Yu Jun's Product Methodology
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Yu Jun's Product Methodology

Yu Jun

3.71025 learners

Yu Jun’s Product Methodology demystifies the evolving role of product managers (PMs) from its origins as Procter & Gamble’s brand-focused role to the data-driven, user-centric demands of the internet era. This comprehensive guide breaks down core frameworks defining successful PM work: mastering user models to predict behavior, designing sustainable transaction models for mutual value exchange, and applying rational decision-making strategies (data, logic, subjective judgment) to navigate trade-offs. It also addresses critical topics like balancing user and business value, reducing transaction costs, and navigating unique internet product iteration challenges. For aspiring and seasoned PMs alike, the book offers actionable career progression insights—from identifying high-potential candidates to overcoming mid-career bottlenecks—emphasizing that great PMs are shaped by practice, empathy, and deep understanding of economic and psychological principles.

Transaction CostRational Decision-MakingProduct ManagerUser ModelTransaction Model
Golden Sentence

Experience Return Drops After 5Y

After a product manager works for 5 years, the marginal return of their past experience will drop sharply, and personal wisdom becomes the main gap between different people.

Career GrowthPersonal DevelopmentProduct Ability
Concept

Origin of Product Manager

The first formal product manager role was created at P&G in 1926. Employee Mike Eloy took full charge of one single brand to fix low-priority operation problems of the new Camay soap.

Brand ManagementProduct HistoryRole Design
Concept

User Value Formula

The practical formula is: User Value = New Experience - Old Experience - Replacement Cost. It helps product managers quickly judge if a new product can win over target users.

User GrowthValue MeasurementProduct Decision
Concept

A-Class Product Manager

This top tier of product talents have rare deep thinking ability or extreme empathy, letting them spot potential market opportunities far earlier than average practitioners.

Talent SelectionCareer GrowthProduct Ability
Insight

No Universal PM Standard

There is no universal standard to select good product managers. The best candidate must perfectly match the specific business features and organization culture of the hiring company.

Talent SelectionTeam BuildingProduct Management
Method

New PM 5-Year Growth Path

New product managers should first join small teams with good product culture to get lots of iteration practice, then try 0-1 projects and large user base products step by step.

Career GrowthProduct PracticeNewbie Guide
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