Introduction

Welcome to product management fundamentals.

歡迎來到產(chǎn)品經(jīng)理基礎課程

Product management is one of the hottest careers in technology and is expected to grow by double digits in the next few years.

產(chǎn)品管理是技術領域中最熱門的職業(yè)之一，預計在未來幾年將以兩位數(shù)增長

I am personally passionate about it, having started as a product manager and worked my way up to CEO.

我個人對于該職業(yè)充滿熱情，我曾從產(chǎn)品經(jīng)理的職位起步并逐步升職到了CEO

Like most new product managers, i had to learnt on the job and that meant making quiet a few mistakes along the way.

和大部分新手產(chǎn)品經(jīng)理一樣，我在工作中不斷學習，這也意味著在這個過程中犯了不少錯誤

You are not alone if you've had a hard time describing your job.

在闡述你的工作職責時遇到困難是非常常見的現(xiàn)象。

In fact, many product managers and team leaders struggle to articulate what product manager actually does.

事實上，許多產(chǎn)品經(jīng)理和團隊領導者都難以準確描述產(chǎn)品經(jīng)理的工作內(nèi)容。

However you don't need to manage your career by trial and error.

當然，你無需通過反復試錯來管理自己的職業(yè)生涯。

After rising through the ranks as a ?product executive and teaching product development and strategy of 450 companies and universities.

在擔任產(chǎn)品總監(jiān)并為450家公司和大學傳授產(chǎn)品開發(fā)和戰(zhàn)略課程后

I developed this framework to capture the best practices in technology product management.

我制定了這個框架，以概括技術產(chǎn)品管理的最佳方案。

So that you can build better products and fast track your career.

這樣你就能夠打造更優(yōu)秀的產(chǎn)品并快速推進你的職業(yè)發(fā)展。

By the end of this course you will be able to talk confidently about key product development concepts and the expectations of product managers and product owners.

通過本課程的學習，你將能夠自信地談論產(chǎn)品開發(fā)中的核心概念并且了解產(chǎn)品經(jīng)理和產(chǎn)品負責人的職責和期望。

You will be able to choose the most effective tools for market research and prioritization.

你將能夠選擇最高效的市場研究和優(yōu)先級管理工具。

You will position yourself for promotion by knowing what is expected of you and identifying areas to expand your impact on your product and company.

通過了解自我期望，你將能夠為晉升做好定位，并且能擴大你在產(chǎn)品和公司上的影響力。

You will be able to build more effective relationships with development, design , sales, marketing and executives

你將能夠與研發(fā)、設計、銷售、市場和高管建立更加高效的關系

And you can mentor and develop junior products managers by identifying their career opportunities.

通過辨別初級產(chǎn)品經(jīng)理的職業(yè)能力，你可以指導和培養(yǎng)他們。

In this course, ?we'll discuss the full range of expectations for product managers across products life circle.

在本課程中，我們將討論產(chǎn)品經(jīng)理在產(chǎn)品生命周期中的各種職責。

We'll also talk about the many roles with whom you'll interface in a product company and what they need from you.

我們還將會討論與你接觸的眾多角色，以及他們需要從你身上得到什么

This course provides a roadmap for your own professional development, so that you can progress on the path toward rapid promotion.

本課程為你的職業(yè)發(fā)展提供了一張路線圖，讓你能夠在快速晉升的道路上取得進展

As you will see, the product manager role is broad and multifaceted, we've got a lot to cover, so let's get started.

正如你將會看到的，產(chǎn)品經(jīng)理的職責非常廣泛且多樣，我們很多內(nèi)容要涵蓋，所以讓我們開始吧

Product Development Circle

The first section of this course is organized around the product development circle that spans from strategic planning through supporting and measuring products post launch.

課程的第一部分圍繞產(chǎn)品開發(fā)周期展開，從戰(zhàn)略規(guī)劃到產(chǎn)品支持以及產(chǎn)品上市后的評估

We'll look at the role that product manager play in each of these six phases: plan, define&validate, build, acquire, retain & support and measure.

我們將會看到產(chǎn)品經(jīng)理在規(guī)劃、定義和驗證、構建、獲客、留客和支持以及評估階段中所扮演的角色。

It's important to note that these phases are not sequential

需要注意的是，這些階段并不是按順序進行的

where you finish one stage and progress to the next.

并不是完成一個階段后進入下一階段

Most product managers juggle activities across the multiple stages at the same time even for the same product.

大多數(shù)產(chǎn)品經(jīng)理，即使在同一個產(chǎn)品上，也需要同時在多個階段之間進行穿插地協(xié)調(diào)

Moreover, insights gained in later stages provide feedback loops that impact prior assumptions.

此外，在后續(xù)階段獲得的信息會影響之前的一些假設

At times necessitating changes earlier in the cycle including the fundational strategic vision and plan.

