在线原形设计工具神器(App手机客户端设计)

APP原型设计辅助网站
一个非常简单易用App手机客户端原型设计工具,就算是没有设计基础的人员,也可以做出一个像模像样的原型;

Fluidui可以免费试用,只是免费的帐号只能创建十个页面,如果是职业和产品经理,倒是有必要配置这样一个神器;

什么是产品原型设计?

产品原型简单的说就是产品设计成形之前的一个简单框架,对网站来讲,就是将页面模块、元素进行粗放式的排版和布局,深入一些,还会加入一些交互性的元素,使其更加具体、形象和生动

利用手机设置Wifi供其他设置如ipad使用

真够郁闷的,用了几个月的Wifi版的the new ipad, 竟然一直都没去了解如何设置一个移动的无线wifi,前天看到朋友在用移动无线路由,才知道一直把ipad放家里算是浪费了;

然后就去百度了,竟然才知道原来手机可以发出wifi信号,供其他设置使用,狂晕;我手机每月一G的流量竟然就一直在浪费;

下面说说如何设置:

me811内置有一个3G手机热点程序,设置一下用户名及密码,就可以直接让其他手机或者ipad连接了;跟平时接入wifi一样;
如何你手机没有内置这个程序,可以去下载一个;或者就直接在无线和网络里面直接设置,现在的智能手机应该都有这功能;

互联网创业失败的7大特征,适合想创业或正在创业者

英文版本的,没时间翻译,感觉很不错,转载过来。如英文不好的,可以看这里的中文的:互联网创业失败的7大征兆! 勉强说得过去。

Bjoern Lasse Herrmann is a co-founder of Blackbox, which runs a startup accelerator program and Startup Genome, a research and development project for uncovering the mechanics of startups.

Two months ago, my team at Blackbox set out on a mission to crack the innovation code of Silicon Valley and share it with the rest of the world. Now we are releasing a report based on the results of our first survey. We want to thank Sandbox, FastCompany, Inc., ReadWriteWeb, Hackernews, youngupstarts, Yourstory.in and many more who helped us spread the word and gather a total of 650+ survey results. And a special thank you to all our fellow entrepreneurs who shared information about their company for this cause.

Here is a sneak peek of our results, showcasing 7 signs of failure:

1. Not Working Full Time (兼职创业)
If you decide to start a company, don’t do it half-hearted. Creating something from nothing is hard. Succeeding almost always requires going all in. Temporary moonlighting is permissible but significantly curbs performance and potential.

Many times we hear people say they will work half time until they have raised money. Here you can see that people who work half time are able to raise money, but about 24x less than founders who go full time. They also have trouble building up the intensity required to drive the user growth needed to validate interest in their product. Working full time is especially critical for startups with a product that requires critical mass to be valuable.




2. Solo Founder or 4+ Founders (独干或者有4个以上的创业者)
If you make the commitment to go full time, your first big challenge is to convince someone else to join your company who will fully commit to making the company successful. If you can’t convince at least one person to join you, or you believe you can do it all yourself, it is a strong signal the company isn’t likely to succeed. However, trying to find safety in numbers by having too many people to join the founding team doesn’t turn out very well either. The right number seems to be a founding team of two to three people.
● Solo founders raise less than 50% of what 2-3 founders raise. One reason for this is that during fundraising, solo founders are now forced to split their time and attention between the product, the businessand raising money.
● Solo founders have 290% less user growth and are 16% more likely to scale prematurely than founding teams of 2-3.
● More than 42% of the startups that are moving more than 20% slower than the average time needed to reach the scale stage are solo founders.

 


3. Don’t Have a Technical Cofounder (创业合作者中没有一位是技术出身)
If you start a technology company and nobody on your team is technical, you are unlikely to succeed. Unless the company is in a very sales-intensive market, the founding team should be at least 1⁄3 technical, 50% ideally. However, too many cooks in the kitchen are not good either.

The first problem you have by not having someone technical as part of the founding team is that you do not have anyone who has full ownership of the product. The business founder doesn’t own the product because they don’t understand the code, and the employees or consultants don’t own the product because the company is not theirs. As a result, companies with no technical cofounder are almost twice as likely to scale too early. They also have 3-5 times less user growth on average and need 7-8 months longer to reach the scaling stage.

 


4. Wrong Founding Team Composition for the Wrong Type of Startup
Once you’ve found your team, you should make sure to tackle a market and build a product that suits the strength of your founding team.

We identified three major types of Internet startups with various sub-types. They are segmented based on how they perform customer development and customer acquisition. Each type has different time, skill and money requirements.

The Automizer (Type 1)
Common characteristics: self-service customer acquisition, consumer focused, product centric, fast execution, often automize a manual process.

The Social Transformer (Type 1N)
Common characteristics: self service customer acquisition, critical mass, runaway user growth, winner take all markets, complex ux, network effects, typically create new ways for people to interact.

