However, when companies attempt to add delights to a product or service without first satisfying the basic needs and expectations of customers, the extra add-ons have the opposite effect. When customers see a company putting effort into neat/cool/unnecessary features or benefits but ignoring basic fundamental aspects, it implies that the organization is either (a) trying to cover up their faults, or (b) oblivious to customer needs. Either way, it does not send a positive message to the market and is likely to backfire.

Simply put, you can not exceed the customer’s expectations without first meeting them. Furthermore, to paraphrase Dan Pallotta (from his excellent blog post I Don’t Understand What Anyone Is Saying Anymore), it is so rare that a customer actually has their expectations met, much less exceeded — a problem caused by companies not having any idea of what the customer’s expectations are in the first place, or forgetting basic tenants of customer service. This lack of customer understanding can have disastrous results.

然后，当公司尝试给产品或服务添加亮点，而没有首先满足客户基本的需求和期望时，这些额外的工作会有相反的效果。当客户看到一个公司把精力放在简洁/酷/不必要的特性上却忽略基础的方面，这说明这个组织要么正努力掩盖他们的失误，或者正在忽视客户需求。不管是哪个，这都没有给市场发出积极的信息，并且很可能出意外。

简单地说，你不能不首先满足客户期望，然后再超越这些期望。更进一步，解释Dan Pallotta说的（参考他的精彩博文《我再也不能理解人们说的是什么》），完全满足一个客户的期望是很罕见的，更不用说超越——要么把对客户期望完全没有思路的公司的问题放在首位，要么忘记客户服务的基本承担者是谁。这种对客户理解的缺失会造成很糟的结果。

英文原文：

If you want to be a bad product manager, hope that cool unexpected aspects of your product or service will make up for deficiencies in other areas. Sure, your product has some flaws, but it’s easier to add some neat features than fix the parts that are broken. Enough attention-grabbing items will draw attention away from the problem areas, and the positive feedback you get from the nice-to-haves will make people forget what’s missing.

If you want to be a good product manager, satisfy customers first before attempting to delight them. There is a lot of talk lately about how to “delight the customer,” and organizations are attempting to do this through exceptional customer service or unexpected product features. This likely driven by an attempt to generate buzz and goodwill by customers raving about these delights, often on social media. When done well and appropriately, the benefits of these delighting product aspects can truly differentiate an offering and an organization.

译文：

如果你想成为不好的产品经理，那就寄希望于你的产品或服务上突然增加的酷的东西能弥补其他方面的不足吧。当然，你的产品有一些瑕疵，但增加一些简洁的特性总比修复坏掉的部分来的容易。足够多的能抓住眼球的东西，是可以把注意力从有问题的区域引开的，并且你从那些好的特性中收到的肯定的反馈，将使人们忘记什么东西不见了。

如果你想成为好的产品经理，那就在让客户高兴之前，先满足他们。后面会有很多关于如何“让客户高兴”的讨论，并且很多组织正在尝试通过优秀的客户服务或出奇的产品特性来做到这点。通常在社交媒体上，人们欣喜若狂地讨论这些亮点，可能正是这种制造口碑和声誉的尝试驱使产品经理们这么做。当做的恰好时，这些令人高兴的产品特性的好处就能真正地区分出一个谢罪礼和一个组织。