時不時需要在周期較早的階段進行改變，包括基礎性的戰(zhàn)略目標和計劃

Although this is shown a liner path, it could just as easily be represented as a loop.

盡管這被表示為一個線性路徑，但表示為一個循環(huán)更佳

As we measure our product success and observe it's used in the hands of customers we are inspired to optimize and create new innovations.

當我們衡量產(chǎn)品的成功并觀察它在客戶手中的使用時，我們會受到啟發(fā)，以優(yōu)化和創(chuàng)造新的創(chuàng)新

Later in the course, we'll also be looking at the product manager role through a second lens by discussing how PMs intersect with other key groups in a product company and the types of communication and handoffs exchange with each role.

在后面的課程中，我們還將從產(chǎn)品經(jīng)理如何與其它部門合作交流以及與每個部門之間進行溝通和交接時的不同側(cè)重點來審視產(chǎn)品經(jīng)理的角色與職責

There are definitely best practices and potential pitfalls to be avoided when collaborating with the extended teams.

在與其它團隊合作時，確實有一些最佳的實踐方式和一些潛在的陷阱需要避免

And we'll set you up for success with these different audiences by working through these tips.

通過遵循這些提示，將讓您能夠在與不同團隊合作時取得成功

Before we get started in looking at PM activities in the product development cycle, it's important to note that there is no one size fit all model of product management.

在我們開始研究產(chǎn)品開發(fā)周期中的產(chǎn)品經(jīng)理職責之前，需要注意的是：沒有適用于所有情況的產(chǎn)品管理模型

The product management role can vary materially depending on the number of factors, including who your customer is.

產(chǎn)品管理角色可以根據(jù)多個因素而有所不同，其中包括您的客戶是誰

A PM building products for business to business, B to B audiences, spend time differently than a PM for a mass market consume services.

為面向企業(yè)的客戶（B2B）構建產(chǎn)品的產(chǎn)品經(jīng)理與為大眾市場消費服務(2C)的產(chǎn)品經(jīng)理的時間分配方式是不同的。

The B to B PM may spend hours each week at customer sites and with sales

B2B產(chǎn)品經(jīng)理可能每周花費數(shù)小時在客戶現(xiàn)場和銷售團隊中工作

whereas the B to C PM may spend more time mining usage data and running AB tests.

而B2C產(chǎn)品經(jīng)理可能會花更多時間挖掘使用數(shù)據(jù)和進行AB測試。

Similarly your time and focus vary depending on whether your customers are internal, for example supporting other teams such as customer service, or external.

同樣，您的時間和關注點會因客戶是內(nèi)部（例如支持客戶服務等其他團隊）還是外部而有所不同。

And the industry plays a role as well, for example games product managers tend to spend much more times optimizing revenue and engagement rather than working with designers, developers on original game concepts.

不同行業(yè)的關注點也不同，例如游戲產(chǎn)品經(jīng)理往往花費更多時間優(yōu)化收入和用戶參與度，而不是與設計師、開發(fā)人員合作進行原創(chuàng)游戲概念的工作。

The PM role varies depending on where you are in the product life cycle.

產(chǎn)品經(jīng)理職責還取決于你在產(chǎn)品生命周期中所處的位置

Managing a brand-new product in a nascent market is very different than optimizing a mature profitable product in a competitive space.

在藍海市場中開發(fā)全新的產(chǎn)品與在紅海市場中優(yōu)化一個已經(jīng)成熟的產(chǎn)品也是截然不同的。

Your risk tolerance and ability to make dramatic pivots in user experience or business model changes when you have a large installed base and significant revenue at stake.

當面臨龐大的用戶基礎和可觀的收入時，你的風險承受能力和進行用戶體驗或商業(yè)模式的重大轉(zhuǎn)變的能力也會有所不同。

Having work in both software and consumer electronics hardware, i can tell you that there are substantial differences if you are shipping something physically versus digitally.

我在軟件和消費電子硬件領域都有過工作經(jīng)驗，因此我可以告訴你，在實體產(chǎn)品和數(shù)字產(chǎn)品之間有著實質(zhì)性的區(qū)別。

The cycle times are different as well as the level of detail and specificity needed in product requirements for example.

產(chǎn)品的迭代時間、產(chǎn)品需求中所需的詳細程度和具體性也極為不同。

With physical products you have several other groups who are critical in the development process including industrial and packaging design and supply chain.

對于實體產(chǎn)品，還有其他幾個在開發(fā)過程中至關重要的團隊，包括工業(yè)設計、包裝設計和供應鏈。

Finally team size and structure make big difference.

最后，團隊大小和結構也會造成很大的差異。

Whether you are part of a large product organization or the only PM at the company and whether you are reporting into engineering, marketing or separate product function can have a material impact on product manager's job.

