产品经理的42个原则-原则39-Be All You Can Be:做你能做的一切!

Think like a general manager.

像总经理一样思考

Product management is a unique, central, powerful function when structured properly.

当结构合理的时候,产品管理是一种独特的、中心化的,强有力的职能。

You have all the responsibility but may feel like you have no authority. But you do have something very powerful at your disposal—influence. When a question arises about product direction, all eyes turn to you. If that’s not happening, ask yourself if you’re being a true product leader. You can—and should—be a key influencer in your company. But for that you need to think like a general manager—not merely a product manager.

你有所有的责任,但你可能觉得你没有权力。但是确实有一些非常强大的东西支配着你——影响力。当一个关于产品方向的问题出现时,所有的目光都转向了你。如果这还没有发生,问问你自己,你是不是一个真正的产品领导者。你可以——也应该——成为公司里重要的影响者。但要做到这一点,你需要像总经理一样思考——而不仅仅是产品经理。

What does this mean? A general manager (GM) is a manager of the business, usually responsible for all aspects of the business including the P&L (profit and loss) and revenue and growth goals. Note the “L” of P/L means you have to think about not just growing the business but also the cost and operations side. While this might seem like a lofty goal when all that you’re thinking about is getting the requirements defined, it will greatly increase your chances of success to think like a GM vs. merely a PM. Take the time to step back and think about the overall context for your product. Here are a few categories of thoughts to consider:

这是什么意思?总经理(GM)是商业的管理者,通常负责商业的各个方面,包括损益、收入和增长目标。注意,P/L的“L”意味着您不仅要考虑商业增长,还要考虑成本和经营。当您所考虑的只是获得定义的需求时,这似乎是一个崇高的目标,但是它将极大地增加您成功地像总经理那样思考而不是仅仅像PM那样思考的机会。花点时间回顾一下,思考一下产品的整体环境。以下是一些需要考虑的想法:

Market dynamics: What is the market you’re in or entering? Is it a new category you’re creating or is it an existing one? Is it growing, stagnant, or declining? What impact will your (new) product have on the market?

市场动态:你所在或进入的市场是什么?您正在创建的是一个新类别还是一个现有类别?它是增长、停滞还是衰退?你们的(新)产品对市场有什么影响?

Customer and share of market: Who are your target customers and who are your competitors? Think about both direct, obvious competitors as well as what other options and substitutes exist for the customer. If they don’t choose you, why not? Given what emerges from this question, you might also consider how you differentiate your offering. And finally, what kind of market share do you expect to capture? How?

客户和市场份额:谁是你的目标客户,谁是你的竞争对手?考虑直接的、明显的竞争对手,对于客户而言,其它的选项和现有的替代品是什么。如果他们不选你,原因何在?考虑到这个问题的结果,您就会考虑如何区分您的产品。最后,你希望获得什么样的市场份额?如何获得?

Business model: Why will customers or other stakeholders pay for the benefits your product/service provides or ancillary value it creates? What’s your business model or how will you make money?

商业模式:为什么客户或其他利益相关者要为你的产品/服务提供的利益或它创造的辅助价值付费?你的商业模式是什么?你将如何赚钱?

Pricing and value: What will you charge for your services? If your offering is “free” to customers, do you have a “premium” offering in mind and/or are you selling ancillary offerings to other stakeholders (e.g., targeted ads, virtual goods, etc.)? What’s your planned margin structure? What cannibalization can you expect from your new product among your existing ones?

价格和价值:你的服务收费是多少?如果您的产品对客户是“免费”的,您是否考虑过“优质”产品和/或您是否向其他利益相关者(如目标广告、虚拟商品等)销售辅助产品?你计划的利润结构是什么?在你现有的产品中,你对你的新产品有什么期望?

Total customer experience and operational impact: One of the great promises we ask product managers to deliver on is “How to deliver on an excellent total experience at every customer touchpoint?” While this is a worthy goal and a fruitful exercise, what gets left out is the answer to the following question: “What will it take operationally for the organization to deliver on this promise?” Is your organization set up for this? If you build it, they might come, but will they stay? The answer might depend on how easy it was for them to “buy” what’s right for them and use it, and even the after-sales experience.

全面的客户体验和运营影响:我们要求产品经理兑现的最大承诺之一是“如何在每一个客户接触点上实现卓越的全面体验?”虽然这是一个有价值的目标,也是一项富有成效的工作,但我们忽略了以下问题的答案:“本组织需要采取什么行动才能实现这一承诺?”“你们的组织是为此而设立的吗?”如果你建造了它,他们可能会来,但他们会留下来吗?答案可能取决于他们“购买”和使用适合自己的产品有多容易,甚至取决于他们的售后体验。

Product life-cycle management: Is there a natural life cycle for your product? Is there an industry/strategic/technological inflection point coming? Do you have a plan for making your offering obsolete—before the market does?

产品生命周期管理:您的产品是否有一个自然的生命周期?行业/战略/技术拐点是否即将到来?你有没有计划让你的产品在市场淘汰之前过时?

While fulfilling the above is a tall order, even being aware of these questions, bringing them to the table, and showing your team why this matters is a great first step. Be sure to ask these questions and engage actively in discussions and decisions before the fate of your product is sealed. You may not be the person with the authority to solve all these problems but you will be seen as a leader and a key influencer if you’re raising them, seeking the sources for answers, and collaborating in multi-functional teams to make sure these are being addressed.

尽管实现上述目标是一项艰巨的任务,但即使意识到这些问题,将它们摆到桌面上,并向您的团队展示为什么这很重要,也是很好的第一步。在产品的命运被决定之前,一定要问这些问题并积极参与讨论和决策。你可能不是那个有权解决所有这些问题的人,但如果你提出这些问题,寻找答案的来源,并与多功能团队合作以确保这些问题得到解决,你将被视为一个领导者和关键的影响者。



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