The Integrator (Type 2)
Common characteristics: Lead generation with inside sales reps, high certainty, product centric, early monetization, SME focused, smaller markets, often take innovations from consumer Internet and rebuild it for smaller enterprises.

The Challenger (Type 3): Large but rigid markets, strong sales, enterprise market
Common characteristics: enterprise sales, high customer dependency, complex & rigid markets, repeatable sales process.

These graphs show business heavy founding teams are more likely to succeed with a startup that requires enterprise sales, whereas technical heavy founding teams are more likely to succeed with a self-service consumer Internet startup. Balanced teams perform well with all types of startups except those that require a lot of enterprise sales.

For example, in our data set, 35% of business heavy founding teams were doing Type 1 “Automizer” startups before product market fit. But after product market fit only 12% of the business heavy founding teams were doing Automizer startups. This decrease indicates that business heavy founding teams do not do as well with Automizer startups.

 


 


5. Don’t Pivot at All or Pivot Too Often
If you have finally found the perfect founding team and a product and market suited to your team’s strengths, your next big challenge is having the determination to make your vision a reality while being flexible in how this is achieved. The chances that you will need to modify some significant aspect of your business is very high. When real-world feedback shows you that something isn’t working, you need to adapt. However, changing your business too frequently will leave you running in circles. We have found that founders who pivot 1-2 times have 100% more user growth and are 48% less likely to scale prematurely. (We told founders to consider a pivot a major change in their business.)

 


6. Don’t Listen to Customers
Pivoting is almost always a decision that is made with incomplete information and under conditions of extreme uncertainty. But taking the time to gather feedback by interacting with customers significantly increases the odds of making a good decision. We have found that startups that track their metrics and listen to customers have 400% more user growth.

 


7. Scale without Validating Market
Lastly, one of the most critical mistakes we found is that founders get too anxious about making progress and scale their company prematurely, before validating their market and streamlining their customer acquisition process. If they have raised a lot of money or have a lot of determination, the result is typically a slow death. If they have neither, then a speedy death is likely.

The following graphs show that startups that scale after product market fit raise 3.2x more money, and have 1.5x more user growth. Interestingly, startups that scaled prematurely had been working just as long as startups that scaled appropriately.

 

过程:从无打造一个成功的互联网产品(转载)

适合创业人员,从无打造一个成功的互联网产品

其实在很多时候,大部分的小公司的以及一些小的项目都仅仅依靠创始人或者项目发起人的经验与行业沉淀,甚至是直觉来确定方向,那么这个时候该用怎么 样的一个套路来保证项目的成功率,并及早的发现方向性的错误,快速掉头呢?我把自己的方法化成了如下的一张流程图,分享给大家:

 

如图所示,一个产品从无到有主要经历了:项目前期准备,项目规划,市场校验,产品发布,四个阶段:

一.,项目前期准备。

中国人做事都强调天时,地利,人和,这三点体现在产品上就是,市场,资源,团队。

1. 市场:选定目标用户,明确用户的核心需求,以及核心需求与用户的利益关联。

这个阶段有个要点就是:

 

确定了目标用户群后,一定要依据现有的资源情况,细化成具体的商务目标,不要出现类似中小企业,90后这样概括性的词,而应该是很具体的XXX公司,XXX酒吧里的顾客等。这样做的目标主要是避免出现,目标群选择正确,但是你却根本接触不到目标用户的情况出现。

确定了核心需求后,一定要去深究核心需求与用户的利益关联:在满足了用户这个需求后,用户能够获得什么利益。这个利益兑现的越快,那么用户这个需求的刚性就越高。

2. 资源:资金,资质,人脉,行业成点

依据市场查看自己有哪些资源:。包括资金,人脉,行业资质等,这其中如果有排他性或者垄断性资源就更好了。明确这些资源的目的在于,在制定项目规划时,能知道自己摊子到底能铺多大,项目能撑多久。

3. 团队:核心成员,技术创始人,团队分工与利益分配

最后就是找人了,尤其是技术创始人,销售以及产品经理这些人才固然非常重要,但是如果没有一个技术创始人的话,项目的成功率会降低很多。

这阶段的要点在于:找到人后,要明确好各个人分工,最重要的是将所有创始人与项目利益进行绑定,对核心人员的利益分配的问题一定要在游戏开始前被明确掉,否则半路拆伙的可能性非常大。

自古以来占据天时地利人和之事多能成,缺一者则大多做的辛苦,项目也一样,所以个人的原则是:

  • 有市场有人,没资源不做。
  • 有市场有资源,找不到合适的人不做。
  • 有资源有人,没市场,这个就想都不用想了。

二, 产品计划与市场规划的确定

在有了资源的后,我们要对项目进行规划,这个阶段主要完成以下几件要事:

  • 依据用户的需求确定产品的核心功能,并确保核心功能实现的可行性。
  • 做好市场的规划,假定自己有了产品,自己会卖给哪些人,怎么卖。
  • 明确项目的生死线,多久,花多少资源,达到什么条件。

在明确了着后,就可以开始市场校验。

三, 市场校验

我记得雷军在选择创业团队时,有非常重要的一条标准:产品在小规模被验证。这点非常重要。

在一个产品的核心功能被市场验证前,一切的用户体验,非核心功能的研发都有可能在最后成为无用功。很多团队在产品核心功能没被市场验证之时,急于开 发辅助性功能,包括:官网,管理后台,界面美化等工作,是非常愚蠢的。因为这样当你发现核心需求判断错误想掉头时,发现自己已经陷入太深。

这里分享下,这阶段主要完成的两个工作:

1.产品Demon的研发

既然是Demo就不要去管他的易用性,界面美观度或者其他的一些辅助功能,只要拥有最核心的功能就可以了,以网络电话为例,你只要用最原始的界面, 开发一个拨号盘能挂电话即可,包括音量调节,账户登录,账户扣费等等全都不需要开发,包括充值,扣费信息,通话记录查询什么的,你和用户说,没事我人工帮 你查。就最基础的拨号通话功能+XXX分钟通话时间,直接给用户用即可。

2.核心功能的市场验证:

不要怕产品的简陋,带着产品Demon去给用户推销。要考察的不是用户觉得这个产品精致不精致,设计的怎么样,使用起来方便,而是去考察用户到底需要不需要这样一个功能,用户能不能通过使用这样一个东西获得利益,去验证你当初的设想。

如果用户想要这么一个东西,但是只是觉得难用,希望你改进后带过来,那么恭喜产品被验证了。

如果用户觉得没意思,看都不想看,那就要想想是不是自己找错了用户或者产品定位有错,如果是后者,那么就要果断的调整方向了。

当然也不排除及时你的Demon很烂,用户也用的很开心的情况,那恭喜你,这绝对是一片很好的蓝海。

四, 发布自己的产品

在完成市场验证后,我们的路基本上就剩下临门一脚了。我们需要的就是将Demo转换成一个标准化的产品,在这阶段,我们主要做的有以下三件事情。

1.打磨核心功能,确保核心功能的品质

Deom的核心功能往往只到了可用的程度,在通过了市场校验后,我们依旧要把重心放在核心功能上,通过打磨核心功能形成自己的核心竞争力:比如在做xxx品牌网络电话时,我们的通话质量是国内最好的。

这里分享个要点:

在打磨核心功时,一定不要过度的追其完美,而是要把握好用户需求的临界值,同样以通话质量为例,用户的核心需求是顺利的完成通话,当通话质量清晰和 稳定到足以满足用户的通话需求时,音质是MP3品质,还是CD音轨品质,用户已经不太关心了,而如果过度追求完美的话,可能在这里浪费大量的精力与金钱, 因为根据二八原则,我们可能会为了提出最后的那20%通话质量付出80%的金钱,最悲催的是,用户对此毫不关心甚至注意不到这点区别,所以,你懂的。

2.务实的打造辅助功能

在用户核心需求得到满足后,我们要开发一系列的辅助功能来让用户的更好的使用核心功能。这点非常重要,一定不要去追求一些酷炫的东西,在每添加一个新的功能时,都问问自己,这个对用户的核心需求有帮助么?没有的话,就不要加了。

在这里分享个方法:以核心功能为原型,以对各核心功能使用的辅助强度为半径画圆,然后从圆心开始,由内而外的把各个圆对应的功能依次实现。

然后再分享两个理论: 可用->好用->用的爽,以及著名的马斯洛需求理论。

3.提升效率与用户体验

奔驰和奥拓最大的区别就是在于细节上的差异,而这个对应到产品上来就是各功能点的效率与用户体验,效率的事情丢给技术总监去逐一攻关,用户体验则由产品经理以及UED组去把控。

这里就不把这两点展开说了,说深了要说n多,不说深还不如不说。

写在最后

不知道不觉半年就这么过去了,几百万的钱就这么烧没了,并且还在继续。团队为自己的年轻与经验的欠缺付出了代价……回想这半年来的种种,个人觉得问题主要集中在以下几个方面,现在总结出来分享给各位,希望对那些走在创业路上的同仁们有所帮助

  1. 产品与商务模式没有先在小规模的范围内被验证。
  2. 核心成员没有被很好的激励与约束。
  3. 没有将目标用户群,细化为具体的商务目标。
  4. 没有意识到商务资源的重要性,有些蛋糕不是谁都能吃得到的。
  5. 在获得了一些成就后,心气过高,完美主义与理想主义情节严重。
  6. 知易行难,一定要保持好对自己的高要求,不能懈怠。
  7. 还有一点不方便在公众场合公布就不做分享了,主要关于行业资源与行业经验。