無論您是作為大型產(chǎn)品組織的一員還是公司中唯一的產(chǎn)品經(jīng)理，以及你是向工程部門、市場營銷部門還是獨立的產(chǎn)品部門匯報，都會對產(chǎn)品經(jīng)理的工作產(chǎn)生實質(zhì)性影響。

Moreover your role maybe more or less broad depending on whether your team includes adjacent roles such as project management and product marketing.

此外，您的角色可能會更廣泛或更狹窄，這取決于您的團隊是否包括項目管理和產(chǎn)品營銷之類的相鄰角色。

On that point, some PMs, particularly in large companies, have the luxury of working with specialists who may cover some product management activities in certain areas.

在這一點上，一些產(chǎn)品經(jīng)理，尤其是在大公司中工作的，他們能夠與專家合作，這些專家可能會在某些領域涵蓋一些產(chǎn)品管理的工作。

For example, product managers and companies with strategy teams or planners will spend less time doing market research and competitive analysis.

例如，具有戰(zhàn)略團隊或規(guī)劃師的產(chǎn)品經(jīng)理和公司將花費較少的時間進行市場研究和競爭分析。

Likewise, you may or may not have support from user experience and user research when conducting customer research.

同樣，當進行客戶研究時，你可能會得到用戶體驗和用戶研究團隊的支持，當然也可能沒有。

We'll talk more about the project and program management positions specifically, later in this course when we talk about the product organizations.

在本課程后面談到產(chǎn)品組織時，我們將更詳細地討論項目和程序管理職位。

Beacuse these closely adjacent roles can often cause confusion relative to product management.

由于這些緊密相鄰的角色在產(chǎn)品管理期間經(jīng)常會引起混淆。

Regardless of whether you work with any of these adjacent positions, it's a good idea to be familiar with the full spectrum of potential PM responsibilities.

無論你是否會與這些相鄰職位合作，熟悉潛在的產(chǎn)品經(jīng)理責任范圍都是一個好主意。

So that you can broaden your skills set over time and prepare yourself be an entrepreneur or to lead larger organizations.

這樣您就可以隨著時間的推移擴展自己的技能，并為成為企業(yè)家或領導更大組織做好準備。

This is an introductory course and as such we'll be covering a lot of material.

這是一門入門的導論課程，因此我們將涵蓋大量的內(nèi)容。

As we'll discuss, product management is comprised of many different disciplines and many of these areas merit their own in-depth class.

正如我們將要討論的，產(chǎn)品管理由許多不同的學科組成，其中許多領域都值得進行深入的學習。

The goal of the course is to give the bigger picture and give you a framework to determine where to focus your professional development.

本課程的目標是提供一個更全面的視角，并為你提供一個框架，來幫助你確定你的職業(yè)發(fā)展方向。

The best product managers are proactive in managing the careers and seeking breadth knowledge experience.

最優(yōu)秀的產(chǎn)品經(jīng)理是主動管理自我的職業(yè)生涯和追求廣泛的知識和經(jīng)驗的。

I encourage to use this course to inspire your own professional development roadmap and then select ?the topic that you want to dive deeper.

我鼓勵你利用本課程來啟發(fā)自己的職業(yè)發(fā)展路線圖，然后選擇你想深入了解并從事的領域。

Next step we'll look at the first phase of product development cycle, the strategic planning phase.

接下來我們將著眼于產(chǎn)品開發(fā)周期的第一階段，即戰(zhàn)略規(guī)劃階段。

PLAN

The first step in any product development effort and the fundation for all futures phases is developing a plan.

在任何產(chǎn)品的開發(fā)工作中，制定計劃是第一步并且也是所有未來階段的基礎。

When i talk about a plan, it's not the project management type of planning with gantt charts reflecting schedules and dependencies, it's setting and communicating a strategic plan and vision.

這里的計劃不是指項目管理中使用甘特圖反映時間表和依賴關系的計劃，而是指制定和傳達戰(zhàn)略計劃和愿景。

When you plan, you take the time to think strategically about the market and high-level opportunities for your company or division.

當進行規(guī)劃時，你會花時間對公司或部門的市場和高級機會進行戰(zhàn)略性思考。

You are looking to provide a muti-years prosepective not a list of features to be built.

你是在尋求長達幾年的前景和發(fā)展，而不是在制作需求列表。

We'll discuss how to get to that level of granularity later.

我們稍后將討論如何達到那種顆粒度(細致程度）。

Market Analysis

Product managers need to be regularly looking at the market size and growth, the portfolio of their products that the company is or should be building and competitive activity.

產(chǎn)品經(jīng)理需要定期關注市場規(guī)模和增長、公司正在或應該構建的產(chǎn)品矩陣以及競爭活動。

These planning activities along with the feedback loops from your existing product data result in the product vision, business model canvas and high level annual goals.

