Why Product Managers Need Deep User Thinking: Aligning Value, Not Just Pleasing Users

1. User Thinking as Value Alignment

In finance‑oriented B2B products, "user thinking" means aligning user needs with product objectives rather than satisfying every request. The overlap between user demand and product goals determines the true value to deliver.

1.1 Classify Three Types of User Needs

Requests are grouped by value priority to avoid the "pseudo‑need trap". The classification diagram (see image) shows high‑value, medium‑value, and low‑value requests, guiding which items to prioritize.

1.2 Multi‑Role Value Balance

Business users : desire speed and minimal hassle → goal efficiency .

Finance users : need accurate data and fewer manual checks → goal accuracy .

Management : require data‑driven decisions and cost control → goal controllability .

Audit : need traceable compliance records → goal auditability .

2. End‑to‑End Process: From Requirement Digging to Launch Validation

2.1 Requirement Digging – Observe What Users Do

Finance users often cannot articulate precise needs. Three practical methods uncover real pain points:

Job rotation : Spend a full day shadowing finance staff, record each action, and note time‑consuming steps.

Issue logging : Have users log problems for a week, then rank issues by frequency and impact.

Data analysis : Analyse anomalies; for example, 15% of reimbursement bills are returned, and 60% of those returns stem from incorrect payment information, revealing a need for pre‑validation of payment data.

2.2 Product Design – Scenario‑Centric, Not Module‑Centric

First map the user’s end‑to‑end workflow before defining functional modules. The payable module’s period‑end closing illustrates the difference.

Traditional module‑stack design bundles payable, reimbursement, and payment reports, producing fragmented steps and manual errors. Re‑engineering around a "one‑click period‑end closing" scenario consolidates the workflow.

Result: dramatically shorter closing cycles and fewer manual mistakes.

2.3 Proactive Compliance Guidance

Instead of post‑submission rejections, the system prompts compliance during data entry:

When selecting "business entertainment fee", a popup warns that amounts over 2000 CNY require a client list and offers a template download.

Uploading a non‑VAT invoice triggers an instant tip: "This invoice cannot be used for input‑tax deduction, continue?" with an example image.

Exceeding departmental budget shows a warning and a quick link to request a temporary budget increase.

2.4 Error‑Handling as Assistance

If a user enters an invalid bank account, the system not only flags the format error but also displays the correct 12‑digit pattern (e.g., 622202XXXXXX) and provides a lookup link for the company’s partner banks.

2.5 Launch Validation – Small‑Step, Fast‑Run Experiments

To avoid building in a vacuum, low‑cost trial‑and‑error is applied:

Gray testing : Pilot the new feature with a few suppliers and collect feedback.

Data comparison : After rollout, average reimbursement time fell from 3 days to 1.5 days, and error rate dropped from 20% to 5%.

User interviews : One month post‑launch, interview high‑frequency users, previous complainants, and auditors to uncover hidden issues.

3. Conclusion – Empathy Plus Continuous Iteration

Effective product management in finance products requires a habit of constantly asking why a user says something, what the real need is, and how to solve it. Balancing the urgency of business, the rigor of finance, and the control needs of management yields an optimal mix of efficiency, compliance, and cost control.