Feature Opportunity Validation
功能機會驗證

Now that you have your initial feature opportunity hypotheses, you need to refine them. In this section, we’ll walk through how to refine your hypotheses about user value.
現在您已經有了初步的功能機會假設，接下來需要對其進行完善。在本節中，我們將介紹如何完善您對用戶價值的假設。

Refining user value hypotheses requires you to engage directly with users. There are several quantitative and qualitative methods PMs can use to engage with users, but the one we’ll focus on in this program is user interviews.
要完善用戶價值假設，您需要直接與用戶互動。產品經理可以使用多種定量和定性的方法與用戶互動，但在本計劃中，我們將專注於用戶訪談。

You can find information on other research methods in the User Insights for Product Decisions program.
您可以在「用戶洞察與產品決策」課程中找到其他研究方法的資訊。

Interviews are a foundational tool for product managers. They enable us to dive deep into the problems users are facing and build empathy for them. Understanding problems from a user’s perspective ensures we’re not just operating on assumptions, but grounding our actions in the actual user experience.
訪談是產品經理的重要工具。它們使我們能夠深入了解用戶面臨的問題，並建立對他們的同理心。從用戶的角度理解問題，確保我們不僅僅是基於假設行事，而是將我們的行動建立在實際的用戶體驗上。

There are four steps to productive user interviews. Together, these four steps ensure that you're gathering the right insights about the right users. The first step is to determine your interview audience to ensure that you are talking to the right users for this specific opportunity, and the second step is to recruit users from that target audience to speak with you. Third, structure the interview to ensure you ask the right questions for the opportunity. The right questions will get you the right data. And finally, debrief and synthesize insights. This step bridges the gap between what users said in the interview and what you need to learn. At the end of the user interview process, you’ll be able to build a User Value Map.
進行有效用戶訪談有四個步驟。這四個步驟確保您能夠從正確的用戶中獲得正確的見解。第一步是確定您的訪談對象，以確保您正在與針對此特定機會的正確用戶交談；第二步是從該目標用戶群中招募用戶與您交流。第三，結構化訪談以確保您針對機會提出正確的問題。正確的問題將為您帶來正確的數據。最後，進行回顧並綜合見解。這一步驟彌合了用戶在訪談中所說的內容與您需要學習的內容之間的差距。在用戶訪談過程結束時，您將能夠建立一個用戶價值圖。

The Map includes 3 key components: user profile, which includes descriptions of the demographics, firmographics, and product behaviors for your target audience; user problem, which includes the severity of that problem and key alternatives to address the problem today; and user goals, which includes qualitative and quantitative metrics as well as any non-goals for this opportunity.
地圖包含三個關鍵組成部分：用戶資料，其中包括目標受眾的人口統計、公司特徵和產品行為描述；用戶問題，其中包括該問題的嚴重性以及當前解決該問題的主要替代方案；以及用戶目標，其中包括定性和定量指標以及此機會的任何非目標。

By conducting user interviews, we’ll be able to pressure test and refine our understanding of the user profile and user problem for our feature. We can then add these refined hypotheses to our User Value Map, and use them to make any necessary updates to the user goals we set out to achieve during the manager briefing.
透過進行用戶訪談，我們將能夠測試並完善我們對功能的用戶形象和用戶問題的理解。然後，我們可以將這些經過完善的假設添加到我們的用戶價值地圖中，並利用它們對我們在經理簡報中設定的用戶目標進行必要的更新。

In this section, we’ll walk through how to complete the four steps necessary to conduct effective user interviews and build out your user value map. You can use the Refine User Value template to complete the steps for your feature.
在本節中，我們將逐步介紹如何完成進行有效用戶訪談所需的四個步驟，並構建您的用戶價值地圖。您可以使用「Refine User Value」範本來完成您功能的步驟。

Along the way, we’ll practice applying these concepts using a real feature opportunity from Gusto, a platform that provides payroll, hiring, and benefits solutions for small-to-medium-sized businesses. Before we jump into the four-step process, we’ll start with some context about this example. The feature opportunity being explored at Gusto was an improvement to the new employee onboarding experience. Let’s take a look at a condensed version of the user value hypotheses that the Gusto PM documented during their manager briefing.
在這過程中，我們將運用這些概念，並以 Gusto 的一個實際功能機會作為練習。Gusto 是一個為中小型企業提供薪資、招聘和福利解決方案的平台。在進入四步驟流程之前，我們先來了解這個例子的背景。Gusto 正在探索的功能機會是改善新員工入職體驗。讓我們來看看 Gusto 產品經理在經理簡報中記錄的用戶價值假設的精簡版本。

