【译文】B2B产品管理的20条实用规则(13-16)(字多无图挺有用)

RULE 13:Every “product” needs a product manager and a business case

每个“产品”都需要一个产品经理和一个商业案例

In my experience, most B2B technology companies do see that all their products have a product manager. Sometimes the product manager winds up with multiple products— which is okay if they’re on the smallish side and in the same family. If the products are on the biggish side and not well related, it can lead to product attention deficit disorder. But, fortunately, most products tend to have product managers.

以我的经验,大多数B2B的技术公司确实能确保他们所有的产品都有一个产品经理。有时候,产品经理会开发多个产品——如果这些产品都很小,而且属于同一个家族,那也没关系。如果产品偏大,没有很好的相关性,就会导致产品注意缺陷障碍。但幸运的是,大多数产品都有产品经理。

But those business cases…

但是,那些商业案例……

Products start out in many ways.

产品从很多方面开始。

Sometimes (especially in the software industry) they get developed by someone who thinks it’s a good idea and just goes ahead and does it. If that’s the case, the product manager may be tasked with creating a business case after the fact, trying to figure out the positioning and all that other good stuff that should have been determined before the product was created.

有时候(尤其是在软件行业),有些人认为这是一个好主意,然后就去做了。如果是这样的话,产品经理的任务可能是在事后创建一个商业案例,试图找出定位和所有其他在产品创建之前就应该确定的好东西。

Sometimes a product starts out with a business case, but it never really gets evaluated—let alone updated. And if you don’t bother to regularly update your product’s business case—or create it anew—you run into a lot of dangers:

有时一个产品从一个商业案例开始,但是它从来没有得到真正的评估——更不用说更新了。如果你不定期更新你的产品的商业案例,或者不创建一个新的案例,你就会遇到很多危险:

  • Missed market opportunities

错过市场机会

  • Missed product enhancement opportunities

错过产品优化的机会

  • Pricing that leaves $$$ on the table

失去某些利润的定价

  • Putting too many resources on Product X and too few on Product Y

在产品X上投入了太多的资源而在产品Y上投入了太少的资源

  • Hanging on to a product that really should be on an end-of-life path

紧紧抓住一个产品不放,而这个产品真的应该到了生命之路的尽头

We all know how easy it is to keep chugging along, doing the same thing quarter after quarter, year after year. If you’re a product manager, you probably know this drill by heart. You do your job. You cover all the bases: product requirements, project plan, documentation, product launch, sales tools, sales training, marketing programs, etc.

我们都知道,一个季度又一个季度、一年又一年地做同样的事情是多么容易。如果你是一名产品经理,你可能已经烂熟于胸。你做你的工作。你涵盖所有的基础:产品需求、项目计划、文档、产品发布、销售工具、销售培训、营销方案等。

It’s so darned easy never to take the time to critically examine your product’s raison d’etre—and really figure out if there’s enough raison to keep the d’etre going.

这是如此的容易,从来没有花时间来批判性地检查你的产品存在的理由,并真正弄清楚是否有足够的理由来保持存在。

Product managers, it’s never too late.

产品经理们,永远不会太迟。

If you have products with a business case covered by a spider web, it’s time to create a new one. You may have some tiny little fear that a business case will end up putting your product out of business and your job at risk.

如果你的产品有一个被蜘蛛网覆盖的商业案例,那么现在就可以创建一个新的案例了。你可能会有点担心,一个商业案例会让你的产品失去市场,让你的工作面临风险。

Truly, this is a remote possibility; and, in fact, the best way to make sure it doesn’t happen is to ensure that the product(s) you manage have a strong business case behind them.

确实,这是一种遥远的可能性;事实上,确保这种情况不会发生的最好方法是确保你管理的产品背后有强大的商业理由。

As the saying goes, the unexamined life is not worth living; and, in the end, the unexamined product is not worth managing.

俗话说,混混噩噩的生活不值得过;最后,未经检验的产品不值得管理。


RULE 14:Look for opportunities to deliver the remarkable

寻找机会实现卓越


I confess: When I first saw Pragmatic Marketing’s word remarkable, my initial thought was, “Is this one of those annoying words like passionate and personal brand that pop up from time to time to test my gag reflex?”

我承认:当我第一次看到实务营销这个词的时候,我最初的想法是,“这个词是不是像激情和个人品牌这样让人讨厌的词,时不时地冒出来测试我的呕吐反射?”

But that first thought was fleeting.

但第一个念头转瞬即逝。

As product marketers and product managers, we should want to deliver the remarkable in whatever we do. Think about it for a minute.

作为产品营销人员和产品经理,我们应该想要在我们所做的任何事情中传递卓越。想一下。

If you settle for “good enough” in your product and don’t include at least a few “nice to have” goodies, your customers will greet the new release with “It’s about time!” And your prospects will greet the product with “Big deal—now you have what everyone else does.”

如果你在你的产品中满足于“足够好”,而没有包括至少一些“很好”的东西,你的客户将会以“是时候了!”来回应新产品。你的潜在顾客会对你的产品报以“没什么大不了的——现在你有了别人都有的东西。”

Is this the type of response you want?