這些規(guī)劃活動以及來自現(xiàn)有產(chǎn)品數(shù)據(jù)的反饋循環(huán)共同形成了產(chǎn)品愿景、商業(yè)模型畫布和高層次的年度目標。

Realistically these are not activities that you do on a daily bases as a PM, but you do need to take a step back every few months to ensure that the strategic rationale for your work is still valid.

實際上，作為產(chǎn)品經(jīng)理，這些并不是你每天都要進行的活動，但是你需要每隔幾個月回顧一次，以確保你工作的戰(zhàn)略合理性仍然有效。

Particularly if you are looking to be promoted product management, you need to be the market expert who thinks beyond the confines of the current products and backlog.

特別是如果你希望在產(chǎn)品管理中得到晉升，你需要成為市場專家，這需要超越當前產(chǎn)品和積壓任務的限制進行思考。

Let's take a look at the tools that you need in your PM toolbox to ensure that you're leading strategically.

讓我們來看看你在產(chǎn)品經(jīng)理工具箱中需要的工具，以確保你能夠進行戰(zhàn)略領導。

Market Share and Growth

Starting with market share and growth.

首先是市場份額和增長。

As a PM you need to be diligent about keeping an eye on the overall market and your competitive share.

作為產(chǎn)品經(jīng)理，你需要密切關注整個市場和競爭對手的份額。

As a case in point in mid 2014, the tablet market appealed to be rapidly growing, faster than almost any other consumer electronics device in history.

以2014年中期為例，平板電腦市場似乎在迅速增長，比歷史上幾乎任何其他消費電子設備都要快。

The research firm Gartner predicted that tablets would surpass PCs and grow 25% from 2014 to 2015.

研究公司Gartner預測，平板電腦將超過個人電腦，在2014年到2015年間增長25%。

Headlines proclaim the onset of the post-PC era.

頭條新聞宣稱后PC時代的來臨。

But then the tablet market suddenly stalled and started a period where as of the date of this course publication, there are three quarters of consecutive declines and year-over-year shipments most recently down 7% year-over-year in Q2 2015.

但是隨后，平板電腦市場突然停滯，截至本課程的發(fā)布日期，已經(jīng)開始了一個連續(xù)三個季度的下滑，最近一季度的出貨量同比下降了7%。

A year later Gartner's predictions for tablet shipments was 25% lower, and if you assume a 100 dollars per device, that is a costly error for hardware companies who have to pre-order inventory .

一年后，Gartner對平板電腦出貨量的預測降低了25%，如果假設每臺設備成本為100美元，那對于需要預訂庫存的硬件公司來說是一個昂貴的錯誤。

This is not an indictment of Gartner, indeed this market shift caught most everyone by surprised.

這并不是在指責Gartner，實際上這個市場轉(zhuǎn)變讓大多數(shù)人都感到意外。

The lesson here is that as a product manager you need to be monitoring your market, in fact you need to keep an eye not just on your market but on those you rely on as well.

這里的教訓是，作為產(chǎn)品經(jīng)理，你需要關注你的市場，事實上你還需要關注你所依賴的市場。

For example, you would want to be paying attention as a mobile app product manager if you are trying to decide whether to prioritize a tablet version of your app.

例如，作為移動應用程序的產(chǎn)品經(jīng)理，如果你正在決定是否優(yōu)先考慮開發(fā)平板電腦版本的應用程序，你就應該密切關注該市場的情況。

The tablet market is a good example of product that is showing signs of entering the maturity stage of the product life cycle.

平板電腦市場是一個很好的例子，顯示出產(chǎn)品進入其生命周期成熟階段時的諸多跡象。

The product life cycle is a framework for describing the stages or phases of products from introduction through sunset.

產(chǎn)品生命周期是描述產(chǎn)品從引入到退出的各個階段或步驟的框架。

It can be applied in reference to an entire industry or category such as tablets or to a specifical brand like the Amazon fire tablet.

它可以應用于整個行業(yè)或類別，例如平板電腦，也可以應用于特定品牌，如亞馬遜的Fire平板電腦。

The four phases are introduction, growth, maturity and decline.

產(chǎn)品生命周期包括引入、增長、成熟、衰退四個階段。

Understanding the product life cycle allows you to tailor your approach to product differentiation, pricing and marketing based on the phase that you're in and taking this perspective encourages you as a product manager to think about the sources of features growth.

了解產(chǎn)品生命周期可以讓你根據(jù)所處階段來調(diào)整產(chǎn)品差異化、定價和營銷策略，而采取這種視角會激勵你作為產(chǎn)品經(jīng)理思考功能升級的來源。

Beyond the current product line that may be approaching maturation or decline.