This opportunity addresses a problem for fast-growing businesses on Gusto. The team believes that the primary user problem here is that a ton of setup work is needed to onboard a new employee—so much so that it’s easy to make mistakes that ultimately hurt both the new employee and the employer. To address this problem, the team wants to build an onboarding solution that makes it easier for employers to track all the tasks and deadlines necessary to give a new employee a smooth onboarding experience. We’ll illustrate how the Gusto team validated these hypotheses throughout this lesson.
這個機會針對在 Gusto 上快速成長的企業所面臨的問題。團隊認為，主要的用戶問題在於需要大量的設置工作來迎接新員工，以至於很容易出錯，最終對新員工和雇主都造成傷害。為了解決這個問題，團隊希望建立一個入職解決方案，使雇主更容易追蹤所有必要的任務和截止日期，從而為新員工提供順利的入職體驗。我們將在本課程中說明 Gusto 團隊如何驗證這些假設。

When determining their audience, PMs often make the mistake of reaching for the low-hanging fruit. They speak with the most convenient audience instead of taking the time to determine the right people to speak to. That means they end up talking to users from previous user panels assembled for other projects, or they interview the most active and enthusiastic users, or they collect anecdotal evidence from people who have left reviews or contacted customer support, and assume that represents the general population. But all of these users aren't necessarily the ones experiencing the problem the PM is trying to solve. It’s not enough just to choose any active user and hope that they will help you learn what you need to know. Determining the correct interview audience will help you get the most helpful insights the quickest.
在確定受眾時，產品經理常犯的錯誤是選擇那些唾手可得的對象。他們與最方便的受眾交談，而不是花時間確定應該交談的正確對象。這意味著他們最終會與為其他項目組成的先前用戶小組中的用戶交談，或者他們會訪問最活躍和最熱情的用戶，或者從留下評論或聯繫客戶支持的人那裡收集軼事證據，並假設這代表了普遍人群。但所有這些用戶不一定是正在經歷產品經理試圖解決的問題的人。僅僅選擇任何活躍用戶並希望他們能幫助你學到所需的知識是不夠的。確定正確的訪談受眾將幫助你最快獲得最有用的見解。

For example, a very common mistake PMs make is to interview existing users about the features they would ideally want, and try to use that information to figure out why prospects aren't buying. But these are completely different audiences. It’s impossible to apply insights from someone who decided to buy to someone who decided not to buy. Instead, they should talk to people who ultimately did not choose to buy the product, and see what can be learned from them.
例如，產品經理常犯的一個錯誤是訪問現有用戶，詢問他們理想中想要的功能，並試圖利用這些信息來找出潛在客戶不購買的原因。但這是完全不同的受眾。無法將那些決定購買的人所提供的見解應用到那些決定不購買的人身上。相反，他們應該與最終選擇不購買產品的人交談，看看能從中學到什麼。

Here’s another example: Uber started in the U.S., and did plenty of user research to gather insights on how to recruit drivers locally. But when they wanted to expand to other countries, these insights didn’t necessarily translate. Interviewing people in the U.S. did not provide them with the insights that they needed to recruit drivers in India, for example. To learn what it would take to recruit drivers in India, Uber needed to interview potential drivers there to find out what motivated them.
再舉一個例子：Uber 起源於美國，並進行了大量的用戶研究以收集如何在當地招募司機的見解。但當他們想要擴展到其他國家時，這些見解並不一定適用。例如，在美國進行的訪談並未提供他們在印度招募司機所需的見解。為了了解在印度招募司機所需的條件，Uber 需要在當地訪談潛在的司機，以找出他們的動機。

To determine the right interview audience for your project, you need to do 3 things. Start with the target user profile for your company or product as a whole. Let’s call this the company user profile. Then, identify how the target audience for your project differs from the company user profile. Finally, identify secondary attributes that add diversity to your project’s target audience. Let’s start with the first part: your company’s user profile.
要為您的專案確定合適的訪談對象，您需要做三件事。首先，從整體上考量您公司或產品的目標用戶形象，我們稱之為公司用戶形象。接著，識別專案目標受眾與公司用戶形象的差異。最後，找出能為專案目標受眾增加多樣性的次要屬性。讓我們從第一部分開始：您公司的用戶形象。

