做产品 PMaker
空格的键盘
调研 规划 设计 验证 PEST · 看大环境 SWOT · 看自己处境 5WHY · 挖根因 马斯洛 · 看动机 PMF · 有没有人要 波士顿矩阵 · 投哪个 SMART · 定目标 MECE · 分得不重不漏 五要素 · 从抽象到具体 KANO · 需求分档 Y 模型 · 从诉求到方案 MVP · 砍到最小 AARRR · 看整条链路 北极星 · 选一个数 漏斗 · 找卡在哪一步 模型是清单,不是答案。它的作用是提醒你别漏掉某一面

按阶段索引,不按知名度排。开会前扫一眼这张图,就知道该拿哪个框架去问问题。

Product Thinking Models

These models won't hand you the answer. Their value is as a checklist—forcing you to fill in the side you hadn't considered.

The classic symptom of empty use: you fill in the four SWOT boxes and call it done. Nothing changes, no one looks at it twice. There's only one test for whether a model earned its keep this time—after using it, did your decision change?

Below we unpack the three most-used. For the rest, knowing from the diagram above when to pull them out is enough.

KANO: Ranking needs

Sort needs into five categories to decide what to build first. It answers: "If I add this feature, will users be more satisfied?"

满意 不满 功能做得越好 → 兴奋型 期望型 基本型 基本型没做好,用户会骂;做到位了也不会夸
The point isn't to stare at all five numbers—it's to find the steepest drop and focus there. Most products fail somewhere between activation and retention: people show up, try once, and never come back.

The Five Elements of UX

Five layers from abstract to concrete. Its biggest use is a reminder: when something's wrong, look one layer up before endlessly reworking the surface.

感知层 颜色、字体、图标 框架层 按钮放哪、页面怎么排 结构层 信息架构与交互流程 范围层 做哪些功能,不做哪些 战略层 用户要什么,我们要什么 越往上越具体
The point isn't to stare at all five numbers—it's to find the steepest drop and focus there. Most products fail somewhere between activation and retention: people show up, try once, and never come back.

AARRR

Split the user's full path—from arrival to departure—into five stages, to pinpoint exactly where they get stuck.

获取来了多少人
激活有多少人用起来了
留存有多少人回来
收入有多少人付钱
推荐有多少人带人来
The point isn't to stare at all five numbers—it's to find the steepest drop and focus there. Most products fail somewhere between activation and retention: people show up, try once, and never come back.