Product management

Published on Author Suchen

Product management is an organizational lifecycle within the company dealing with the planning, forecasting, and production, or marketing of a product or all stages of the product lifecycle . Similarly, product lifecycle management (PLM) [1] integrates people, data, processes and business systems. It provides product information for companies and their extended supply chain enterprise.

The role of product development and product marketing , which are different (yet complementary) efforts, with the objective of maximizing sales revenue, market share, and profit margins. Product management also involves elimination decisions. Product elimination begins with the identification of elimination of candidates, proceeds with the consideration of remedial actions, and continues with a view of the impact on the business as a whole. elimination strategy for an item. [2] The product managerThe role of a product manager or a product manager of the product. The role of product management spans many activities from strategic to tactical and varied based on the organizational structure of the company. To maximize the impact and benefits to an organization, Product management must be an independent function separate on its own.

While Involved with the Entire product lifecycle , the product management’s focus is hand is driving new product development . According to the Product Development and Management Association (PDMA) , superior and differentiated new products-ones that deliver unique benefits and superior value to the customer-are the number one driver of success and product profitability. [3]

Depending on the company size and history, product management has a variety of functions and roles. Sometimes there is a product manager, and sometimes the role of product manager is shared by other roles. Frequently there is Profit and Loss (P & L). In some companies, the product management function is the hub of many other activities around the product. In others, it is one of many things that need to happen to a product to market and to market and manage it in-market. In very large companies, the product manager may have effective control over

Product management often serves an inter-disciplinary role, bridging gaps within the company between teams of different expertise, most notably between engineering-oriented teams and commercially oriented teams. For example, product managers often translate business objectives to a product by Marketing or Sales in Engineering Requirements (sometimes called a Technical Specification). Conversely, they may work to the capabilities and limitations of the sales and marketing product (sometimes called a Commercial Specification). May product managers also have one or more live deferrals Who manages operational tasks and / or a change managerwho can oversee new initiatives. Manufacturing is separate from the research function, the product manager has the responsibility to bridge the gaps if any exist.

In the field of computer science , business, and user experience .

 

Product marketing

  • Product Life Cycle considerations
  • Product differentiation
  • Product naming and branding
  • Product positioning and outbound messaging
  • Promoting the product externally with press, customers, and partners
  • Conducting customer feedback and enabling (pre-production, beta software)
  • Launching new products to market
  • Monitoring the competition

Product development

  • Testing
  • Identifying new product candidates
  • Considering new candidates
  • Gathering the voice of customers
  • Defining product requirements
  • Determining business-case and feasibility
  • Scoping and defining new products at high level
  • Evangelizing new products within the company
  • Building product roadmaps, particularly technology roadmaps
  • Developing all products on schedule, working on a critical path
  • Ensuring products are within optimal margins and up to specifications
  • Ensuring products are manufacturable and optimizing costs of components and procedures.

Inbound and outbound

Many refer to inbound (product development) and outbound (product marketing) functions. [4]

Inbound Product Management (aka inbound marketing) is the “radar” of the organization and Involves absorbing information like customer research, competitive intelligence, industry analysis, trends, economic signals and competitive activity [5] as well as Documenting requirements and setting product strategy . [6]

In comparison, outbound activities are focused on distributing or pushing messages, training sales people, PR and events. [5] [6]

In many organizations the inbound and outbound functions are performed by the same person. [7]

These topics are under discussion, where ‘upstream’ is referring to any activity that helps to define, create, or improve the product, while ‘downstream’ refers to any activity that promotes the product. [8]In this case, it is necessary to look at ‘making marketing accessible’, referring to ‘making the product accessible’, ie it can be found by suspects and prospects (compared to ‘outbound marketing’, where the product is ‘pushed’ in front of the suspect or prospect). The “Marketing” as a discipline, comprising Product Management, MarCom (Marketing Communications), and so on. and using the same term ‘Marketing’ as a synonym for ‘Promotion’ or ‘advertising’, ie taking a product to the market (ie ‘downstream’).

It comes as a surprise that this confusion and ambiguity is hard to understand if you name the departments in today’s organizations, you can clearly assign to Sales, R & D, Operations, and Marketing their respective core functions and areas of responsibility. responsibility. The core function of Marketing, which differentiates it from Sales, Operations, and R & D is the ownership of the marketing mix(= 4 P: Product, Place, Price, Promotion). Still, many organizations put under ‘Marketing’ only Market Communications (MarCom), which is just the operational end of marketing and only a subset of what ‘Promotion’ included. From a Product Management perspective, MarCom is a supporting function (like IT, HR, Controlling etc.). In organizations, where product management is weak or not exist, its tasks are taken over by the other departments (ie, sales defines the distribution (‘place’), operations defines the prices, R & D defines the product, MarCom decides on the promotion.

See also

  • Aggregate project plan
  • Brand management
  • Configurator
  • Crossing the Chasm
  • Customer experience
  • Enterprise
  • Marketing management
  • Mass customization
  • Product (business)
  • Product life cycle management
  • Product manager
  • Product marketing
  • Product planning
  • Product based theory of economic cycles
  • Requirements management
  • Software product management
  • Service product management
  • Technology roadmap
  • User experience

References

  1. Jump up^ KURKIN, O., JANUŠKA, Product Life Cycle in Digital Factory. In knowledge management and innovation: a competitive edge business perspective. Cairo: International Business Information Management Association (IBIMA), 2010. s. 1881-1886. ISBN 978-0-9821489-4-5
  2. Jump up^ Argouslidis, P .; Baltas, G. (2007). “Structure in product line management: The role of formalization in service elimination decisions”. Journal of the Academy of Marketing Science . 35 : 475-491. doi : 10.1007 / s11747-006-0004-2 .
  3. Jump up^ Kahn, Kenneth B. (Editor). The PDMA Handbook of New Product Development. Second Edition. Hoboken, NJ: John Wiley & Sons, 2005.ISBN 0-471-48524-1
  4. Jump up^ By Robert Michael on Product Management and Marketing. Product Management & Product Marketing – A Definition. “April 7, 2006. Retrieved March 1, 2012
  5. ^ Jump up to:b By Steven Haines. ” Product Manager’s Desk Reference .” Published by McGraw Hill. Page 390.
  6. ^ Jump up to:b By Scott Sehlhorst, Tyner Blain. ” Foundation Series: Inbound and Outbound Product Management .” January 18, 2007. Retrieved March 1, 2012.
  7. Jump up^ By Clark Tarquin, Toolbox. “Which is more important, inbound or outbound product management?” September 12, 2011. Retrieved March 1, 2012.
  8. Jump up^ Gorchels, Linda (2012). The Product Manager’s Handbook . United States: McGraw-Hill. pp. 8-10. ISBN  978-0-07-177298-3 .