如何定义B端产品及B端产品经理方法论
User demand mining and product co creation in ToB scenarios
DingTalk User Experience
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2025-02-28
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B-end product managers need to conduct more in-depth user interviews, research, and analysis, while C-end product managers need more rapid user testing, feedback, and iteration
In the ToB scenario, the mining of user needs and product co creation are key steps in achieving product success. This article takes DingTalk's practice in the "AI+CRM" field as an example, and elaborates in detail on how to achieve a deep integration of user needs and product design in complex ToB business scenarios through steps such as understanding business background, identifying target users, mining pain points, identifying real needs, and verifying product concepts.
In the ToB scenario, due to its long decision-making chain, implicit requirements, diverse role interests, and customers often focusing more on value returns rather than emotional experiences, it is more complex compared to the ToC scenario. Therefore, accurately identifying the true needs of users is the key to product success. Taking the project of "AI+CRM" as an example, we need to understand how to find suitable AI entry points in the CRM field to help users improve efficiency and enhance user experience.
Co creation Step 0- Understanding the Business Background
1. Understand the market situation and conduct research on competitors
By studying companies with good AI applications in the CRM field both domestically and internationally, organize the most frequently used and frequently mentioned scenarios, and classify them.
Next, we need to identify the target company
How to choose a suitable company has the following points:
Decompose a company from a divine perspective, understand its industry background, employee situation, key business areas, costs and profit models, current market environment, difficulties and opportunities.
The BD student of DingTalk has a deep relationship with the key decision-makers of this company, which can form a long-term stable communication mechanism and tacit understanding.
We need to continuously help them solve product related issues (VOC) and assist customers in achieving success.
3. Identify target users
The first step is to understand the member structure of the team, clarify the user profile, and not randomly find people. It is necessary to cover the responsible person, decision maker, and user.
In the toB scenario, the management usually has more say and tries to find them to co create.
How to define B-end products and B-end product manager methodology
Compared to C-end products, the biggest feature of B-end products is that they are aimed at specific domain users and have a much smaller quantity, but they pay more attention to in-depth exploration of user professional domain operation processes - that is, they have stronger professionalism and are more closely integrated with business.
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Try to close all roles as much as possible, not only to find administrators, but also to find frontline operators who are the people who have the closest daily contact with the product.
In the process of co creation, it is important to become friends with customers. If you are not familiar with them, it is difficult to understand their true voice and customer feelings.
Talk about the true motivation behind behavior, not just the way it is done. Providing functionality does not mean you are providing value, understanding the 'reasons' behind user behavior.
The target user group of DingTalk is DingTalk's service colleagues, mainly divided into internal sales colleagues, service provider partners, telephone sales service colleagues, and team leaders.
4. Preparation for Problems Before Co creation
Co creation goals related: What are the pain points of users, what tasks are set, and what solutions do they hope to obtain.
Regarding people/users: Who is this user, how does he use the product, what does he hope to achieve, and what are the key demands for using the product.
Regarding the product: How do users feel about the content/demo, what is the usability of the product, and what features do they like/dislike.
Example of problem:
Co creation process - identifying pain points
We usually follow BD or deploy classmates to co create on-site.
Before co creation, it is necessary to communicate with the deploying classmates in advance. During the deployment process, observe and learn more about the concerns of KP and employees, and grasp the main demands.
After deployment, conduct in-depth communication and guide co creation topics based on user concerns.
Need to be empty, do not preset answers; Listen more, think more, express less, and remain neutral.
Identify genuine needs
1. After co creation, we can deposit the customers in the conversation into user profiles
For managers, middle managers, and ordinary employees, the daily work focus and characteristics of different roles are different. We need to find the core focus of each user role.
For example, taking the telephone sales team as an example, it is divided into front-line telephone sales assistants, quality inspection assistants, training assistants, sales supervisors, PMs, and team leaders, and each person's daily work and their respective work characteristics are identified.
Sort out the problems encountered by users in their daily work, understand the time proportion of each user's core tasks, and identify the most critical pain points.
The emergence of new elements, conditions, scenarios, problems, and changes will bring about new demands.
For example: intelligent driving, AI intelligent agents. Therefore, when facing a problem, it is not only possible to improve the overall effect by solving the experience problem or adding patches, but also to solve the existing problem by meeting new requirements.
Comprehensively evaluate solutions by studying industry trends, competitors on the market, technological feasibility, and input-output ratio.
3. Produce universal and complete solutions
Taking the complete solution of AI sales assistant as an example, we need to help frontline staff improve the quality and efficiency of practical operations before, during, and after service, assist middle-level staff in better managing staff in daily processes, and help senior management reshape organizational operations to reduce costs and improve efficiency.
