show up. According to some various discussion threads, the AFP protocol changed somewhere in Lion and there’s still no support since Netgear does some custom interaction with the shares. However, ReadyShare DOES support Fat32 and we can make this work on OSX.

The first step is to plug in your USB drive and backup any data you may want to keep on your USB drive. We have to repartition the drive, and you’ll lose everything. Next launch the Disk Utility tool, select the USB drive, and click the “Partition” tab.

Change the drop down from “Current” to whatever partition scheme you want (I’m using two). Change the drive formats to be “MS-DOS (Fat32)” and verify that they are being created using the “Master Boot Record” scheme (under options).

One other important note, and this comes from Fernando who commented below:

One very important thing I did not see in the instructions is to make sure the backup image has the option to “Ignore ownership on this volume” set to OFF or unchecked. Apple warns that using Time Machine on a disk with the option turned on can result in the backups missing some user settings. My guess is that the average person is likely to go on without noticing this until it is too late. (!!)

ReadyShare Drive Partition Setup

ReadyShare Drive Partition Options

Once your options are set. Click the “Apply” button to repartition the drive. This make take a little time based on the size of the drive.

Creating the Time Machine Image

Time Machine requires an OSX Extended (Journaled) partition in order to function properly. While we don’t have a drive in this format, I discovered (immense HT to Frank over in the Netgear forums) that we can create a disk image in this format and have Time Machine backup on to that.

Close the Disk Utility program and open it back up again. Click the “New Image” icon. In the window that opens up to specify where to save the image to, make sure you specify the proper partition again. You can name the image whatever you want. In addition, we want our disk image to have the following settings:

  • Name: Whatever you prefer. I call mine “TimeMachine” for consistency.
  • Size: Whatever fits best on your system. I use the “Custom” option and make it close to my full drive space.
  • Format: Mac OSX Extended (Journaled)
  • Encryption: Whatever you prefer
  • Partitions: Single Partition – Apple Partition Map
  • Image Format: sparse bundle disk image

Ready Share Disk Image Settings

Once all the settings are in place, click the “Create” button and wait for the process to finish.

Now you can eject your drive and plug it into the router to finish off the process.

Verify ReadyShare Drives

After plugging in the drive to your router. Launch the router admin tool (http://routerlogin.net), select the “Advanced” tab, expand the “USB Storage” section, and click the “Advanced Settings” link.

Ready Share USB Settings

From here we want to verify that we can see both of our drives listed. If not, you can use the “Create Network Folder” option and add the necessary folders.

Ready Share Settings

Our final step is to map up Time Machine.

Mapping Time Machine Backup Location

Now that we have our drives available in ReadyShare, we need to connect them to the server and setup our mappings. From Finder, select Go -> Connect to Server and enter the address smb://readyshare and click “Connect”.  After connecting, select the drive your Time Machine image is on (or both in my case since I’m sharing music on my WinBackup drive) and click connect.

Ready Share Connect

By default, your Time Machine image will not have been mounted. We need to do this. Open up the drive that your Time Machine partition is on and double click on the .sparsebundle file that is there. After a minute you will see that your image has been mounted

Ready Share Mount Image

Finally, we need to select this image for our Time Machine backups. We do this through the Terminal window. Open up a new terminal, and enter the following commands:

1
2
cd /Volumes
ls

If all is still working smoothly, you’ll see your Time Machine image listed

Ready Share Terminal List

Now enter the command (we need to do this as room) to do our mapping

1
sudo tmutil setdestination /Volumes/[Your Image Name]

Note: If you’re using OSX 10.7 (Lion) the command appears to be:

1
sudo tmutil setdestination -p /Volumes/[Your Image Name]

Note: If you’re using OSX 10.6 (Snow Leopard) and below the process seems to be a lot trickier. The best documentation I’ve been able to find to date is this one. Please let me know if you find better.

If there’s no errors, you have success! You can even verify things in Time Machine itself.

ReadyShare Terminal Mapping

ReadyShare Time Machine Settings

And you’re all set! Now you can run your Time Machine backups and leave your drive on the network. I find this particularly helpful since sometimes I’m working upstairs or down in my office, and don’t want to drag the USB drive with me. Plus I can share the MP3 collection across my virtual machines and other Windows machines in the house.

ReadyShare Final Result

Final Notes

You’ll want to do make sure that your drives/images are remounted upon login to make sure Time Machine continues to function. To do this, read this followup post, since it was a little more involved than I initially thought.

I’ve been told that you can use EXT 2 formatted drives and they play really nice with the router, but you’re going to need something like MacFUSE installed to properly handle the drive.

You could potentially use your Windows partitions in NTFS by reformatting them again on a Windows machine, but I’m not going to risk it for the time being. 8^D

Hope this helps!

Mac购买12306.cn 火车票及支付过程方法

在 Mac 上购买12306.cn 火车票有几个问题,非常令人讨厌,花费了我将近2个钟头才得意将问题解决,写出来与大家分享:

12306.cn

一、遇到的问题

  1. Chrome 不能访问 12306.cn 网站,打开之后除了头部显示,一片空白;
  2. Safari 可以访问 12306.cn 网站,但是银联支付不支持 Safari 浏览器,Chrome 浏览器支持银联支付。

二、解决方案

  1. Safari 支持银联支付,难度比较大,用 VMware 安装 windows 虚拟机是可以的,但是此方案过于麻烦,我的Mac 安装了虚拟机可以用这个方案,但还有更简单的方案;
  2. Chrome 访问银联网站失败的原因是,12306.cn 使用的框架,Chrome 不允许这种方案。那么简单的解决方法是,直接访问嵌套的网页 https://dynamic.12306.cn/otsweb/ ,登录,购票,再使用银联支付,购票成功。
  3. 下载 12306.cn 网站提供的 根证书 ,解压缩,双击 srca.cer ,选择总是信任,重启浏览器,可以访问 12306.cn 网站了。

火车票12306.cn Chrome 根证书

 

微信的产品趋势与商业模式猜想

微信与微博有什么本质区别

微信推出了公众平台,很多人都认为微信向微博进攻了,微信要替代微博了,其实这两个是不同产品,很难谁替代谁。微信是一个典型的基于手机的、点对点强到达为主的、隐私的熟人通讯、陌生交友工具,本质上是人与关系。微博本质上是一个通过关系链获取信息、窥探别人、展示分享自己的开放的工具,本质上是信息与关系。