It’s important to determine the user profile for the company first because you need to understand how your new target audience fits into—or stands out from—the company’s audience. In other words, you need to establish a baseline from which to expand or find a subset.
首先確定公司的用戶形象是很重要的，因為你需要了解你的新目標受眾如何融入或區別於公司的受眾。換句話說，你需要建立一個基準點，從中擴展或找到一個子集。

To establish this baseline, we’ll define 2 types of attributes for the user profile. We’ll define demographics (such as age, gender, or geography) for B2C companies, and firmographics for (such as company size, role, or industry) B2B companies. We’ll also define product behaviors, such as user status, frequency of engagement with the product or feature, device or platform type, or paid vs. free users.
為了建立這個基準，我們將為用戶資料定義兩種類型的屬性。我們將為 B2C 公司定義人口統計資料（例如年齡、性別或地理位置），以及為 B2B 公司定義公司統計資料（例如公司規模、角色或行業）。我們還將定義產品行為，例如用戶狀態、與產品或功能的互動頻率、設備或平台類型，或付費與免費用戶。

The next step is to identify how the target audience for your project differs from the company user profile. There are two common scenarios in which your audience will deviate from the company’s existing user profile. One is when you’re trying to expand the existing profile to include a new segment. The attributes of that new segment would then determine your project’s target audience.
接下來的步驟是識別您的專案目標受眾與公司用戶画像的差異。有兩種常見情況會導致您的受眾偏離公司現有的用戶画像。一種情況是當您試圖擴展現有画像以包含新的細分市場時。該新細分市場的屬性將決定您專案的目標受眾。

Take Hims for example, a U.S. startup that provides medical services and products for men. When the company launched Hers, it expanded its company user profile to include women of all ages who had not been a part of Hims’ initial customer base. The Hers product team would need to conduct user research with women, whose telemedicine behavior and needs might look very different from the original male user base.
以 Hims 為例，這是一家提供男性醫療服務和產品的美國初創公司。當公司推出 Hers 時，它將公司的用戶群擴展到包括所有年齡層的女性，這些女性並不屬於 Hims 的初始客戶群。Hers 的產品團隊需要對女性進行用戶研究，因為她們的遠程醫療行為和需求可能與原本的男性用戶群體大相徑庭。

The second common deviation is when you’re trying to solve a problem for a subset of the existing profile. In this case, the attributes of that subset determine your project’s target audience. Let’s imagine you’re a PM at Bumble and you’re working on a feature to increase the number of user profiles specifically for 25- to 35-year-olds living in suburban areas. Your interviews should specifically focus on this subset. Speaking with folks in the broader Bumble user population won’t bring you closer to refining user value for this particular opportunity.
第二種常見的偏差是當你試圖為現有用戶群中的一個子集解決問題時。在這種情況下，該子集的屬性決定了你專案的目標受眾。假設你是 Bumble 的產品經理，正在開發一項功能，旨在增加特別是居住在郊區的 25 至 35 歲用戶的個人資料數量。你的訪談應該特別針對這個子集進行。與 Bumble 更廣泛的用戶群體交談不會讓你更接近於完善這個特定機會的用戶價值。

For each key attribute of your existing audience, you can determine how your project’s target audience is similar or different.
針對現有受眾的每個關鍵屬性，您可以確定您的項目目標受眾與之相似或不同之處。

Finally, layer on secondary attributes that add diversity to your project’s target audience.
最後，加入次要屬性以增加您專案目標受眾的多樣性。

At this stage, you want to identify 1-2 attributes that vary within the target audience you’ve defined and may have an impact on the user’s behavior and problems.
在此階段，您需要識別在您所定義的目標受眾中存在差異的 1-2 個屬性，這些屬性可能會影響用戶的行為和問題。

It’s important to have diversity like this within your target audience because you want to get as many relevant perspectives as possible. Otherwise, you’ll end up with a biased view, which could result in a solution that doesn’t fully address the problem.
在目標受眾中擁有這樣的多樣性是很重要的，因為你希望獲得盡可能多的相關觀點。否則，你將得到一個有偏見的觀點，這可能導致一個無法完全解決問題的解決方案。