除了當前可能接近成熟或衰退的產(chǎn)品線之外。

As an example of a company that has down this very effectively, Facebook's top-line revenue growth is impressive and fairly consistent.

作為一個非常有效地實現(xiàn)這一點的公司的例子，F(xiàn)acebook的總收入增長令人印象深刻且相當穩(wěn)定。

However back in mid 2012 the line share of their revenue came from PCs.

然而，在2012年中期，他們收入的主要來源是個人電腦(PC)。

Had they not aggressively moved to mobile instead of focusing on their existing product experience and sources of revenue including PC only, flash-based games and apps.

如果他們沒有積極地轉(zhuǎn)向移動端，而是繼續(xù)專注于現(xiàn)有的產(chǎn)品體驗和收入來源，包括僅限于個人電腦(PC)、基于Flash的游戲和應用程序。

They would have be flat or declining now.

他們的業(yè)績可能會持平或下滑。

They've grown their internal mobile efforts aggressively and they've picked up acquisitions including Instagram and Whatsup that have fueled mobile audience growth and position them for success in new applications and customer segments.

他們積極發(fā)展了內(nèi)部的移動業(yè)務，并收購了Instagram和WhatsUp等公司，這些舉措推動了移動用戶群的增長，并使他們在新的應用和客戶細分市場中取得成功。

In many respects managing a large company is more complex.

在許多方面，管理一家大公司更為復雜。

A startup can focus intently on a single product and getting to product market fit.

初創(chuàng)公司可以專注于單一產(chǎn)品，并努力讓產(chǎn)品滿足市場需求。

At larger companies, product leaders need to invest in innovation while also operating a more mature business.

在大公司中，產(chǎn)品負責人需要在運營一個更成熟的業(yè)務的同時進行創(chuàng)新。

One way to think about it is in terms of the horizons of production maturation.

一個思考方式是從產(chǎn)品成熟度的角度來考慮。

Steve Blank is an accomplished author and one of the original proponents of lean development.

Steve Blank是一位杰出的作家，也是精益開發(fā)的最早倡導者之一。

He talks about the need for ambidextrous organization that can attract and retain entrepreneurial talent to experiment with new concepts in the third horizon.

他談到了需要具備這種靈巧能力的組織，可以吸引和留住企業(yè)家人才，以在一些新視野中嘗試新的概念。

Without squelching their ability to do so by process and spreadsheet driven management that tends to be necessary in managing large more mature businesses.

同時，也要避免通過過程和電子表格驅(qū)動的管理方式抑制他們的能力，這種管理方式在管理規(guī)模較大、更為成熟的企業(yè)時往往是必要的。

So as you think about inventing and balancing a product and service portfolio, you obviously need to be factoring in the potential for sustainable future growth.

因此，在考慮研發(fā)和平衡產(chǎn)品和服務組合時，你顯然需要考慮未來可持續(xù)增長的潛力。

But you may have different options to get there.

但你可能有不同的選擇來實現(xiàn)這一目標。

In addition to growth potential you should consider the extent to which potential product or service expansions leverage existing technology platforms or customers and sales channels.

除了增長潛力之外，你還應該考慮潛在產(chǎn)品或服務擴展在多大程度上利用了現(xiàn)有的技術平臺、客戶和銷售渠道。

When there is high overlap in technology and customers, it's really an enhancement or extensions to your existing product.

當技術和客戶存在高度重疊時，這實際上是對現(xiàn)有產(chǎn)品的增強或擴展。

There is lower risk of execution but that doesn't necessarily imply that there is lower risk in terms of desirability.

這在執(zhí)行方面的風險較低，但這并不意味著在合意性方面的風險也較低。

In other words even if you're using familiar technology and can reach your target customer, you still may not achieve product market fit.

換句話說，即使你使用了熟悉的技術并能夠接觸到目標客戶，你仍然可能無法實現(xiàn)產(chǎn)品與市場需求的契合。

Customers may not want the new thing that you are building, so you still need a test and iterate.

客戶可能不需要你正在構建的新產(chǎn)品，因此你仍然需要進行測試和迭代。

This category of innovation is frankly table stakes, particularly as more basicness move to software as a services sales models.

這類創(chuàng)新實際上是基本要求，特別是隨著越來越多的基本功能轉(zhuǎn)移到軟件作為一種服務銷售模式。

Unless you're a monopoly you risk losing share if you can't keep up with evolving customer expectations.

除非你是壟斷企業(yè)，否則如果不能滿足不斷變化的客戶期望，你就會面臨失去市場份額的風險。

On the other hand, if you are introducing new technologies to existing customers, you are adding new products for your portfolio or catalog that you can cross-sell.

