Product Philosophy by Ma Huateng

For quite some time, the transformation and iterative drive of this business has not come from an established strategy, but rather from continuous product innovation. And the innovation did not come from the lab, but from the changing needs of the market.

Kevin Kelly, in his book The New Economy - The New Rules, foresaw this typical feature of Internet businesses, which he called "flux": the networked economy moves from a state of change to a state of flux, which overturns what is already in place and provides a breeding ground for more innovation. This dynamic might be thought of as "compound regeneration," and it comes from the edge of chaos.

Tencent's strategy for dealing with flux: changing with the changes, never fixed

Ma Huateng interpreted Tencent's incremental innovation as "small steps, trial and error iteration". In his view, perhaps every product update is not perfect, but if you insist on discovering every day, to correct one or two small problems, less than a year basically polished out of the work, they are also very much the feeling of the product.

As Bakhtin reveals, such a world has an "unfinishable nature," and its continued evolution depends on free creativity on the one hand, and proper moderation on the other. In such an ecosystem, control of trends and details are equally important.

Without a deep understanding of user needs, there would be no rapid response to product refinement. Henry Ford once said: "The secret of success lies in putting one's own feet into the shoes of others, and thus considering things from their point of view. Service is the spirit of this, to see the whole world from the standpoint of the guest.

Use each product in turn every day like an ordinary user.

"The easiest way to find out what's wrong with your product is to use your product every day. Product managers can only be more sensitive to find out where a product is lacking. I'm often surprised that some product managers say they can't find problems. I believe that if the product manager can insist on using the product for three months when it is launched, he or she will definitely find a lot of problems. And problems are finite, find one a day, fix it, and you will slowly approach that 'word of mouth' point. Don't stop doing the work because it's not technical, a lot of good products have been made this way. Our leaders don't just schedule the people below them to do it, but they must do it themselves. These are not difficult, the key is to persist, the mind must think 'if we don't try this weekend, something is sure to happen' until a product is basically molded."

Often go to various product forums to "dive" and hear different voices and feedback.

"We have to take the initiative to chase out the product, to check, to search, and then take the initiative to contact the user to help solve the problem. Some of it is really the users getting it wrong, some of it is our own problem. We have a good mindset and hope that the user can find out the problem we then solve it. Even if it is a small problem, solving it is a big thing. Some things get done and see quick results. It's important to focus on multiple areas and check in with operations often, for example, if your product is slow, users don't care if you have a poor IDC or something else, they just know you're slow."

"When I was working on Foxmail, I unconsciously mimicked user behavior, I just didn't know at the time that it was called user experience."

- Bruce Zhang

"Most innovations are not researched, but are the result of our own repeated experiences." -Steve Zhang

"I hope people give more suggestions and feedback on requirements. Definitely fast feedback" ? -Steve Zhang

"That's how fast you instantly become an 'idiot-level user'."

- Bruce Zhang

Ma Huateng's product talk

On "core competencies" -

? Any product has a core capability, the purpose of which is to be able to help the user and solve the user's needs in a certain area, such as saving time, solving problems, improving efficiency and so on. The core capability should be extreme. To think more about how to differentiate through technology, so that people can not do, or through a year and a half to catch up.

? Many users commented on QQ mailbox that the only reason to use QQ is to transfer files fast and have groups, then this is our advantage, we have to maximize such advantages. For example, offline file transfer, embodied in the form of mail is a transit station, even if it is an oversized file is not difficult, the key is to do it. Although the real use of the user is not necessarily more, but the user will say, I want to pass large files, looking for half a day can not find a place to pass, under the helplessness of a very 'bad' QQ mailbox, actually line, so our word of mouth came.

? When it comes to the core competencies, first of all, there must be a technological breakthrough point. We can not do people have I also have something, otherwise always ranked second and third, although there are opportunities, but the lack of surprise when the first time out, will lose the user's sense of identity. At this point, the first thing you have to focus on is the hard indicators of your product. In the design and development of the time you have to take into account the outside world will compare it with the competition.

? To be big, you first have to consider how to make people think about it also can not catch up. So many years on the Internet data center accumulation we can not waste, such as high-speed uploads and metropolitan area network transit station, and then may find a new problem, if not mail, in the IM and how to achieve. Our goal is to make the user feel super fast, fast, so that the user experience is very good, all of these require a lot of technology and backend cooperation.

Product updates and upgrades require product managers to work with them, but we don't have a lot of product managers who come from R&D backgrounds. And products and services are required to support a large number of technical background, we hope that the product manager is very senior, preferably by the front-end, back-end development of technical research and development personnel promoted to. A good product is best handed over to a technically competent and experienced person, which will make everyone feel more at ease. If the product manager is unqualified, let a lot of brothers to accompany the work, the results found that the reverse error, which is very wasteful and demoralize the team.

On "word of mouth"-

? Personalized service, not mass service, is also about achieving word of mouth.

