【译文】B2B产品管理的20条实用规则(5-8)(字多无图挺有用)

RULE 5:Product Management determines the go-to-market strategy; Marcom executes the strategy

产品管理决定产品进入市场的战略;传播人员执行这个战略

First off, much of my career has been spent in smaller companies where Product Management/ Product Marketing and Marcom were housed under one very small group. Heck, I’ve been in places where they were me, myself, and I.

首先,我的大部分职业生涯都是在小公司度过的,那里的产品管理/产品营销和传播都是挤在一个非常小的团队里的。见鬼,我去过的地方只有我、我自己和我。

But I did spend several years in a large company where we had separate Product Management, Product Marketing, and Marcom groups. And herein lies a cautionary tale of what happens when it’s not clear who’s setting the strategic agenda.

但我确实在一家大公司工作了几年,在那里我们有独立的产品管理、产品营销和传播团队。这里有一个关于谁来制定战略事务的警示。

At this company, Product Management and Product Marketing resided in the same group, and we were clear about the roles each group played. But Marcom was completely and utterly separate from us, connecting on the org chart only to the president’s box.

在这家公司,产品管理和产品营销属于同一个部门,我们很清楚每个部门所扮演的角色。但是传播和我们完全是分开的,在组织结构图上只连接到总裁的那个区块上。

This would have worked out fine if someone in the president’s box or in the EVP boxes just below actually agreed that Product Marketing—which set the go-to-market strategy—and Marcom were separate functions, with different roles, responsibilities, and expertise. And then declared that the two groups were going to get along.

如果在总裁的区块里或者下面的执行副总裁区块里的人真的认同产品营销——制定进入市场的战略——和传播是不同的职能,有不同的角色、职责和专业知识,那么这将会很好地解决问题。然后宣布这两组人会相处得很好。

Well, that never happened. And, although the reasons had little to do with marketing, is it any wonder that the company folded?

但这从未发生过。而且,尽管这与市场营销几乎没有关系,但谁希望这家公司倒闭呢?

Although I had many good friends and colleagues in Marcom, relationships between us (Product Marketing) and them were generally non-productive and rancorous.

尽管我在公关部有很多好朋友和同事,但我们(产品营销)和他们之间的关系通常是低效的,充满敌意的。

Marcom was under Sales, and much of what they did was what Sales wanted them to do. Suffice it to say that Sales wanted the short-term hit, not the long-term build. It never seemed to matter what the overall corporate strategy was; if Sales didn’t think they could easily sell it tomorrow, it didn’t get marketed today.

传播当时在销售之下,他们所做的大部分事情都是销售希望他们做的。简单地说,销售需要的是短期的冲击,而不是长期的增长。公司的整体战略似乎从来都不重要;如果销售人员认为明天不可能轻易地将其销售出去,那么今天就无法将其推向市场。

Marcom also owned the entire budget, so Product Marketing was always in the position of begging to get any attention for our products.

传播也拥有整体的预算,所以产品营销总是在乞求我们的产品得到关注。

Sometimes, the budget stuff played out in ridiculous ways. At one annual (internal) sales conference, we had an exhibit hall for the products. Product Marketing had draped tables, out-of-pocket signs printed at Kinko’s, photocopied sell sheets, no lights, and lame-o promotional gimmicks to attract the sales guys’ interest.

有时,预算问题会以荒谬的方式出现。在一次年度(内部)销售会议上,我们有一个产品展示厅。产品营销包括铺着台布的桌子,在Kinko店里的自掏腰包印的牌子,复印的销售单,没有灯光,以及用来吸引销售人员兴趣的蹩脚的促销手段。

Marcom shipped in tradeshow booths—complete with beautiful lighting and nice signage—at which they showcased their new corporate brochures, ad campaigns, website, and corporate giveaways.

传播在贸易展台上交付,配有漂亮的灯光和漂亮的标牌,在那里他们展示了新的公司宣传册、广告活动、网站和公司赠品。

We had the content; they had the stuff.

我们有内容;他们有素材。

Shouldn’t we have come together on this? But, no. The enmity between the two camps was just too great. The rap on Product Marketing: no sense of the real-world pressure from Sales. The rap on Marcom: no content, big spenders.