JZ remembers her team benefiting from a diverse user research audience when they were trying to improve the host experience at Airbnb. The team included international users in their research and discovered that some geographies use mobile phones more often for transactions and interactions. Effectively delivering value to these users would require an optimized mobile experience in addition to an optimized desktop experience. JZ shares, “If we had only talked to hosts in the U.S., we would have gotten a biased view of the problem and might have come up with a solution that wasn’t relevant to all of our target audience.”
JZ 回憶起她的團隊在試圖改善 Airbnb 的房東體驗時，從多元化的用戶研究受眾中受益匪淺。團隊在研究中納入了國際用戶，發現某些地區的用戶更常使用手機進行交易和互動。要有效地為這些用戶提供價值，除了優化桌面體驗外，還需要優化行動裝置體驗。JZ 分享道：「如果我們只與美國的房東交談，我們會對問題產生偏見的看法，可能會提出一個對我們所有目標受眾都不相關的解決方案。」

Let’s define the research audience for Gusto’s onboarding feature. Gusto’s company user profile is small-to-medium-sized businesses, or SMBs, that are looking for people management solutions. This feature’s audience differs from the overall company user profile because it targets a specific subset: SMBs that are growing headcount rapidly. As such, the team defines the research audience as SMBs that are doubling their headcount over the next year. An onboarding solution will likely be of high value to these businesses since they’ll need to onboard more new employees than a slower-growing business. The team then identifies some key attributes to build diversity into the target audience. First, they plan to talk to different types of decision-makers within companies. For example, they can interview People Leads and Chief People Officers who own the functions that will primarily use the tool. In addition, they can speak to CFOs and CEOs who might own the final purchase decision, depending on the company size. Beyond different decision makers, the team also plans to ensure diversity in company size and stage. They want to speak to earlier-stage startups as well as more mature SMBs to understand whether their needs are different.
讓我們來定義 Gusto 的入職功能研究受眾。Gusto 的公司用戶群體是尋求人力資源管理解決方案的中小型企業（SMBs）。這項功能的受眾與整體公司用戶群體不同，因為它針對的是一個特定的子集：正在快速增加員工人數的中小型企業。因此，團隊將研究受眾定義為在未來一年內員工人數翻倍的中小型企業。由於這些企業需要比增長較慢的企業入職更多的新員工，因此入職解決方案對他們來說可能具有很高的價值。接著，團隊確定了一些關鍵屬性，以在目標受眾中建立多樣性。首先，他們計劃與公司內不同類型的決策者交談。例如，他們可以訪談主要使用該工具的職能負責人，如人力資源主管和首席人力資源官。此外，他們還可以與可能擁有最終購買決策權的財務長和執行長交談，具體取決於公司的規模。除了不同的決策者外，團隊還計劃確保公司規模和階段的多樣性。 他們希望與早期階段的初創公司以及較成熟的中小企業交談，以了解他們的需求是否有所不同。

After defining your target interview audience, you can move to the second step: recruiting interviewees. You can follow the three S’s when recruiting your interview audience.
在確定目標訪談對象後，您可以進入第二步驟：招募受訪者。在招募訪談對象時，您可以遵循三個 S 原則。

The first is to source, or find possible participants that match your target user profile. Then, screen. Reach out to possible participants and screen them for their fit with the target user profile. Finally, schedule. Create an interview schedule that maximizes your ability to gather insights.
首先是尋找或發掘符合目標用戶形象的潛在參與者。接著，進行篩選。聯繫潛在參與者並篩選出符合目標用戶形象的人選。最後，安排訪談。制定一個訪談時間表，以最大化地收集見解。

Let’s start with sourcing users to interview. In sourcing, we start by answering this question: how do we find the people we want to interview?
讓我們從尋找受訪用戶開始。在尋找過程中，我們首先要回答這個問題：我們如何找到想要訪談的人？

To find possible interview participants, you can use either internal data or third-party data. The internal information approach tends to work best when your audience is past or present users. Your access to internal data may be different depending on your company. As a new PM, you’ll need to determine whether you can gather this data yourself, or whether you’ll need help from an internal partner.
要尋找可能的訪談參與者，您可以使用內部數據或第三方數據。當您的受眾是過去或現在的用戶時，內部信息的方法往往效果最佳。您對內部數據的訪問權限可能會因公司而異。作為一名新任產品經理，您需要確定自己是否能夠自行收集這些數據，或者是否需要內部合作夥伴的幫助。