? Don't abuse the platform when you don't have word-of-mouth for a product. Our product managers seem to have a good distribution of energy, 50% product, 50% marketing, of course, if you have good control in the basic aspects, this is of course possible. But for the most part our guys don't do the first bit well. If your strength and chances of winning are less than 70%, 80%, then focus on the core. When your product has gained a good reputation, in an upward trend and then consider these.

? Product manager to focus on the most core, can get the user reputation of the strategic point, if this piece is not done thoroughly, the result can only let the user disappointment, and then spend more energy to make up for it, which is not worth the loss. When the user in the automatic growth (the user will actively recommend friends to use our products), do not bother the user, otherwise it may be a good intention to do bad things. At this point, didn't do a thing, every addition should be carefully considered, really constructive to increase the product a word of mouth. When the user's word of mouth is bad, it is difficult to pull the user back.

? Add features and be skillful in your ability to manage control. After the core function is done well, the common function is to gradually not Qi. Product innovation in the local, small places should never be satisfied. As a product with a good reputation, every time you add a feature, you should consider clearly whether this feature will bring confusion to 90% of the users when it brings good feeling to 10% of the users. Be smart when there is a conflict and avoid it by situation. Each feature does not have to be used a lot to be good, but the people who use it all feel good is really good.

? Do product development needs to have a strong R & D mechanism to ensure that this can make product development more agile and fast. Even big projects need to be flexible. Don't say wait 3 months to show you something, by this time the competitors have run out of know how far.

? Do products to do word of mouth should focus on the direction of high-end users, opinion leaders concerned. Once upon a time, our thinking is to grasp the big and let go of the small, to meet the needs of most of the "white" users. But now, the feeling of high-end users is really can take the word of mouth.

On "experience iteration"-

? Product managers need to think of themselves as the "most critical user". We do product energy is limited, interaction content is a lot, so to catch the most common piece of traffic, the largest amount of places to consider, to standardize to make the user very comfortable to use. To feel, tactile have pondered, there is confusion to think to improve, such as the mouse less mobile, can be quickly point to and so on.

? Developers have to think about the product with their hearts, not a business-like attitude. You have to be responsible to take the initiative to complete. You can't say wait until the product is all done and sent to the front like an assembly line and then do it. 40% to 50% of the final experience of the product should be decided by the developer. Product people should not be jealous of some of the work is designed by the developers, the only way is the team **** with the participation, otherwise out of the product will certainly be half a beat slower.

On the "aesthetics of detail"-

? Like where to put the "back" button on the mailbox, on the right or on the left, we need to think more about how to put it better, and then go online to test it after thinking it over. For the same user to send mail, in the case of this user has more than one mailbox, how to choose the most recent account by default, these requirements are very small, but you really do it, the user will say yes, although he may not be able to say where it is good.

? The development of the product should be consistent with the user's habits, such as more people in writing emails have to use the keyboard to copy things, although the realization of some technical difficulties, but it can be solved. There is also the sensitivity of the mouse feedback, convenience and other aspects of the same.

There are a few things we should stick to in design:

-Not forcing the user;

-Not harassing 99% of users for 1% of their needs;

-Light art, to the point;

-No deliberate pandering to under-ageing;

? In terms of the overall architecture of the product operation, the following strategies can be used:

? -Interaction: "Don't make me thin!"

? -Art presentation: "Keep it as simple as possible"

? -Product design: "Let the functionality exist in the intangible."

? -Operational requirements: "Instability will be a lost cause!"

? -Overall requirement: "Fast, stable, functional, great experience!"

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In quite a long time, Chinese Internet entrepreneurs tend to talk about trends, strategies, and responsibilities of the times, but no one has ever been so focused and subversive on the product itself as a "product manager".

"This is something that needs to be looked at every day, and if you as a manager don't look at these things or only look at them for a long time, you'll miss a lot of things in between or you'll be a lot slower to react" - Ma Huateng

"It's important to develop a sense of digital operations. That way people don't get overwhelmed by people and find all sorts of reasons to put things off at the end of the day. You should look to know what's going on and ask more questions. I hope to rely on this kind of thinking to bring up every piece of our business"

- Ma Huateng

"Open the door to the future"

? I am a man of few words, so I choose to communicate with you by email.

? We have never had a security crisis of this magnitude since the company was founded. We have spent many sleepless days and nights together during this time. When we look back at these days and nights, we may remember the labor, the aggravation, the helplessness, and the lack of strength in the marrow. But I would say that in another 12 years, we will take our hats off to this time.

? As the leader of the company, it is necessary for me personally to reflect at this moment and share these reflections.

1. This is not the worst moment

Some might argue that Tencent is going through its most dangerous challenge ever. But I would argue that a real crisis never comes from the outside. Only when we disregard the user experience do we encounter a real crisis. Only when one day Tencent threw away the culture of conscientiousness and diligence to serve users, this is the real hard again.

2. There is no best moment

In the past 12 years, my deepest experience is that Tencent has never been able to rest on its laurels for a single day, and every moment can be the most dangerous moment. 12 years, we have been treading on thin ice every day, and we are always worried that a certain omission will give us a fatal blow at any time, and we are always worried that our users will abandon us.

