In my daily work, I am lucky to be able to exchange some product system contents or learn some management methods and ideas with customers of some heating enterprises. Our charging system has gone through several years of precipitation and accumulation. The iteration process of a large version every year is inseparable from the joint efforts of our system product team, and it is often easy to ignore the contributors to these needs - customers of heating enterprises. Because of their higher requirements for the product system, we are encouraged to continue to improve our products to meet the requirements of different customers. I am also lucky to participate in it and communicate directly with our customers in the process. In the process of communication, I found that some customers have used a lot of systems, and their own enterprises have also experienced a long time of running in and settling down. When they put forward requirements for the system, they will add many ideas for improvement, which are often very good ideas that we cannot think of when sitting in the office. In this way, I once again feel that, as a product person, I can't stay in the small circle I own. I must go out, communicate more with customers, contact them more, and learn from them what we lack.

I remember that at the meeting on May 25, I introduced the charging system to several customers. At that time, the demands put forward by customers were routine for them, but they might be new for us. From this, we know that some customers have a lot of trouble with financial statistical statements. The statements are inaccurate all the year round and must be calculated manually. Before the meeting, I was just sorting out the contents of the project report. In the process of sorting out, I found that some enterprises would separately calculate the heating fee and heat loss fee, and this fee would change with the nature of the changes in receivables. When the receivables changed, how would they do the statistics. I brought this question to the meeting and discussed with one of the enterprises' finance. The financial affairs of this enterprise happened to be the financial affairs of our customer Hexi Fangxin. At that time, the financial department explained clearly. In this case, from the financial point of view, the previous expenses should be written off first, and then re recorded, so as to ensure the consistency of money and tickets. I was awakened by a word from the customer. Yes, we used to be too intelligent to let the system do all kinds of automated things, ignoring the essential business, and the logic of consistency of financial statements. Only by ensuring consistency of financial statements can we ensure the accuracy of financial statements during reconciliation. From then on, I realized that when we can't solve the problem through our own hard thinking, why not ask customers or discuss with our partners to expand our perspective and thinking. The product is not for one person. We and our customers maintain the mission of maintaining the product together.

Since May, our Jinan heat charging project has been rapidly launched. The importance of early needs and design work has always occupied half of the time of our entire project. Every link from the preparation of early work to the later development and testing links has affected the project quality and satisfaction. This time, I am honored to have the opportunity to communicate directly with the director of Jinan heat charge. You should believe that the depth of your customers' business is always immeasurable and has unlimited potential. It depends on whether you can communicate so deeply. In the process of communication with customers, I saw the enterprise's internal meticulous management of things, from the treatment of various situations of heat users to the detailed calculation of various expense areas and late fees, to the control of the approval process, all aspects of the situation have really been taken into account. Even the enterprise's own canteen has a very clear assessment mechanism and indicators. It is believed that this is also the result of the accumulation of the enterprise over the years. In contrast, our system has been formed through years of accumulation of suggestions from many customers. The formation of the system is inseparable from the customer's suggestions and ideas. We should also actively absorb good suggestions in the process and integrate them into the system. On the Jinan heat charge project, I tried to communicate with the customer about the design. During the communication, I found that the customer could well analyze which functions should be managed together and which functions should not be. When I design myself, it is easy to fall into a technical thinking. I always want to know whether this can be implemented more easily and whether the code can be moved less. In this way, it is easy to deviate from the direction. Product design should analyze the rationality of things from the perspective of business itself, and extract the model from reasonable things to form a design. It is not to say that we should design whatever is easy to implement. With this experience, I also understand that the improvement of design ability is not simply about how many designs I have done, but about how many designs I have made that can match the application scenarios, and how many designs I have made to satisfy myself and customers. The design itself originates from requirements. The carding and understanding of requirements is the basis of design. It is essential to consider a functional design from a business perspective, what problems a design solves, and what scenarios it is applied to. The design process does not mean that the development cost is not considered at all, and it is inevitable that we will encounter difficulties in practice. At this time, we do not mean to seek a black or white design, but to find a balanced design in an acceptable situation.

Although steam management business is not our common management business, with the expansion of enterprise scale, more and more enterprises also participate in the steam fee management model. When communicating the steam management mode with the customers who visited by ENN, he put forward some suggestions for the leaders to view the statistical chart of data, which also let me know the aspects that we are lacking in steam management at present. Our system is more practical. For daily reports, it is also a regular design idea, which is more practical. However, enterprise leaders often pay more attention to macro data rather than specific content or operation, whether the fees can be collected as planned this year, whether the funds can be withdrawn quickly, etc. I think these are the directions we should continue to work towards in the future, and consider some commonly used data statistics and analysis charts for leaders. Now many people are talking about the concept of data cockpit. It sounds very high-end, and the page effect is also very dazzling. In the future, our system still needs to build data statistics based on the actual business as the main data, with practical and effective data as the basis. In the future, we also need to communicate with more enterprises to constantly improve our products and make up for our own shortcomings.  

After that, I would like to thank the enterprise customers who communicated with us in the process. It is you who have worked with us to build an easy charging system. Thank you for your participation!