Then, you can narrow down possible participants based on the attributes you outlined in the last step, as long as you can tie the information to their contact information, like an email address. For example, Dropbox has a "Beta" program where existing users can sign up to test upcoming features. Dropbox PMs can then easily source users from the Beta program who match their target audience.
接著，您可以根據上一步中列出的屬性來縮小可能的參與者範圍，只要您能將這些信息與他們的聯絡信息（如電子郵件地址）聯繫起來。例如，Dropbox 有一個「Beta」計劃，現有用戶可以註冊參加以測試即將推出的功能。Dropbox 的產品經理可以輕鬆地從 Beta 計劃中找到符合目標受眾的用戶。

But internal data may not work so well in instances where you want to target a new audience, or where you don’t have a linkage between users and their email addresses. Third-party data comes in handy when you want to speak with people who have not used the product, or when you can’t identify users in your data.
但在您想要針對新受眾，或是無法將用戶與其電子郵件地址聯繫起來的情況下，內部數據可能效果不佳。當您想要與未使用過產品的人交談，或無法在數據中識別用戶時，第三方數據就派上用場了。

The ideal outcome of the sourcing process is that you end up with a list of names, a way to contact them, and which pieces of the target audience profile they match.
理想的招募過程結果是，你最終獲得了一份名單、一種聯繫他們的方法，以及他們符合目標受眾特徵的哪些部分。

After determining how to find this audience, the next question to answer is: how many people do we need to contact?
在確定如何找到這個受眾後，接下來要回答的問題是：我們需要聯繫多少人？

On average, you only really need to talk to about 6 people to get a sense of what your users are thinking. While individual results may vary, once you’re over 6 people, you’re more likely to start hearing the same thing over and over again, which means you’re getting less value out of each conversation. Let’s do some quick back-of-the-envelope math, working backward through the recruitment process, to figure out how many people you need to source.
一般來說，你只需與大約六個人交談，就能大致了解用戶的想法。雖然個別結果可能有所不同，但一旦超過六人，你更有可能開始聽到重複的意見，這意味著每次對話的價值會減少。我們來做一些簡單的估算，從招募過程的反向推算，來確定你需要招募多少人。

For simplicity, let’s say you want to be able to talk to 6 people per audience, and you have 2 distinct audiences. This means you want to talk to 12 people in total. While rates differ dramatically, here are some pretty typical numbers for illustration.
為了簡單起見，假設你希望能夠與每個受眾中的 6 個人交談，而你有 2 個不同的受眾。這意味著你總共想要與 12 個人交談。雖然費率差異很大，但以下是一些相當典型的數字作為說明。

Let’s say that about one-third of people who respond to your initial contact and screener are a bad fit, so you decide not to speak with them right away. Two-thirds are a good fit.
假設大約有三分之一回應您初次聯繫和篩選的人不太合適，因此您決定暫時不與他們交談。三分之二的人則非常合適。

So, if you want to speak to 6 people per condition, you’ll need to hear back from 9 people per condition.
因此，如果您希望每種情況下與 6 個人交談，您需要從每種情況下的 9 個人那裡得到回覆。

But an average response rate to a cold initial contact and screener email is about 5-10%. We’ll assume 10% here.
但對於冷不防的初次聯繫和篩選電子郵件，平均回覆率約為 5-10%。在此我們假設為 10%。

With that math, if we want to hear back from 9 people per condition, we’ll need to reach out to 90 people per condition. That’s the bad news. It takes a lot of up-front work to identify possible participants and recruit them. While the numbers may be slightly different for you and your organization, this is a helpful starting point for planning out your recruiting efforts.
根據這個計算，如果我們希望每個條件下有 9 人回覆，我們需要聯繫每個條件下的 90 人。這是壞消息。要識別潛在的參與者並招募他們需要大量的前期工作。雖然對你和你的組織來說，這些數字可能會略有不同，但這是一個有助於規劃招募工作的起點。

What do you do when you simply can’t find this many people? That’s when you shift focus to increasing the response rate. You have several levers at your disposal to help get people’s attention and to get them to respond.
當你無法找到這麼多人的時候該怎麼辦？這時你需要將重點轉向提高回應率。你有多種方法可以用來吸引人們的注意並促使他們回應。