我们不是应该团结起来吗?但是,没有。两个阵营之间的敌意实在太大了。产品营销的批评:对来自现实世界的销售压力毫无感觉。批评:没有内容,花钱大手大脚。

I spent half my life at this company just trying to define organizational roles, smooth ruffled feathers, make peace, and make some sense out of things. Believe me, if I couldn’t get things to work out between us, no one could.

我在这家公司花了半辈子的时间来定义组织的角色,平息人们的愤怒,讲和,让事情变得有意义。相信我,如果我不能解决我们之间的问题,没人能。

What a waste!

真是浪费!

So, I’ll add to Pragmatic’s rule: Ensure that the roles are clear, and insist on an environment of mutual trust and respect. Strategy and execution are both important. But if the executors aren’t bothering with the strategy, whatever happens will not be pretty.

因此,我加了一条实用规则:确保角色明确,并坚持相互信任和尊重的环境。战略和执行都很重要。但如果执行人不为这一战略操心,无论发生什么事情都不会是好事。


RULE 6:Product Management should help sales channels, not individual salespeople.

产品管理应该帮助销售渠道,而不是单个的销售人员。


Obviously, when you’re developing market approaches and sales tools, your product and company will be best served by your focusing on those that can be widely deployed across an entire sales channel—whether direct or indirect. Take it from someone who has done some serious hand holding with some fairly hapless sales folks, we all would have been better off if I’d spent my time on things that would be available and useful to everybody.

很明显,当你在开发市场方法和销售工具时,你的产品和公司将会因为你关注那些可以在整个销售渠道上广泛部署的方法而得到最好的服务——无论是直接的还是间接的。如果我把时间花在对每个人都有用的事情上,我们的情况会更好。

But is the converse true as well? What about time spent with the truly excellent salespeople?

但反过来也是正确的吗?与真正优秀的销售人员相处的时间呢?

Maybe it’s because I’ve spent so much time in small companies, there are plenty of circumstances in which I’ve spent what I considered very profitable time with individual salespeople who are pleasant, helpful, and insightful. In my experience, these have also tended to be the most successful sales folks.

也许是因为我在小公司工作的时间太长了,在很多情况下,我都是和那些和蔼可亲、乐于助人、富有洞察力的销售人员一起度过我认为非常有利可图的时光。根据我的经验,这些人往往也是最成功的销售人员。

You could argue, then, that they don’t need your help. Maybe. But, as a marketer, you still need to acknowledge that you might need their help for reviewing sales tools, great feedback, access to customers…and so on. Yes, there are plenty of reasons why you want and need to develop relationships with individual salespeople. And sometimes that will mean providing them with individual help. The good news? They’re not the kind who’ll ask for it unless they genuinely need it.

你可以说,他们不需要你的帮助。也许吧。但是,作为一名营销人员,你仍然需要承认,你可能需要他们的帮助来评估销售工具、提供良好的反馈、接触客户等等。是的,有很多原因可以解释为什么你想要和每个销售人员建立关系。有时这意味着要为他们提供个人帮助。这是好消息吗?除非他们真的需要,否则他们是不会开口的。

Of course, just as time spent helping out dunderheads detracts from working for the greater, common good, so does time spent working with the A students. So you have to be careful not to indulge yourself all that much.

当然,正如花在帮助笨蛋上的时间有损于为更大的共同利益而工作,花在与优等生一起工作上的时间也是如此。所以你要小心,不要太放纵自己。

As for spending time wisely, like a lot of product managers, I’ve spent hours concocting presentations on demand, pitching in on last minute RFP responses, tweaking data sheets—so much easier now that everything’s PDF’d rather than printed—when the same time could have been spent making sure that strong, current, baseline materials were made available in a shared space.

为了像很多产品经理那样明智的花费时间,我花了几个小时来演示需要,在最后一分钟确定对需求建议书的响应,调整数据表单-这是如此容易,现在所有都是PDF而不是打印出来的-在同一时间能够确保强大的,当前的基线材料在一个共享空间是可用的。

Just say “no” to creating a slight variation of the wheel every time a salesperson calls and asks you for something.

