Get More Product Management From Your Product Managers

Get More Product Management From Your Product Managers

从你的产品经理那里获得更多的产品管理

If you’ve ever wondered why some athletes are great with one team but not so great with another, the difference is usually in their supporting cast. The same philosophy applies to the product management function.

你是否一直想知道为什么一些运动员在一个团队中是伟大的,而到了另一个团队则不再伟大,这个区别通常在于他们支持的角色。同样的道理也适用于产品管理职能中。

If your product management function is not performing up to par, there could be many contributing factors, most of which relate to a single issue: the lack of a supporting cast.

如果你的产品管理职能并不合乎标准,那可能有很多因素,其中大部分都涉及一个问题:缺乏一个配角。

Product Management is not the enhancement list department that also designs and tests while supporting customers and sales full-time. Its purpose is to keep products aligned with market and customer needs on an ongoing basis to fuel growth, which means product management needs to be involved in nearly every aspect of the business, making its scope of responsibility more high and wide than narrow and deep.

产品管理部门不是去强化设计或者测试这样的部门,也不是全天候为客户和销售提供支持。它的目标是让产品同市场和客户不断增长的需要保持一致,这意味着产品管理需要尽可能地涉及业务的各个方面,使职责范围更加“高”和“广”,而不是“窄”和“深”。

Here‘s a typical scenario and an easy fix that doesn’t require additional headcount.

这里有一个典型的方案且易于实行,并不需要额外的人员。

The Scenario

方案如下:

You have four products and four product managers, each responsible for product planning, functional design, rollout and sales support. In most cases, each product manager is spending 80% of their time in the weeds doing functional design to keep product development moving and managing the crisis of the hour. The result is no vision of where the market is going, too much focus on the next set of urgencies, and a poor or non-existent rollout effort that buries the product experts further in the weeds because sales, services and support aren‘t as self-sufficient as they need to be. You can feel the wheels of progress slowing with each release cycle.

你有四个产品和四个产品经理,每一个都担负着产品规划,功能设计、推广和销售支持的职责。在大多数情况下,每个产品经理要花费他们时间中的80%在功能设计上来保持产品开发的前行,同时还要管理紧急事务。这导致产品经理缺乏市场远见,过多的关注于一个又一个紧急的事务,贫乏或者根本不存在的推广努力掩盖了这个产品专家,因为销售,服务和支持部门没有做到自给自足来满足他们的需要。你能够感觉到每一个发布周期的速度在放缓。

The 3-Step Fix

分为三步走:

Step 1

第一步

Create a product line manager position responsible for the direction of all four products. This will allow more focus on emerging market trends and product plans that balance customer needs with market expansion across all products. Think of the product line manager as the business expert responsible for determining what product capabilities are needed to create stronger solutions across all products and why from a business and market standpoint.

设立一个产品线经理的职位来负责所有四个产品的方向。这将更多的关注新兴市场的趋势和产品计划,并平衡所有产品在市场扩展中的客户需要。可以认为产品线经理是一个业务专家,担负着围绕所有的产品来定义所需的产品能力,创建一个更有力的解决方案,并要从商业和市场的观点来说明。

Step 2

第二步

Complement the product line manager with two functional designers who are the product and process experts responsible for defining how product requirements should work from the user’s perspective. This role is vital to product usability and requires detailed knowledge of how users will interact with the products. It’s also vital to training service and support personnel so they can make customers successful.

产品线经理有两个功能设计师,他们是产品和流程的专家,担负着定义如何从用户的角度来看待产品需要。这个角色是至关重要的,关系到产品的可用性和用户会如何和产品发生交互的需求的细节知识。它在培训服务和支持人员方面也是很重要的,因为他们能够使客户成功。

Step 3

Complement the product line manager and functional designers with a product/solutions marketing manager responsible for messaging products to each market segment as a solution and making sure the sales force can talk the talk. The #1 priority of Product Marketing is to make sure the sales force can sell solutions you deliver today.

产品线经理和功能设计师以及产品/方案营销经理担负着和每个市场细分进行产品沟通来确保销售团队能够说到做到的职责。产品营销的第一个优先级是确保销售团队能够当天就销售出你交付的方案。

If everything works according to plan you’ll have products in higher demand, happier customers, marketing messages that resonate with prospective buyers and a sales and services team that can sell and deliver solutions you have today.

如果一切都按计划工作,你就会有更高需要的产品,快乐的客户,能够与购买者产生共鸣的营销沟通和能够当天就销售出方案的销售和服务团队。

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