另一方面，如果你向現(xiàn)有客戶引入新技術，你將為你的產(chǎn)品組合或目錄增加新的產(chǎn)品，從而可以進行交叉銷售。

For example, Intuit is able to cross-sell between Quicken and TurboTax customers even though there may be very little shared code between these applications and web services.

例如，Intuit能夠在Quicken和TurboTax客戶之間進行交叉銷售，即使這些應用程序和網(wǎng)絡服務之間可能幾乎沒有共享的代碼。

If you are taking much of your existing technology stake to new customer segments channels, you are expanding your market.

如果你將現(xiàn)有的技術基礎引入新的細分客戶市場，你就在擴大你的市場。

This often requires adding features or making other product changes to address specific needs of new customer segments.

這通常需要添加功能或進行其他產(chǎn)品改進，以滿足新客戶細分市場的特定需求。

For example adding support for multiple languages of currencies.

例如，添加對多種語言和貨幣的支持。

Finally some companies may choose completely separate technologies and customers to investing.

最后，一些公司可能選擇在完全不同的技術和客戶領域進行投資。

Of course, this hold the greatest risk and so acquistions may be a better choice rather than in-house development in this case.

當然，這樣做存在最大的風險，因此在這種情況下，收購可能比內(nèi)部開發(fā)更好的選擇。

So which of these options do you choose, it comes down to where your strength are.

從這些選項中選擇哪一個，這取決于你的公司的優(yōu)勢所在

If your primary differentiation, the reason why you win sales is that you have amazing technology, perhaps patented or otherwise offering a step change improvement in capability relative to your competitors.

如果你贏得銷售的主要差異化因素是你擁有令人驚嘆的技術，可能是通過專利或其他方式相對于競爭對手實現(xiàn)了能力上的巨大改進。

Then you should bias toward market expansion.

那么你應該偏向市場擴張。

Likewise if your greatest strength lies in your customer relationships, brand, sales team and so forth, you may find that offering additional products to existing markets is the best path forward in directing your innovation efforts.

同樣，如果你的最大優(yōu)勢在于客戶關系、品牌、銷售團隊等方面，你可能會發(fā)現(xiàn)向現(xiàn)有市場提供額外產(chǎn)品是引導創(chuàng)新努力的最佳途徑。

Competitive Analysis

Next up we'll talk about competitive analysis as another key tool in planning and walk through several templates that you can use.

接下來，我們將討論競爭分析作為規(guī)劃中的另一個關鍵工具，并介紹幾個可以使用的模型。

Competitive analysis is a key activity for product managers and it's used both defensively to mitigate risks and offensively to inform new opportunities.

競爭分析是產(chǎn)品經(jīng)理的關鍵工作，它既用于防守性地降低風險，又用于進攻性地發(fā)現(xiàn)新機會。

On the risks side you want to make sure that you're clear on your market size and growth and your market share.

站在風險角度，你需要確保對市場規(guī)模、增長和市場份額有清晰的了解。

You also have to be monitoring prices to ensure that your solution is competitive.

你還需要監(jiān)測價格，確保你的解決方案具有競爭力。

And of course, most companies and certainly sales teams express concern about feature parity.

當然，大多數(shù)公司，尤其是銷售團隊，都對產(chǎn)品功能的價格表示關注。

It's important to realize that many products are successful without including all of the bells and whistles of their competitors, if they offer better value or have a superior core solution.

重要的是要認識到，如果能夠提供更好的價值或擁有更優(yōu)越的核心解決方案，許多產(chǎn)品在沒有競爭對手的那些花哨功能的情況下依然能取得成功。

You no doubt will hear about feature gaps from sales teams.

毫無疑問，銷售團隊會向你反映產(chǎn)品功能的差距。

However there are some risks in focusing on these, because sales may get misleading information on which features are really driving purchase decision.

然而，過于關注這些功能差距也存在一定的風險，因為銷售團隊可能會得到誤導性的信息，他們無法準確了解哪些功能真正推動了消費者進行購買。

Savvy customers are good negotiators and may overstate the importance of a missing feature in an attempt to negotiate down prices.

精明的顧客是出色的談判者，他們會夸大一個缺失功能的重要性，以期在談判中降低價格。

If you're concerned about the importance of certain competitive features, you can do win-loss analysis and interview customers of your competitors to understand what is really driving purchase decisions.

如果你對某些競爭功能的重要性感困惑，你可以進行win-loss分析并采訪競爭對手的客戶，以了解真正推動購買決策的因素。

On the opportunities side monitoring competitor behavior can alert you to high growth or underserved potential customer segments.

在機會方面，監(jiān)測競爭對手的行為可以提醒你關注高增長或未滿足的潛在客戶細分市場。

You should observe how competitors positioning their products and assess whether your unique value proposition is clear in the market.