只要说“不”,在每次销售人员打电话向你要东西的时候,稍微改变一下方向盘就可以了。

Similarly, when you’re eliciting feedback and product input from sales, it’s better to hear from many voices, rather than respond to the bleating of the lone sales wolf whose input is colored by the last lost deal.

同样地,当你从销售中获得反馈和产品输入时,最好听到更多的声音,而不是对最后一笔失败的交易所扭曲的孤独的销售之狼的抱怨声做出回应。

But as a marketer, I really want to reserve some quality time with the quality salespeople.

但作为一名营销人员,我真的很想和高质量的销售人员一起度过一些有质量的时间。


RULE 7:Be able to articulate your distinctive competence.

能够清晰地表达你产品的独特能力。


So why, exactly, should someone buy your product as opposed to the other guy’s?

为什么有人要买你的产品而不买别人的呢?

It may seem obvious that you need to be able to tell a prospect what’s distinctive about you, but we often get caught up in just getting the features and benefits out there. Our product is really good, and we want everyone to know about it—so sometimes we forget to mention “why us.” It’s also easy to fall into the trap of picking up on some picayune feature that nobody cares about and making a big show about how and why this is a big differentiator. I’ve certainly done it: our product is the only one on the market that brings a smiley face up on each screen…the only one written in an obscure, arcane language…the only one that comes in a plain, brown wrapper. But a differentiated feature of your product, no matter how meritorious (or not) is NOT a distinctive competence.

很明显,你需要能够告诉一个潜在客户你的独特之处,但是我们经常陷入只是为了获得特征和利益。我们的产品真的很好,我们想让每个人都知道它——所以有时我们忘了提“为什么是我们”。“人们也很容易陷入这样的陷阱:挑出一些没人在乎的小特征,然后大肆宣扬它是如何以及为什么会有这么大的不同。”我当然这么做过:我们的产品是市场上唯一一款在每个屏幕上都有一个笑脸的产品……唯一一款用晦涩难懂的语言写的产品……唯一一款用普通的棕色包装纸包装的产品。但是,你的产品有一个与众不同的特征,不管它有多值得(或不值得),都不是一种独特的能力。

No, your distinctive competence is something that you genuinely excel at—and that benefits your customer.

不,你与众不同的能力是你真正擅长的——这对你的客户有利。

We all know the standard ones: You’re the most efficient, with the most streamlined service and support; you’ve got the most advanced, the very best product; you’re the most in tune with your customers and what they actually want, need, and value.

我们都知道标准的:你是最高效的,拥有最精简的服务和支持;你们有最先进、最好的产品;你最能与你的客户保持一致,了解他们真正想要的、需要的和有价值的东西。

What might your distinctive competence be? Here are a few examples:

你的独特能力是什么?这里有几个例子:

  • You may have deep-seated knowledge of an industry that enables you to develop products that solve vertical-specific problems in ways that generic, horizontal applications can’t.

您可能对某个行业有很深的了解,这个行业使您能够开发出解决垂直特定问题的产品,而一般水平应用程序不能解决这些问题。

  • Your engineering approach may enable you to react to customer requests and emerging requirements more rapidly than others.

您的工程方法可以使您比其他人更快地响应客户的请求和出现的需求。

  • Your implementation team may be so proficient that they can easily and cost-effectively customize your application.

您的部署团队可能非常精通,他们可以轻松且经济有效地客制化您的应用。

  • Your training approach may help your customers more easily “on-board” new employees.

你的培训方法可以帮助你的客户更容易地“入职”新员工。

  • Your automation strategy may let your customers painlessly and quickly purchase and implement new modules.

您的自动化战略可以让您的客户轻松快速地购买和实现新的模块。

Whatever it is, you need to know just what your distinctive competence is. And it should go without saying that it’s reality-based. Prospects and customers will figure it out pretty quickly if you’re blowing smoke here.

不管是什么,你需要知道你独特的能力是什么。不用说,它是基于现实的。如果你在这里把烟放起来,顾客和潜在顾客很快就会发现。


RULE 8:Your opinion, although interesting, is irrelevant

你的观点虽然有趣,但无关紧要


As marketers, we’ve all had to put up with the “everyone’s an expert” syndrome, in which people feel free to second guess and take pot shots at everything we do.