You might increase the compensation you’re offering, or add more context and a personal touch to your email, such as why you think their input specifically will be helpful. Or you might look for warm introductions, so people are more inclined to respond to you. If you’re talking to an existing user, an introduction from someone they already have a relationship with, like their account manager, could go a long way to helping you get a response from them.
您可以提高所提供的報酬，或在電子郵件中添加更多背景信息和個人化的觸感，例如為什麼您認為他們的意見特別有幫助。或者，您可以尋求熱情的介紹，這樣人們更傾向於回應您。如果您正在與現有用戶交談，來自他們已有關係的人的介紹，例如他們的客戶經理，可能會大大幫助您獲得他們的回應。

The next step is to reach out to a random subset of the possible participants you just sourced and screen them effectively.
下一步是聯繫剛剛篩選出的潛在參與者中的隨機子集，並有效地篩選他們。

Contacting usually ends up being a bit of an iterative process. A good rule of thumb is to email half of your audience in the first send, and then follow up with more as needed. You don’t want to send all the emails at once, in case you have a higher response rate than you’d expected.
聯繫通常會成為一個反覆的過程。一個好的經驗法則是，第一次發送時先給一半的受眾發送電子郵件，然後根據需要再進行跟進。你不想一次發送所有的電子郵件，以防回覆率比預期的要高。

Effective contact emails have two parts: a short description of why you want to talk to them specifically, and a screener questionnaire. The screener doesn’t need to be exhaustive, but should be just enough to confirm that they’re both interested and a good fit for the conversation. Not only do you want to make sure you’re not wasting your own time, but you also want to make sure you’re not wasting users’ time. Someone who is a good fit for your interviews needs to match your audience, and also encompass some degree of diversity within the profile if applicable. So the questions in the screener should ask about any attributes of the target audience that you need participants to self-report on—things you aren’t able to confirm through other data sources.
有效的聯繫電子郵件包含兩個部分：一個簡短的描述，說明為什麼你特別想與他們交談，以及一份篩選問卷。篩選問卷不需要詳盡無遺，但應該足以確認他們既有興趣又適合參與對話。你不僅要確保不浪費自己的時間，也要確保不浪費用戶的時間。適合參加訪談的人需要符合你的受眾，並在可能的情況下在個人資料中包含一定程度的多樣性。因此，篩選問卷中的問題應詢問目標受眾的任何屬性，這些是你需要參與者自行報告的——這些是你無法通過其他數據來源確認的。

For example, it’s common to ask whether or not someone is the final decision-maker in small business surveys. You can look up their title, company size, and industry, but you have to ask them if they have the authority to make purchasing decisions. You can’t get that information any other way.
例如，在小型企業調查中，常常會詢問某人是否是最終決策者。你可以查詢他們的職稱、公司規模和行業，但你必須詢問他們是否有權做出購買決策。除此之外，你無法獲得這些資訊。

As responses come in, you can start following up with people who are a good fit for your interviews. Primarily, you’re looking for confirmation that people are interested and match your target audience. Then you want to ensure you are getting a suitable level of diversity within the target audience.
當回覆陸續進來時，您可以開始跟進那些適合參加訪談的人。首先，您要確認這些人對訪談有興趣並符合您的目標受眾。接著，您要確保在目標受眾中獲得適當程度的多樣性。

The final stage is scheduling. Here, you want to be intentional about how you stagger your interviews. We’ll give you a few good rules of thumb for scheduling.
最後一個階段是安排時間。在這裡，你需要有意識地安排訪談的時間間隔。我們將為你提供一些安排時間的良好經驗法則。

First, schedule time internally for debriefing after each interview. Practically, this means spacing out your interviews so they’re not all back-to-back-to-back. Context switching takes energy, so minimize that as much as possible. It’s helpful to talk to similar profiles on the same day since that makes it easier to compare and contrast their perspectives. Being thoughtful about the gaps between interviews and the ordering of interviews will help you get as much out of them as possible.
首先，內部安排時間在每次訪談後進行簡報。實際上，這意味著將訪談間隔開來，而不是連續不斷地進行。切換上下文需要耗費精力，因此盡量減少這種情況。與相似的受訪者在同一天交談是有幫助的，因為這樣可以更容易地比較和對比他們的觀點。仔細考慮訪談之間的間隔和訪談的順序，將有助於您從中獲得最大的收益。

We’ve now covered the first two steps of the user interview process: determining the interview audience and recruiting them. In the next lesson, we’ll walk through how to structure and conduct effective interviews.
我們已經完成了用戶訪談過程的前兩個步驟：確定訪談對象並招募他們。在接下來的課程中，我們將講解如何組織和進行有效的訪談。