你應該觀察競爭對手如何定位他們的產(chǎn)品，并評估你的獨特價值主張在市場上是否清晰明確。

Moreover by looking at competitor's tactics such as content marketing, search engine optimization SEO, and APP store optimization ASO , you can copy what is working and identify messaging gaps that you can capitalize on with your product.

此外，通過觀察競爭對手的策略，如內(nèi)容營銷、搜索引擎優(yōu)化（SEO）和應用商店優(yōu)化（ASO），你可以借鑒有效的方法，并確定你的產(chǎn)品可以利用的信息空白點。

You may also find niche competitors that would make attractive acquisition opportunities.

你還可能發(fā)現(xiàn)一些具有吸引力的細分市場競爭對手，這些對手可能是吸引力的收購機會。

You should pay attention to indirect competitors or other external forces that may impact your position such as technology innovation, regulation, the economy and changes in customer demographics.

你應該關注間接競爭對手或其他可能影響你的地位的外部因素，如技術創(chuàng)新、監(jiān)管、經(jīng)濟狀況以及客戶群體統(tǒng)計的變化。

The goal is not to be obsessed with competitors or external factors outside of your control but rather to understand your customers alternatives and how those competing alternative impact customer perceptions of the value that you offer.

這些行為的目的不是對競爭對手或你無法控制的外部因素過于癡迷，而是要理解你的客戶有哪些替代選擇，以及這些競爭選擇如何影響客戶對你所提供的價值的感知。

If you're asked to present assessments there are some common formats to use in addition to communicating market share and baseline financial metrics.

如果你需要進行評估報告，除了傳達市場份額和基準財務指標之外，還有一些常見的模板可以使用。

The SWOT framework is a common tool to assess your biggest competitors. SWOT stands for strengths, weaknesses, opportunities and threats.

SWOT框架是評估你頭號競爭對手的常用工具。SWOT代表著優(yōu)勢、劣勢、機會和威脅。

The key difference between strengths and opportunities are whether you're taking internal or external view.

優(yōu)勢和機會之間的關鍵區(qū)別在于你是從內(nèi)部視角還是外部視角來看待。

For strengths consider what the company does better than anyone else.

在考慮優(yōu)勢時，要思考公司比其他人做得更好的方面。

Is there a competitive advantage in the cost structure or supplier relationships?

在成本結構或供應商關系中是否存在競爭優(yōu)勢？

Is there unique intellectual property or strong brand?

是否存在獨特的知識產(chǎn)權或強大的品牌？

What are the key points that allow the company to win sales?

公司能夠贏得市場的關鍵點是什么？

For opportunities look externally for trends that they may exploit.

對于機會，要從外部尋找可以利用的趨勢。

Emphasizing opportunities that are unique to them and unlikely to be something that your company capitalize on.

重點關注那些競爭對手獨有，但又不太可能被本公司利用的機會。

For example do they have opportunities to enter new adjacent markets or leverage recently acquired technology in a new way.

例如，他們是否有機會進入新的相鄰市場，或以新的方式利用最近收購的技術。

Weaknesses refers to internal issues.

劣勢指的是內(nèi)部問題。

This may include cash position or debt, capability or reliability problems or poor customers reviews.

這可能包括現(xiàn)金狀況或債務、能力或可靠性問題，以及客戶評價不佳等。

These are the factors that cause companies to lose sales.

這些因素會導致公司失去市場。

Threats are external considerations that could disrupt any current strengths or opportunities.

威脅是指可能破壞當前的優(yōu)勢或機會的外部因素。

Perhaps they have expiring patent or they are overly depending on a suppler or distribution partner and those relationships could be at risk.

也許他們的專利即將過期，或者他們過度依賴某個供應商或分銷伙伴，這些關系可能面臨風險。

Another common way to display competitive comparisons is through a feature or benefit table.

通過功能或優(yōu)勢表是展示競爭對比的另一種常見方式。

These represent the key product features but can also other areas that may impact customer preference including marketing and sales, customer support and other elements in the overall customer experience.

這些表格代表了關鍵的產(chǎn)品功能，但也可以包括可能影響客戶偏好的其他領域，包括營銷和銷售、客戶支持以及客戶體驗中的其他因素。

For example you may give a competitor higher marks at direct sales but show a ?weakness in online advertising.

例如，你可能會給競爭對手在直銷方面打高分，但在在線廣告方面打低分。

The feature table can be simple check marks or use more nuanced scale of zero to five, using other numbers or Harvey balls shown here.

功能表可以使用簡單的勾選標記，也可以使用更細致的零到五的評分刻度，也可以使用其他數(shù)字或哈維球進行表示。

Now it's time to test your skills in competitive analysis.

現(xiàn)在是時候考驗你在競爭分析方面的能力了。

Using the SWOT framework assess your current product and that of your strongest competitor.