这是你想要的回应吗?

No, you want your customers and prospects to have some sense of delight—something they hadn’t thought of…something that’s a bit out of the ordinary…something they’ll find really useful, or at least interesting.

不,你希望你的客户和潜在客户有一些愉悦感——一些他们没有想到的东西……一些与众不同的东西……一些他们会发现真正有用的东西,或者至少是有趣的东西。

It could be something as simple as a last-minute time- or troublesaving feature. Maybe it’s a smooth integration with an application everyone in your target industry’s using. Maybe it’s something all-new, first-ever, state-of-the-art—that everyone will soon clamor to own. Your remarkable “thing” could be a couple of hours of installation support thrown in—not because installation is such a bear, but because every environment’s different and anything can happen. Remarkable can be extending the number of seats the license will support.

它可以是像最后一分钟的时间-或麻烦的特征一些简单的东西。也许这是一个与目标行业中每个人都在使用的应用程序的顺利集成。也许这是一种全新的、史无前例的、最先进的东西,每个人不久都将争相拥有。您的非凡的“事情”可能是几个小时的安装支持抛出—不是因为安装是这样棘手的事,而是因为每个环境都是不同的,任何事情都可能发生。值得注意的是,可扩展的许可证将支持席位的数量。

You can be remarkable in your sales process by really and truly listening to what your prospects and customers are saying, and responding to them. You can be remarkable in your customer service process with a check-in phone call to follow up on whether or not last week’s problem has been resolved. Don’t forget the finance side of things, either. A lot of customers would find it quite remarkable if you contacted them to let them know you’ve discovered an overcharge, or that more attractive financing is available.

你可以通过真正地倾听你的潜在客户在说什么,并对他们做出回应,从而在你的销售过程中脱颖而出。你可以通过打电话询问上周的问题是否已经解决,从而在客户服务过程中表现出色。也不要忘记财务方面的事情。如果你联系他们,让他们知道你发现了他们的费用超支,或者有更有吸引力的获利渠道,很多客户会觉得这很了不起。

It’s a tough world out there. In order to get noticed—and to win business—you need to do something to stand out. And it really doesn’t have to be all that remarkable—just something simple for which your customers and prospects will love you.

外面的世界很残酷。为了得到关注,为了赢得生意,你需要做些什么来脱颖而出。它真的不需要那么了不起——只是一些简单的东西,你的客户和潜在客户会喜欢你。


RULE 15:With positioning, the focus is on what we do for the buyers

对于定位,重点是我们为买家做什么


We love our products.

我们热爱我们的产品

We’re proud of who we are and how we got here.

我们为自己感到骄傲,为我们如何走到今天而自豪。

Yes, yes, yes…we know what went into developing them.

是的,是的,是的……我们知道开发它们的过程。

We want everyone to know about all the cool features.

我们希望每个人都知道所有的酷功能。

But before we get too carried away, let’s focus on messaging that’s relevant to the people who are actually going to buy the product.

但在我们过于兴奋之前,让我们先关注一下与实际购买产品的人相关的信息。

This rule is really resonating with me these days. I’m working with a new client, and there’s a part of their history of which they are rightfully quite proud. In fact, they’re so proud of it, that they pretty much lead off with it. Which would be fine and dandy—except that this little piece of information (which looms so mightily for “us”) is stunningly irrelevant to the customers they’re trying to attract.

这条规则最近真的引起了我的共鸣。我在和一个新客户打交道,他们有一段历史值得骄傲。事实上,他们为此感到非常自豪,他们几乎都是这样开始的。这将是很好的和时髦的-除了这一小块信息(对“我们”来说是如此重要)与他们试图吸引的客户是惊人的无关。

At best, it’s of passing interest—like finding out that the woman in the next office was an Olympic pairs skater, or that the sales guy you did booth duty with at the tradeshow is related to the almostfamous actor with the same last name.

最好的情况下,这只是一种临时的兴趣——比如发现隔壁办公室里的女人是奥运会双人滑冰选手,或者发现你在展会上负责展台的销售人员与一位姓相同的几近成名的演员有血缘关系。

So, when you’re positioning your product, lead with what’s important to the person who might be writing the check, not with what’s near and dear to you.

所以,当你在定位你的产品时,要把重点放在对可能买单的人来说重要的东西上,而不是对你来说最珍贵的东西。

I am not, by the way, advocating for positioning that excludes what the product actually does. I’m a strong believer that good positioning includes not just what a product does for the buyer, but what it does, period. I absolutely hate reading about how a product saves time and money, increasing your bottom line—and coming away without knowing whether we’re talking about accounting software or a Ginsu knife.

顺便说一下,我并不是在提倡排除产品实际功能的定位。我坚信,良好的定位不仅包括一个产品能为买家做什么,还包括它在某一时期能做什么。我非常讨厌读到关于一个产品如何节省时间和金钱,提高你的底线,以及在不知道我们谈论的是会计软件还是忍者刀的情况下离开。

So save the off-message information for footnotes, conversation, or company background.

