In the career of a product manager, the growth path often shows obvious stage differences. This paper proposes the three-stage theory of “copying-over-banknote”, and deeply explores the cognitive boundary-breaking process of product managers from novices to experts.
Why are 90% of product managers stuck in the copying stage?
In the growth curve of product managers, we often see this differentiation:
- Some people have been working for 3 years and are still copying competing functions and piling up user needs, falling into the execution trap;
- Some people can lead innovative products in 5 years, and even operate the business ecology to achieve cognitive leaps.
The essence of the gap is not how much experience you have, but the rightCopying, superpowering, and banknotesThe depth of understanding in the three stages – copying is the art of input, transcendence is the wisdom of transformation, and banknotes are the result of breakthroughs. These three stages are by no means a simple timeline division, but three breaks of the cognitive hierarchy: from imitators to reconstructors, from executors to designers, from product people to business people.
The first stage of copying: not copying, but the underlying input of cognitive modeling
1.1 The imitation dilemma of novices: Why is “copying” easy to become copying homework?
Product managers who are new to the industry are most often instructed to copy more competing products. But most people fall into two misunderstandings:
- Superficial imitation: Only copy the functional form (such as copying Douyin’s slide switching interaction), not the underlying logic (Douyin’s interaction design is to match the scene needs of fragmented entertainment);
- Unordered input: Collect a large number of competitor reports and user feedback, but cannot convert fragmented information into reusable cognitive modules.
Essentially, this is a separation from information gathering and cognitive modeling—without a structured approach to translating the copied content into one’s own product thinking framework.
1.2 The underlying logic of effective “copying”: use 3D modeling to construct a cognitive framework
Real copying is active modeling, which needs to answer three core questions:
Through these three dimensions, product managers can establish the underlying cognitive framework of user-scenario-value, and transform scattered functional observations into interpretable and transferable thinking models.
1.3 The ultimate goal of “copying”: from imitator to frame builder
When copying is no longer a cat and a tiger, but a closed loop of disassembly, reconstruction, and verification, product managers will gain the ability to quickly understand new areas. For example, a PM who has transferred from an educational product to a medical product can quickly build the core value framework of medical products without learning medical knowledge from scratch by analyzing the anxiety scenarios of medical users and the pain points of professional information asymmetry through 3D modeling.
After 10 years of interaction design, why did I transfer to product manager?
After the real job transfer, I found that many jobs were still beyond my imagination. The work of a product manager is indeed more complicated. Theoretically, the work of a product manager includes all aspects of the product, from market research, user research, data analysis…
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summary: The essence of copying is input-modeling, which is the infrastructure period for product managers to build underlying cognition. Without this step, the subsequent super and banknotes will become a source of water.
The second stage is super: not surpassing competing products, but the secondary creation of user value
2.1 Growth Innovation Pitfalls: Why Isn’t Optimization the Same as Beyond?
When product managers master the basic framework, they often fall into optimization misunderstandings:
- Replace value innovation with functional superposition (such as giving
- The APP adds 10 new features, but it does not solve the core pain points of difficulty for users to choose);
- Replace user perception with data metrics (e.g., increase clicks by 30%, but reduce user experience).
Essentially, this is a conflict between linear thinking and systems thinking – not redefining value from the user’s complete experience and the product’s ecological niche.
2.2 The underlying logic of “super”: reconstructing the user experience with value difference
True transcendence is to find the value gap between the unmet point of user needs and the capability boundary of existing products, and fill this gap through innovative design. This requires three key actions:
1) Tap hidden needs: from users to users
Users often say I want faster loading speeds, but the real need may be that I don’t want to get bored while waiting for it to load. At this point, the key to super is not optimization technology, but to design light interaction when loading (such as Douyin’s display of the next video cover when loading), turning the cost of waiting into experience value.
2) Design differentiated links: from functional points to experience chains
The shopping cart functions of competing products are similar, but Taobao allows users to change from passive product selection to active discovery through the link design of shopping cart-favorites-recommendation; Through the course-check-in dynamic link design, Keep allows users to change from a single workout to continuous participation. The real transcendence is to let the user’s behavior in the product form a self-reinforcing loop.
3) Build a cognitive moat: from functional advantages to mental occupation
Instead of 10 features, users remember a tab. The simplicity of WeChat, the collaboration of Feishu, and the planting of grass in Xiaohongshu are all through continuous strengthening of super-stage to establish uniqueness in the minds of users.
2.3 Practical tools for “super”: value difference matrix and experience map
summary: The essence of super is transformation-innovation, which is to transform the input cognitive framework into user-perceptible value. The breakthrough of this step determines whether the product is a follower or a definer.
The third stage of banknotes: not to make quick money, but to close the loop of business verification of value
3.1 Monetization dilemma in the mature period: Why does more users not mean more money?
The core problem of many products exceeds 100 million but is difficult to make a profit, and the core problem lies in the lack of value closed-loop:
- User value (solving user problems) and commercial value (obtaining income) do not form a positive cycle;
- A single monetization model, such as advertising, disrupts the user experience, leading to a user growth-revenue growth contradiction.
Essentially, this is a separation from product thinking and business thinking – not translating user value into a sustainable business model.
3.2 The underlying logic of “banknotes”: using value networks to design business closed loops
Real banknotes are to build a value network of user-product-business, so that the three parties can benefit together in the interaction. This requires answering three questions:
1) Who pays for value?
Not all users, but the ones who benefit the most. For example, iQIYI’s paid membership is not designed for users who watch free content, but for high-value users who pursue ad-free and exclusive content; The monetization of Knowledge Planet does not rely on diving users, but on deep users who are willing to pay to ask questions.
2) How to increase value?
Commercial monetization is not about cutting users, but about amplifying user value. Taobao’s through train advertising is essentially to help merchants reach users more accurately, so that users can get more matched products; WeChat’s video account sharing allows creators to monetize content and users to obtain better content.
3) How do I make the pattern extensible?
A good business model should have network effects or scale effects. Meituan’s in-store-takeaway-wine tourism ecology forms barriers through the two-way growth of users and merchants; The subscription system of SaaS products reduces customer acquisition costs and increases user LTV (lifetime value) through long-term services.
3.3 Practical tools for “banknotes”: commercial canvas and LTV-CAC model
summary: The essence of banknotes is output-verification, which is the ultimate commercial test of user value and product capabilities. This breakthrough determines whether the product is a traffic tool or a business entity.
Conclusion: The underlying logic of copying superbanknotes is cognitive upgrading
From copying to super to banknotes, the advanced essence of product managers is the three dimensions of the cognitive level:
- copy: From information receivers to framework builders, establish the underlying cognition of user-scenario-value;
- surpass: From functional performers to experience designers, master the innovation logic of poor value;
- paper money: From product trader to business architect, build a user-product-business value network.
In today’s AI reconstruction of product forms,Copy the super banknoteThe underlying logic is still true – technology will change, but the core competencies of understanding users, creating value, and verifying business will always be the moat of product managers.
I hope that every product manager can complete this triple boundary, from copying homework to writing homework, and finally becoming the person who sets the rules of homework.