3. Let's let go of the anger

For some time now, a common enemy sentiment has been fermenting within the company, and many people have identified 360 as the enemy. But history throughout the ages has taught us that the only people who get burned by anger are themselves. If there is no 360's fury, we will not have so much pain, and will not have so much reflection, and therefore not have so much realization today. Perhaps one day in the future, when we go to a new height, to thank today's opponents to give us sharpening.

4. Let's stay in awe

In the past, we always thought about what was right. But now, we have to think more about what can be recognized. In the past, we pursued user value while enjoying the speed and passion of running towards success, but now, we need to implant more reverence for the public, the industry, and the future in our culture.

? 5. Let's open the door to the future

? Now is the time to end this strife and open the door to the future. This is the moment when we stand at the beginning of another 12 years. This moment is also an opportunity for us to seize the moment and accomplish a metamorphosis.

Horse eight

First, the Internet is about to come out of its history of the "Three Gorges era", the passion will be more, the power will be greater.

Any time a new tool appears, it will always cause social surprise, as well as a lot of attention, and popular for a while. This process is like the Three Gorges of the Yangtze River all the way through the treacherous waters, and after this phase has passed, the novelty is gradually lost. However, this drives a reshaping of the social fabric, and the forces of innovation will be overwhelming. One sign of this turning point will be the proficiency of every citizen in the use of the Internet as a tool.

? Second, the client is no longer important, the value of the industry upstream will re-emerge.

? Looking back, many people believe that Tencent has been successful because of a QQ client software. We can very easily reach the user, the hands of a lot of users to push what products can be successful, this is actually a channel, we can easily through this channel to reach the user. But in the future we feel that this trend, or this story will no longer exist. Sooner or later, the era of strong channels in the Internet will pass. Simply put, the value chain is shifting upstream in the Internet industry chain. That is to say, if people only rely on your client in the future, the business will step into a major crisis.

Third, "monopoly" is a troublesome charge, but sometimes it is really a hypothetical charge.

Many so-called monopoly companies are in fact still facing a major crisis as their industries continue to change. That is to say, in the industry of rapid value change, no company can rest easy. Therefore, to challenge Alibaba, Baidu and Tencent, which some people say are the three mountains, the effective way is not to establish a similar platform and form a monopoly, but to be able to form a good industrial chain in response.

Fourth, the interception of the channel is only "assassin", occupying the source of this is the "revolutionaries".

The Internet will no longer exist as an independent industry, it will be integrated into traditional industries. In the role of the Internet, the upper reaches of the industry chain will become more and more important. In other words, what kind of products and services you have is the most important, rather than what kind of a channel you have. The outside world has always had a misunderstanding of Tencent, saying that our core value is QQ and channels. In fact, we realized a long time ago that this is not sustainable, so we began to make every effort to build the value source of the industry chain, that is, you have to have very good and excellent products and services, as well as applications.

Fifth, the advertising model is the product of the "product economy", the intellectual property model is the "experience economy" favorite.

In the past, in the product economy, the product and the attention are separated, that is, the sales product design in order to obtain the visibility and reputation had to go to the media side of the purchase of attention, and this is the essence of advertising. But now we see that the product economy is gradually evolving into an experience economy, and unique experiences will become a source of value for all industries, which will open up an infinite space for industrial value-added. In the era of product economy, media content is an independent industry, that is to say, to provide a carrier for advertising, then, in the era of experience economy, media content will be integrated into other industries, and become a source of value.

? Sixth, do not be "free" scared. With "scarcity", you have the weapon to break the spell of free.

? There are three ways to create scarcity. The first is to have a long-term large brand investment. Second, to create a unique experience, such as Apple's iPhone, through an integrated approach to integrate many technologies together to create a very good unique experience. Each of its technology in the view of other manufacturers are not high-end technology, the key is to integrate it into an experience, which is a scarcity. The third is to shape the star.

Seven, the product economy binds people, the Internet economy will liberate people

One of the missions of the Internet is to transform the traditional object-based economy, to free people from organizational bondage. In other words, in the future world of the Internet has a unique charm and independence will become the ultimate source, will become the ultimate winner. Aggregating more personal value, providing a platform for more people's self-realization, and coalescing the potential of individuality, charm and innovation into a huge commercial value is the future of the Internet, and one of Tencent's visions. Only by releasing the value of people, the continuous upgrading of industry will happen, and a stable social structure will emerge, which is the contribution that China's Internet should be able to make.

? Eight, in the "cloud organization" era, "great company" does not necessarily mean "big company".

? "Cloud" is the shape of the future of society, is a way of aggregation of social resources, that is to say, usually in the form of water molecules exist, the need to integrate the period, once the conditions are ripe will form a "cloud", after the completion of the task and scattered. Such an organizational form may be a norm for the future Internet. Tencent's eyes of openness and **** enjoyment, simply put, is to release the value of people as the focus, to personal resources as a foothold, to cloud organization to cohesion, to cloud innovation to promote.

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