所以,把无关紧要的信息作为脚注、谈话或公司背景。

Yes, it’s interesting that your founder won the Pulitzer Prize. That your product was originally built to count hula hoops. That corporate headquarters is located in the old mill where Civil War muskets were manufactured. Nice to know…just not need to know.

是的,你的创始人获得了普利策奖,这很有趣。你的产品最初是用来数呼啦圈的。公司总部位于制造内战步枪的老工厂。很高兴知道…只是不需要知道。

Obviously, no one is going to make the positioning mistake of telling the audience what’s in it for the company selling the product (“We need this product to be a success so that we can stay in business!”). But it’s pretty easy to slip into talking about what’s of most interest to us, rather than to focus on what the customer really wants to learn.

很明显,没有人会犯这样的定位错误:告诉受众,公司销售产品有什么好处(“我们需要这个产品取得成功,这样我们才能继续经营下去!”)但是很容易陷入谈论什么是我们最感兴趣的,而不是关注客户真正想学什么。

Sure, there are two sides to every transaction, and the buyer knows that there’s something in it for us. But let’s face it; all buyers really want to know what’s in it for them.

当然,每一笔交易都有两面性,而且买主也知道其中有我们的好处。但让我们面对它;所有的买家都想知道他们从中得到了什么。


RULE 16:Positioning should be complete before you start developing

在开始开发之前,定位应该完成


Anyone who has spent more than a few days in technology product management, product marketing, or development is familiar with that scariest of creatures: The Continuously Morphing Set of Requirements.

任何在技术产品管理、产品营销或开发方面花过几天时间的人都熟悉最可怕的东西:不断变化的需求集。

Everyone can be guilty of feeding this particular beast by coming up with a last-minute feature request. Even if you have stellar positioning, you still might have light bulbs go off in your head right up until the second the product is supposed to ship. But if you have solid positioning completed before product development begins, you should face no major surprises, because you will already have considered:

每个人都可能因为在最后一刻才提出特征请求而感到内疚。即使你有很好的定位,你的脑子里可能还是会一直闪着灯泡,直到产品交付的那一刻。但是,如果你在产品开发之前就已经有了坚实的定位,就不应该面临太大的意外,因为你已经考虑过了:

  • Who exactly will be using this product?

究竟谁将使用这种产品?

  • How many different constituencies are there (worker-bees, managers, partners, customers of your customer, etc.)?

有多少不同的支持者(工人、经理、合作伙伴、客户等等)?

  • For what specific purpose will each of these groups be using the product?

这些小组使用产品的具体目的是什么?

  • What does each of these groups need in order to truly adopt the product?

为了真正采用该产品,这些团体中的每一个需要什么?

  • What does each of these groups need in order to derive maximum benefit from the product?

为了从产品中获得最大的利益,每个组需要什么?

  • How will the product be deployed?

产品将如何部署?

  • How will the product be sold?

产品将如何销售?

  • What does each channel need to effectively sell the product?

每个渠道需要什么来有效地销售产品?

  • Who will be implementing this product?

谁将实现这个产品?

  • What do they need to easily deploy it?

他们需要什么来轻松部署它?

  • Who will be supporting this product?

谁将支持这个产品?

  • What do they need to effectively support the product?

他们需要什么来有效地支持产品?

  • Where will this product be available?

这个产品在哪里可以买到?

  • Are there any regional/country differences to consider?

有什么地区/国家的差异需要考虑吗?

  • Etc.

等等

This list might seem “duh-simple,” but you’d be surprised at the “must-have” requirements that show up at the last minute if you haven’t answered them.

这个列表可能看起来“非常简单”,但是如果你没有回答的话,你会对最后一刻出现的“必须具备”的需求感到惊讶。

If you haven’t thought about your sales force, you may forget to mention to the developers that you need a web-accessible demo. That decision to market overseas may have significant implications. You may not have considered the possibility that management doesn’t want to use the product every day, but still wants to see high-level information on a dashboard.

如果您还没有考虑到您的销售团队,您可能会忘记向开发人员提及您需要一个可通过web访问的演示。将产品推向海外的决定可能会产生重大影响。您可能没有考虑到这样一种可能性:管理层不想每天都使用产品,但仍然希望在仪表板上看到高级信息。

The more precisely you’ve defined your positioning, the less likely you are to have any last-minute surprises—or even post-lastminute surprises, when you’ve launched the product, only to find it comes up short for any number of reasons. Reasons that you could have easily avoided if only you’d answered all the questions!

你对自己的定位越精确,你就越不可能在发布产品的最后一分钟,甚至是最后一分钟后,发现自己的产品因为各种原因而无法达到预期效果。这是因为,如果你回答了所有的问题,你可以很容易地避免这些!

分享到QQ 分享到微信 分享到微博

0 条评论

发表我的观点

取消

  • 昵称 *
  • 邮箱 *
  • 网址