In order to ensure the smooth development of various affairs, we must let professional people do professional things. This statement is definitely correct. However, the actual work situation is: this thing is not necessarily done by this "position". For example: Should product market research and feedback be done by "product managers"? As the first gatekeeper of product positioning and quality, product managers should regularly invest in market research to provide a realistic basis for the next iteration plan. But what about the actual situation? The product manager proposes this matter and asks the assistant to do it, or let the connected product operation do it.
If the number of customers served is not large, it can be said that there are not many survey samples, and there will be more time and experience to obtain more in-depth research results. If the number of customers to be served is very large, for example, no b2b data matter how to sample the scope of this survey, 100 samples are still needed. In order to ensure the quality of the survey, we can only further appoint a specific contact person of our company to do consultation, and then summarize the results and return them to the product manager. . If the product manager directly adopts it, the matter is over;
if some results are questioned, the researcher needs to find all kinds of evidence to prove that the conclusion is correct. Things that were originally very simple actually required more manpower, energy, and time than predicted. This is just a common case in our B-side product development process. How complicated and cumbersome are the various affairs that the B-end customers do, who will straighten out and clarify these affairs, and let everyone execute them according to a common rule?