For example, a telemarketing assistant can help telemarketing assistants quickly understand customers and call strategies before a call; Assist the waiter in identifying the customer's intention during the call, query the knowledge base, and remind them of the important nodes of the call; After the call, automatically generate a conversation note and provide suggestions for the next step.
Intelligent quality inspection helps quality inspectors quickly discover high-quality content and share it with various teams, while also efficiently handling violations.
Intelligent coaching helps newcomers grow rapidly, learn how to flexibly apply standard language to various sales scenarios, and assist in identifying and improving potential communication problems; At the same time, it can improve the training efficiency of the trainees.
4. Conduct concept validation and optimize product design for frontline secondary and middle-level managers
When faced with solutions to real needs, users will be amazed, Aha Moment。
Verify with existing customers, verify with new customers, and use observations (behavior/expressions/language...) to verify whether MVP truly exceeds user expectations based on their actual behavior.
Find customers of the same type, demonstrate the new feature demo for them to get started and observe them.
For example, when we explain the product features of "intelligent quality inspection" to students from another phone service team, they are eager to use this product immediately. At this point, we know that the demand for this product has been verified as genuine.
Tip: If users are asked to rate new features, each person's rating mechanism may be different, and it is necessary to determine each person's rating range.
In addition, during the product validation process, we sometimes find that the product unexpectedly impresses users. For example, when doing "real-time assistance for telephone sales", the subtitle stream we displayed was originally intended for better replication to query relevant information, but users can easily review important and detailed customer content such as contact information, address, etc. after talking to the waiter for 3 minutes.
In the process of designing and redesigning, we also need to take into account users' past habits. For example, during a call, the waiter would occasionally review the "note taking" records to write notes. In order to strengthen the AI's ability to write notes, we also allow the waiter to intelligently generate notes on the note taking page. In the future, we will gradually shift to the habit of intelligent note taking, where the waiter can directly make the next call.
5. Concept validation for key KP/senior management
By fully introducing the functions and concepts of the product, or allowing KP to experience the product demo, it can be determined whether it is consistent with KP's key goals.
Set reasonable expectations to ensure the right product direction and reduce waste of time and resources.
For example, when we present our "customer profile" product to KP, they are willing to participate and provide constructive suggestions, and help promote the product together in various groups. summarize
