Kairon Gnothi

作者Seth Godin，发表于 Seth的博客 (作者授权翻译. 未经作者和译者许可 请勿转载.)

你如何决定下一件要做的事情？

在过去的几十年里，我发布了差不多500项新产品或服务。我自己从来没见过大家讨论公司该如何决定要生产什么或者上市什么。你如何决定怎样把自己手中有限的人力和促销资源用在刀刃上呢？

这个决定，才是会对你和你的团队产生影响的重大事宜。如果营销是针对产品而言，那么决定对哪一个产品进行营销则是重中之重。我自己（以及我看到别人）在做这个决定时，会从下列方面去考虑：

• 这是大多数顾客都想要的东西
• 以我们的技术水平，做这个轻而易举
• 我们公司里的重要人物很想做这个
• 这个工作有意思
• 要是我们不做，就会被竞争对手抢先
• 对于社区或社会也有重大意义
• 花钱不多
• 手到擒来
• 可以增加我们的利润
• 能从竞争对手那里吸引客户，从而扩大我们的市场份额
• It’s Bob’s turn （译者注：不知道此句该如何翻译。）
• 增强客户粘性，防止被竞争对手抢客户
• 上次我们没有发布这个产品。所以这次也该轮到它了
• 它让我们显得很有能力
• 从道理上来说下一步就是它了
• 我喜欢它
• 这与我们的提案相呼应
• 它能让我们名身大振
• 这东西带来的特别好处可是CEO一直梦寐以求的
• 这个产品正好适合我们的销售网络
• 投资者要求我们必须做这个
• 它能增加我们的网站流量
• 我能把它卖给客户X
• 它与我们的竞争对手正在做的事情类似（或者，它比我们的对手做的那个更好）
• 我们现有的产品不符合规定，而这个毫无问题
• 那些评论家们这回会佩服我们的
• 我们都做到这一步了，半途而废太过可惜
• 这类产品的市场领头人说要是我们做得出来，就帮我们宣传推销
• 一家大型连锁愿意进货
• 我们有位重要的雇员已经觉得烦闷无聊了，这项工作能让他有点事干
• 工厂里还有剩余的生产力

Saturday Night Live这个节目里曾经展示了各种引人入胜的故事，Lorne Michaels如何作出决定，微软和美国在线（AOL）如何通过决定做什么（或者不做什么） 而选择了他们的未来，还有我们的各种党派的决策过程。这个问题是如此重要，却又如此棘手，以至于人们总是做了错误的决定。你有什么想法吗？ 请尽管告诉我吧。

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Internal Primaries

from Seth’s Blog by Seth Godin

How do you decide what to make next?

Over the last few decades, I’ve probably launched 500 products and services. And I don’t think I’ve ever seen anyone talk about how organizations go about deciding what to make and what to shelve. How do you decide where to invest your scarce people and promotional resources?

If there’s anything that can have a significant impact on you and your team, it’s this decision. If marketing is the product, then choosing which product to market is your most important moment. Here are some of the reasons I’ve used (and have seen others use) to make this decision:

• It’s something a major customer wants
• It’s something our technology can do easily
• Someone with a lot of power and authority in the organization really wants it
• It’ll be fun
• If we don’t do it, our competition will
• It’s important to our community or society
• It’s cheap
• It’s easy
• It will increase our margins
• It appeals to our competition’s base, thus growing our market share
• It’s Bob’s turn
• It locks in our base, making it less likely they’ll be stolen by the competition
• We didn’t launch this one last time, so its turn has come around
• It will make us look smart
• It’s the next logical item
• I love it
• It responds to an RFP
• It will burnish our reputation
• It adds a feature that our CEO really, really wants
• We have a salesforce to support, and this fills in their grid
• Our investors tell us that this is a must-have
• It will increase traffic to our site
• I can sell it to customer X
• It’s a copy/improvement over something our competition is doing
• Our current stuff doesn’t meet regulations and this does
• The critics will respect us
• We’ve come this far and quitting now costs too much
• A huge market dominator promises to promote it if we build it
• A big retailer says they’ll carry it
• A key employee is bored and this will keep them busy
• We have unused capacity in the plant

There are legendary stories about how Lorne Michaels made decisions about this on Saturday Night Live, about how Microsoft and AOL picked their future by doing (and not doing) certain launches and of course, how our political parties do it. It’s almost always done poorly and it’s almost always important. Feel free to add your own on my lens.