作为营销人员,我们都不得不忍受“每个人都是专家”的综合征,在这种综合征中,人们对我们所做的每一件事都可以随意猜测和随意批评。

Unveil the new logo? Someone will hate it—and let you know.

新LOGO的公布于众?有人会讨厌它,并让你知道。

Name the new product? Guaranteed that someone will think the name is dumb—or inform you that they once had a dog with this name. (Come on, did someone really have a dog named OmniCentraSolvAll?)

给新产品命名?保证有人会认为这个名字很蠢——或者告诉你他们曾经养过一只叫这个名字的狗。(拜托,真的有人养了只叫OmniCentraSolvAll的狗吗?)

Publish the list of new features? Why’d you pick those ones? Why didn’t you use my suggestion?

发布新特征列表?你为什么选那些?你为什么不采用我的建议呢?

Color of the golf-outing t-shirt. Trade show graphics. Target market. Partner strategy.

高尔夫球衫的颜色。贸易展览的图片。目标市场。合作伙伴的战略。

Doesn’t matter how strategic, how tactical, how important, or how trivial: People always second guess what Marketing does.

无论多么战略如何,战术如何,多么重要,或者多么琐碎:人们总是对市场营销所做的进行猜测。

In these circumstances, the rule about opinions holds.

在这种情况下,关于观点的规则是成立的。

But I have to add a big qualifier, because an informed opinion can be both interesting and relevant.

但是我必须添加一个大的限定词,因为一个有见地的观点是既有趣又相关的。

Sometimes the person with the informed opinion knows something you don’t know. Or thinks about something in a way that you don’t. Or just always seems worth listening to.

有时候,有见地的人知道一些你不知道的事情。或者以一种你不知道的方式思考某事。或者似乎总是值得一听。

With any luck, you’ll know who the Informed Opinions are and include them somewhere in the process before decisions are made.

如果运气好的话,你会知道有见地的观点是谁的,并在决策之前将它们包含在决策过程的某个地方。

What can the Informed Opinion do for you?

有见地的观点能为你做什么?

It can save you from making a mistake.

它可以让你避免犯错。

You might have fallen in love with the new color scheme. Come on, who doesn’t like avocado and harvest gold? The Informed Opinion might inform you that two of your closest competitors are using the same colors, and you don’t want to look “me, too.”

你可能已经喜欢上了新的配色方案。拜托,谁不喜欢鳄梨色和橄黄色呢?有见地的观点可能会告诉你,离你最近的两个竞争对手正在使用相同的颜色,你不想看起来是“我也是”吧。

UniCentraSolvAll may sound like a uniquely swell product name. Informed Opinion may be able to tell you that it’s actually a heavily marketed pesticide in one country, or a product that in another country unclogs drains.

UniCentraSolvAll听起来可能像一个独特的膨胀产品名称。有见地的观点可能会告诉你,这实际上是一个国家大力推销的农药,或者是另一个国家疏通下水道的产品。

You may have missed an important and compelling product feature, and Informed Opinion may be able to tell you what it is and why it’s so important.

您可能已经错过了一个重要的和引人注目的产品特征,而有见地的观点可能能够告诉您它是什么以及它为什么如此重要。

Of course, Informed Opinion’s opinion is not so important if you’ve done your homework. But you can’t think of everything, so it’s always good to have a couple of trusted Informed Opinions you can count on.

当然,如果你做了功课,有见地的观点就不那么重要了。但是你不可能想到所有的事情,所以有几个你可以信赖的、有见地的观点总是好的。

As far as your own opinions go: Offer your opinions only when asked for them. Try to eradicate (or at least minimize) any after-the-fact sniping and second guessing. (You hate it when it’s done to you!) And keep in mind that an opinion that’s informed by facts and market information is genuinely valuable and generally welcomed.

至于你自己的观点:只在别人要求时才提出你的观点。尽量消除(或至少最小化)事后的中伤和猜测。(你讨厌别人这样对你!)要记住,一个由事实和市场信息组成的观点是真正有价值的,通常是受欢迎的。

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