Photo by Unsplash
Finally, our long-awaited product has come to the fore.
Four months of painstaking efforts is no longer an empty check.
Coincidentally, it was right in the middle of the College Entrance Examination, even though we had tried so hard to avoid major events for a smooth launch.
Some of my colleagues were in a frenzy in their Wechat Moments, but I was more tranquil than others. Unwilling to admit, we could do better and the demons of my perfectionism devoured my tinkling excitements.
As a Product Manager, it was my honor to share the bitter-sweet moments of our initiation.
What still lingers on my mind is that when it was delegated on schedule, we were far away from preparedness. The idea of product evolution is commonly perceived as the most efficient weapon to swim with the tide.
Before our decision, the previous product has survived in the swarm of sports and health applications for two years without blockbuster features.
When put into my hands, it was less satisfying than expected. I was perplexed and disappointed, but soon I had to slowly accommodate to the status quo.
After our first round of financing, the chance has finally arrived at our doorsteps. The investors were more anxious to deliver a handy product with perfect UI experience and interaction. It seemed our old application could no longer lead the charge.
Here began the journey in the late January of 2018.
At the same time, I was preoccupied with the Product Notes Column and promptly rejuvenated the product design with some unrealistic ideas. Our initiation was thus accelerated.
We did not have our roadmap in the beginning. I formulated a basic projects schedule where we could easily get a glimpse of our assignments.
Photo: Schedule Verion 1.0
In fact, the way I carried out in the research and analysis phase is my deep-rooted methodology which has been shaped from different perspectives in my career. Despite the clear understanding of the tennis market and the personas, I would like to jump at the chance to reflect on our business models as well as the creative solution we claimed to tackle the problem.
The result was contrary to my anticipation. Best as the application could be, the key element in the whole picture is the number of tennis courts currently inour platform. It is our Damocles' Sword from day one.
It is saddening to see that product is not the overriding power that wins the market. Maybe it was just my sheer imagination, who knows?
Once I had conjured up the solutions, I then moved on to some interesting interactions and movements. I have been an avid admirer of myriads of beautiful and charming designs. Aesthetic Sense is what our traditional applications lack.
Therefore, together with other two colleagues, I have repeatedly drawn power from the best products in the world. Their creativity is more mind-blowing and breathtaking than mine.
After rounds of brainstorms, we have come to an agreement that this new application shall be its own king. The whole process sound impeccable, but it was crappy behind the scenes. I had to grab my paper and rush to their seats for continued discussions.
When all was set, it was the perfect time for our engineers to stage.
We had our disputes and conflicts. What impressed me most was their systematic framework. They could always challenge me with following questions：
Have you ever considered the scalability of this feature?
How could we accommodate all our products and obey the same rules so as to avoid mistakes?
If the new application is released, what about the old one?
At the thought of potential confrontations, it become my habit that every time I tried to expound my ideas, I would demonstrate and prepare for some unforeseen scenarios. It was a delicious taste of my cognitive ability and the I would swallow the defeat with ease.
Days had elapsed with our countdown banner hanging on the wall, as if synchronizing our atmosphere and sympathizing with all the graduates.
Before the final release, we had tested a couple of times from the obvious bugs to the compatibility among the product stream.
One day after the release, I dribbled an email expressing my gratitude to the team.
It was a milestone, and we should be proud to be part of it.
As for me, it was the dawn of both the company and my career.
On one hand, the company strives to deliver the best experiences in booking and intelligent experience.
On the other hand, it symbolizes my advanced mastery of products as well as its implications.
As I digest our long journey, I become obsessed with the underlying logic. The following golden rules summarize all.
First, always delve into human emotions before we leap.
Our application aims to gratify our tennis users in that whenever you are in want of a suitable court, you are welcome to enjoy the speedy booking and smart services. It is called gratification. As a result, all we endeavor to do is to deliver the quickness and user-friendliness.
Second, efficient execution is everything.
Our brainstorms are essential but it severely delayed our progress when everyone was eager to prove his or her opinion. Our CEO later recognized this ominous signal and then let our team do the rest.
Besides, the development procedure deprived more capable colleagues of professional expertise and learning. Our incentive mechanism shall be do the magic.
Third, prepare for the worst scenarios.
After the Apple Store release, we were so thrilled to download the latest app. However, when we tried to update, App Store stipulated that it had violated certain rules and we provide requisite materials for further inquiries. This incident was quite unexpected, and we took three days to negotiate with the Apple staff.
Luckily, the chaos ceased. However, it was necessary to prepare for the worst scenarios and their corresponding recipes. We shall never be at the mercy of our uncertainties.
The birth of a product requires all forces, and the future is ours to bend.
Hope you are all inspired.
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