利用SWOT框架評估你目前的產(chǎn)品和頭號競爭對手的產(chǎn)品。

If you are not yet working in a company choose two competing products with which are familiar. Perhaps Uber versus taxi cabs.

如果你還沒有在一家公司工作，選擇兩個你熟悉的競爭產(chǎn)品。比如優(yōu)步和出租車。

Vision and Goals

The work that I've described so far sizing markets, looking at product lifecycle, portfolio planning and competitive analysis informs your vision and goals.

到目前為止，我所描述的工作，包括市場規(guī)模估算、產(chǎn)品生命周期分析、產(chǎn)品組合規(guī)劃和競爭分析，為您的愿景和目標提供了指導。

These typically take the form of a vision statement annual goals and your business model canvas.

通常，這些會以愿景陳述、年度目標和商業(yè)模型畫布的形式呈現(xiàn)。

These are not activities that you should do alone as a product manager or even sequestered way with a senior executive team.

這些并不是作為產(chǎn)品經(jīng)理單獨完成的活動，甚至也不是與高級管理團隊獨自隔離進行的活動。

If you want your team to be intrinsically motivated to achieve goals, ideally they should be involved with the goal setting process.

如果你希望團隊在實現(xiàn)目標方面充滿動力，最理想的情況是讓他們參與到目標設定的過程中。

Certainly you should have an opinion and you may even get the final say, but as a product manager your job is to arm the product team with the information that you collect in the planning phase.

當然，作為產(chǎn)品經(jīng)理，你應該有自己的觀點，甚至可能擁有最后的決策權，但你的工作是在規(guī)劃階段搜集信息，為產(chǎn)品團隊提供支持。

And in the next stage validation and work collaboratively with representatives from engineering, UX design, marketing sales and other groups to align on a ?product vision.

在下一個階段，你需要與工程、用戶體驗設計、市場銷售和其他團隊的代表進行合作，進行驗證，并就產(chǎn)品愿景達成一致。

Debates and diverse perspective lead to more robust strategies.

辯論和多元化的觀點會導致更加健壯的戰(zhàn)略。

Communicating the vision and goals

Another important lesson that I've learned after leading large teams is that product leaders need to communicate the vision repeatedly to keep the teams focused and motivated.

在領導大團隊之后，我學到的另一個重要教訓是，產(chǎn)品領導者需要反復傳達愿景，以保持團隊的專注和動力。

One popluar tool for describing your vision and key differentiation is the business model canvas.

描述你的愿景和關鍵差異化的一種流行工具是商業(yè)模型畫布。

It was developed by Alexander Osterwalder, co-founders of strategizer.com.

商業(yè)模型畫布是由Alexander Osterwalder開發(fā)的，他是strategizer.com的聯(lián)合創(chuàng)始人。

The team at strategizer does an excellent job working through this framework and its application in a series of Youtube animated videos that you should watch.

strategizer團隊在一系列YouTube動畫視頻中對商業(yè)模型畫布及其應用進行了出色的闡述，你應該觀看這些視頻。

We include a link to these videos and the resources for this course or you can search Youtube for strategizer.

我們會在本課程中提供這些視頻的鏈接和資源，或者你可以在YouTube上搜索strategizer找到它們。

Team allocation

A final output from planning is agreement on the allocation of your team resources and ensuring that these can consistent with your goals.

規(guī)劃的最終結果之一是就團隊資源的分配達成一致，并確保這些資源與你的目標一致。

You have finite design development and marketing resources and so everyone should be clear on how much of the team's time and effort should be applied to various high level goals and initiatives.

你的設計、開發(fā)和市場營銷資源是有限的，因此每個人都應清楚團隊的時間和精力應該如何分配到各種高級目標和倡議上。

You should know, for example, how much does the development team time should be focused on audience growth of current product as opposed to optimizing retention or working on future blue sky innovation products.

你應該知道，例如，開發(fā)團隊在當前產(chǎn)品的數(shù)據(jù)增長方面應該投入多少時間，相對于優(yōu)化留存或著手開發(fā)前景廣闊的創(chuàng)新產(chǎn)品。

Put together the vision, goals and business model canvas describe the destination that you are seeking.

將愿景、目標和商業(yè)模型畫布整合起來，描述你所追尋的目標。

And therefore there are the foundation for all of the future stages of development and product marketing.

因此，它們是未來開發(fā)和產(chǎn)品營銷的基礎。

If you set these up correctly the team can act autonomously, because they understand the goals and why they are important.

如果你正確設置了這些，團隊就能夠自主行動，因為他們理解目標的重要性和原因。

If your vision and goals are wrong, it doesn't matter how effectively you execute other stages in the product development cycle.

如果你的愿景和目標錯誤，無論你在產(chǎn)品開發(fā)周期的其他階段如何有效執(zhí)行都沒有意義。