The focus of requirement mining in the ToB scenario is to delve into the business scenario, closed-loop all user roles, and the business links and pain points between roles. In the product validation phase, it is necessary to quickly produce usable prototypes and continue co creating with various roles, find their Aha Moments, refine product details, and push forward with launch. With the application of AI in various B2B scenarios, we need to find the essence of the underlying needs, make super services a habit, maintain an exploratory attitude, listen to customer voices, and continuously improve products.
Author: Biying @ DingTalk Design Center
This article is authored by Renren who is a product manager [Pinning User Experience]. WeChat official account: [Pinning User Experience]. The original/authorized release on Renren who is a product manager is prohibited from reprinting without permission.
The title image is from Unsplash, based on the CC0 protocol.
在ToB场景中，用户需求的挖掘与产品共创是实现产品成功的关键环节。本文以钉钉在“AI+CRM”领域的实践为例，详细阐述了如何在复杂的ToB业务场景中，通过理解业务背景、确定目标用户、挖掘痛点、辨别真需求以及验证产品概念等步骤，实现用户需求与产品设计的深度结合。
在ToB场景中，由于其决策链长、需求隐性化、角色利益多元，且客户往往更关注价值回报而非感性体验，相比ToC场景更为复杂。因此，如何准确识别用户的真需求，是产品成功的关键。以我们拿到了“AI+CRM”的课题为例，我们需要去了解在CRM场域内，找到合适的AI切入点帮助用户提效，以及提升用户体验。
通过研究国内外在CRM领域AI应用较好的公司，整理应用最为频繁，被高频提及的场景，并进行归类。
如何选择合适的公司有以下几点：
用上帝视角拆解一家公司，了解一家公司的行业背景、员工情况、公司重点业务、成本和盈利模式，当前市场环境、困难和机会。
钉钉的BD同学与这家公司的关键决策人有较为深厚的关系，可以形成长期稳定的交流机制和默契。
我们要持续地帮助他们解决产品上问题（VOC），帮助客户成功。
第一步可以了解该团队的成员架构情况，明确用户画像，不要随机找人，需要覆盖负责人、决策人、使用人。
在toB 场景中，通常管理层比较有话语权，尽量找他们共创。
尽量闭环所有角色，不仅要找管理员，也需要找一线的实操人员，他们是日常与产品联系最密切的人。
在共创过程中，要与客户成为朋友，如果跟他们不熟，很难了解真实的声音和客户感受。
聊出真正的行为动机，而非只是行为方式。提供功能并不意味着你在提供价值，了解用户行为背后的“原因”。
以钉钉的目标用户群体是钉钉的服务同学，主要分为内部的销售同学、服务商合作伙伴、电话销售服务同学，以及各个团队的负责人。
共创目标相关：用户的痛点是什么、设定什么任务，希望获得怎样的解决方案。
关于人/用户：这个用户是谁、他如何使用产品、希望实现什么、使用产品的关键诉求是什么。
关于产品：用户对内容/demo的感受如何，产品的可用性如何，喜欢/不喜欢什么功能。
问题举例 ：
我们通常是跟着BD或者部署同学上门共创。
共创前，要提前与部署同学沟通，部署过程中，保持观察、多了解KP、员工关心的点，抓住主要诉求。
待部署后，再进行深入交流，根据用户关心的内容切入，引导共创话题。
需要放空，不要预设答案；多听多想，少表达，保持中立。
1. 共创后，我们可以将对话的客户沉淀为用户画像
针对管理者、中层、普通员工，不同角色的日常工作重心、工作特征是不同的，我们要找到每类用户角色核心关注的内容。
例如，以电话销售团队为例，分为前线电话销售小二、质检小二、培训小二、销售主管、PM以及团队Leader，找出每个人的日常工作和他们各自的工作特征。
梳理用户在日常工作中遇到的问题，了解每位用户核心事情的时间占比，找出最核心的痛点。
2. 新元素、新条件、新场景、新问题、新变化的出现会带来的新需求。
例如：智能驾驶、AI智能体。因此，面对一个问题不仅可以通过解决体验问题的方式、增加补丁等方式提升整体效果，也可以通过满足新需求的方式解决原有的问题。
通过研究行业趋势、市面上的竞品、技术可行性以及投入产出比来综合评估解决方案。
3. 产出通用的完整解决方案
以AI销售助理的完整解决方案为例，我们需要帮助前线小二提升在服务前中后的实操质量及效率，帮助中层可以有抓手在日常过程中更好地管理小二，同时帮助高层重塑组织运营方式，降本提效。
例如电话销售助理可以帮助电销小二在通话前快速了解客户以及通话策略；通话中帮助小二识别客户意图，查询知识库，提示自己通话的重要节点；在通话后，自动生成会话小记，给予下一步建议。
智能质检帮助质检小二快速发现优质内容，分享给各个团队，同时也可以高效处理违规事件。
智能陪练帮助新人小二快速成长，学习如何将标准话术灵活运用到各种销售场景中，帮助识别和改进在沟通中可能遇到的问题；同时可以提升培训小二的培训效率。
4. 针对前线小二及中层管理者的概念验证，优化产品设计
用户在面对真实需求的解决方案时，会眼前一亮，Aha Moment。
找原有的客户验证，找新客户验证，通过使用观察(行为/表情/语言…)，基于其实际行为验证MVP是否确实超出用户预期。
找到同类型的客户，将新功能 Demo 进行演示，让客户上手使用，观察客户。
例如当我们给另外一支电话服务团队的同学讲述“智能质检”的产品功能时，他们迫切地希望自己可以马上使用这款产品，这时候我们就知道验证了这款产品的需求是真需求了。
tips：如果让用户对新功能进行打分，每个人的打分机制可能会不同，需要确定每个人的打分区间。
另外在产品验证过程中，我们有时也会发现产品在自己意料之外地打动了用户。例如，在做“电话销售实时辅助”时，我们展示的字幕流原先是为了更好地复制以查询相关信息，但是用户在与小二通话了3min后可以方便回看重要精细的客户内容，如联系方式、地址等。
在设计改版的过程中，我们也需要照顾用户过往的习惯，例如小二在通话时，时不时会回看“小记”记录去写小记，为了加强AI写小记的心智，在小记的版面上，我们同时允许小二智能生成小记，未来慢慢转变到小记智能生成，可以直接拨打下一通电话的习惯。
5. 针对关键KP/高层的概念验证
通过完整地介绍产品的功能及概念，或者让KP实际体验产品demo，可以确定与KP的关键目标是否保持一致。
设定合理的期望，确保在正确的产品方向上从而减少时间和资源的浪费。
例如，当我们将“客户画像”的产品讲述给KP时，他们愿意自己参与进来提出一些建设性的建议，并帮忙一起在各个群里推广产品。总结
ToB场景下需求挖掘的重点在于深入业务场景、闭环所有用户角色以及角色之间的业务链路和痛点，在产品验证阶段需要快速产出可用原型与各个角色继续共创，找到他们的Aha Moment，打磨产品细节后推进上线。随着AI在各种toB场景下的应用，我们更需要找到表象下的需求本质，让超级服务成为一种习惯，保持探索的心态，倾听客户的声音，不断改进产品。
作者：碧颖 @钉钉设计中心
本文由人人都是产品经理作者【钉钉用户体验】，微信公众号：【钉钉用户体验】，原创/授权 发布于人人都是产品经理，未经许可，禁止转载。
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