To B products are based on the company's strategy or work needs, to build an ecosystem, or to promote the systematization of processes to improve efficiency.
To c products are about discovering user needs, defining user value, and accurately driving project teams to reach that goal.
To put it a bit roundabout, the vernacular is:
to c product is you go to dig user needs, is to create, from nothing to something.
to b product is the company's strategy or related parties to you put forward the requirements of the product manager will be this kind of "offline existing demand" systematization, to improve the efficiency of existing processes. That is to say, to produce drawings, promote capacity building, to complete the demand of the party. From the statement, you feel is that these products are generally supportive of the platform products.
From the characteristics of the work:
To C products on the product manager's biggest requirement is: a good sense of the user, can accurately refine the user's real needs, for the product of the market direction and user interests to seek a balance point. They need to have a certain operation foundation, and be able to optimize the product according to the user's feedback.
An excellent to c product manager is also an excellent data analyst, able to push back the product function according to the data result.
To c product managers are generally willing to share, and can often be seen with the boss PK, character will not be very boring.
They also know a little bit about operations, marketing, and branding strategies, and will reflect them in the product form.
Additionally, to c product and development are on the same team, and the goals are generally the same, so they can just work towards the same product direction. So you'll see that to c product managers don't require as much project drive as to b product managers do.
To c product managers also need to have a high degree of interaction design capabilities and user experience perception, the interaction design and experience perception must be centered around the company's strategy and product direction to carry out the development of the to c junior product managers are most likely to make the mistake of putting too much time keyed in the design details of the product. To be more specific, the interaction design and UI design of the product is too important, almost most of the time is spent on the design of the axure prototype, and ignored the product direction and the product itself should focus on the place to consider.
In many product-related websites and blogs, you'll find that the vast majority of discussions and shares are about interaction and design, which can easily get junior product managers stuck in the mire and cause the overall product to lose its overall feeling.
To b product on the product manager's biggest requirement is: to b end of the product manager needs to have excellent ability to comb the demand and promote the ability, in the big company is especially obvious. To give a chestnut of enterprise support applications, if you let you do Tencent game settlement system, settlement involves how to get the payment flow, internal systematization of reconciliation, with external suppliers systematization of self-service reconciliation, out of the settlement statement, the bank to play the payment process, etc., each of these aspects of the normal flow of each step, abnormal processing and other issues, if it is a publicly traded company, but also involves the audit of compliance, the process may be across a variety of departments, business groups, and external companies.
To cite a chestnut of building ecosystems, WeChat open platform, because of the need to implement Tencent's overall open strategy, for the implementation of this type of open strategy involves the construction of the overall open ecosystem, such as the public number ecosystem, the payment ecosystem, which is actually a very large systematic product of each system. This kind of platform-level product managers in addition to the strategy to understand the ability to put forward high requirements, because the underlying interface open design needs, some of their positions will also be on the technical understanding of the ability to put forward certain requirements, of course, will not require you to write code.
You can see that the demand for to b-side products is to serve the company's strategy, or to serve the existing offline processes, what the product manager has to do is to understand and implement the company's strategy, to build the ecosystem, or to systematize the existing processes, which means that the main source of demand is not the ordinary users.
Building a complete ecosystem, or improving efficiency, is where the value of the to b product manager lies. One of your promotion will change the industry, such as the product manager of WeChat, who proposed the merchant management ecology, which provides a complete Internet transformation solution for offline merchants. Or, if you do not have access to such a huge number of users of the platform, for the enterprise internal support products, you do the financial reconciliation systematization, you can release the financial, cashier xx people manpower, improve efficiency is your achievement.
If there is no very strong demand combing ability, it is difficult to sort out this kind of process and logic, any place where there is an omission or error, will face the challenge of the senior boss, cooperative departments, or external companies, and even face the risk of prosecution of the cooperative companies.
At the same time, because this kind of function generally involves cross-departmental, cross-business group team cooperation, their goals must be inconsistent, if there is no excellent ability to promote, it is impossible to promote the company so many departments collaborate to build for you to work hard for your goals, excellent to b end product manager will be exuded by the compelling leadership.
So you can see that the biggest requirement for to b-side products is the ability to understand the company's strategy or needs and the ability to drive them. These types of products don't focus on operations, so you see that the operations skills of the to b product manager are missing.
Product managers who do these kinds of to b products are generally very logical thinkers, and their personalities are a little bit dull compared to to c product managers, and most of them are overly rational. They can be very patient to sit down to understand the requirements of the company or partner departments, in fact, they also serve as a product manager and requirements analyst role, excellent to b product manager if the transition, with the ability to do large companies of IT systems consulting analysts.
From the product target assessment:
To c assessment indicators are relatively direct, can be quantitatively analyzed, such as the number of daily active users, the number of monthly active users, user growth rate, revenue-related indicators. This kind of indicators, completion is completed, poor xx% completion is poor xx% completion, no two words.
To b-end product because of its product form problem, in the web-end product team to formulate kpi assessment indicators, are centered on the system construction, efficiency improvement, work ability to build indicators.
That is to say, the bosses, the business side and other students know that the value of the to b support product line is huge and indispensable, but the to b assessment indicators and the to c product user number, revenue indicators, compared to, it does seem to be relatively vague, it is difficult to accurately quantitative assessment.
To put it bluntly, because of the fuzzy KPIs, the year-end awards for the to B team will not be as expensive as those for the business sector due to the overfulfillment of KPIs.