20 190505 introduction of product manager knowledge system

Introduction: What is a product? What is the level of the product? We understand the essence of the product: meeting the pain point demand and concretizing the cost/time saving. In any sense, the cognition of products and users is different. A good product is like a good story, which not only gives users a carrier, but also activates their emotions. Products can be roughly divided into three stages: "can have" with weak sense of existence, "need you" with strong sense of dependence, and finally "can't live without" with high barriers of recognition. Before being a product manager, we defined a product manager as: a product manager is the manager of a product, deeply involved in the whole life cycle of the product from birth to end, planning the direction through various ways and methods, and proposing solutions to problems.

Getting started first requires us to master the whole knowledge system. Here, we recommend the following learning tools:

1. Deliberate exercise: the core lies in "concentration and feedback". Reading the little red book repeatedly, one of the gaps between professional players and ordinary players is the number of exercises. At the same time, it is necessary to make clear the important and difficult points in the book and the elements that need self-improvement, and strive to improve.

Make a plan and break down the big goals into smaller ones. At the same time, there is a need for sustainable feedback on the objectives. Accurate and timely correction. The feedback can be "Feynman learning method".

2. Feynman learning method: summary and repetition. When you can repeat it to others and others can understand what you say, it means that you have mastered it.

3. product management tools: such as mingmanage, project, story version and other methods.

4. Read and summarize the "Golden Pagoda Principle": cultivate structured thinking. 20 19 wechat open class in Zhang Xiaolong: learn how to communicate with customers. Deliberate Practice and Cognitive Essence

Knowledge architecture consists of seven parts: new product development, portfolio management, new product process, product life cycle management, cultural organization and team, tools and performance measurement, and market research. It is both independent and interrelated. Next, the core ideas and main contents of each chapter will be introduced respectively:

1. New product development strategy

New product development strategy: provide environment, goal and direction for product development and product management.

Strategic level: mission, enterprise/business strategy, innovation strategy and functional strategy.

Key characteristics of organizational identity: core, persistence and uniqueness.

Business strategy: a series of actions that provide unique value. For most enterprises, this unique value comes from the products and/or services provided by enterprises in specific markets. Product development and product management are the core of most business strategies.

Corporate strategy: the strategy of diversified organizations, analyzing clearly "in which business areas do we compete" and "how do these business areas cooperate to enhance the competitive advantage of the whole organization".

Porter's Law Framework:? Key words-cost leadership (price sensitivity, economies of scale, optimizing supply chain), differentiation (uniqueness, high quality, loyal customer relationship, high performance and high quality), market segmentation (narrow, deep and unique demand).

Myers and Si Nuo's strategic framework: key words-explorer (taking risks, seeking listing, seeking growth), analyst (fast following, copying, better performance), defender (maintaining in a stable market), responder (slow response).

Ansoff matrix:

Continuous innovation and subversive innovation: subversive innovation is generally a business model, and architectural innovation is generally a technology model.

Technology prediction: the process of insight into the future to predict technology trends and their potential impact on the organization.

Type of intellectual property: patent (forbidden for others to manufacture, use or sell for a period of time)/copyright/trademark/plant variety right/trade secret.

Marketing mix: product/location/promotion/price

There are three levels of products: core interests (core interests or service/performance), tangible performance (quality, style and packaging) and additional performance (installation, quality assurance and after-sales service).

Boston matrix:

Open innovation: purposeful knowledge inflow and outflow accelerate internal innovation and use external innovation to expand the market.

2. Securities management

Five goals: value maximization, project balance (time, risk and resources), strategic coordination (priority, matching degree and contribution), pipeline balance (number of projects) and financial stability.

Project types of portfolio management: breakthrough project (new technology, high risk), platform project (common architecture, sub-interface), derivative project (making up for the shortage of product line) and supporting project (gradually improving and improving efficiency).

Three goals of strategic coordination: strategic matching, strategic contribution and strategic coordination.

Choice of product opportunities: non-financial (pass/fail method, weighted scoring method) financial (net present value, internal rate of return, return on investment, payback period).

Balanced portfolio: In order to achieve a good balance between risks and benefits, a series of new product opportunities have been added to the product portfolio. The main application tool is bubble chart.

Method of resource allocation: based on the demand of project resources and the goal of new business?

Role of resource allocation: project manager-resource supervisor-resource plan leader (monthly)-project plan leader (monthly meeting, quarterly scenario analysis)

3. New product process

Fuzzy front-end: the result of product development process is based on a series of correct decisions, which come from knowledge, information and data. Therefore, the "front end" in the product development process is very important. The earliest creative stage, the initial concept development stage and the advanced commercial stage of product development.

Gateway management process: process (discovery, screening, development, testing and revision, list), stage (activity, comprehensive analysis, deliverables), gateway (deliverables, standards, output), advantages (standards, constraints, transparency, hardware), restrictions (bureaucracy, rigidity, high cost, no creativity).

Integrated product development (IPD): concurrent engineering, replacing the traditional waterfall model (requiring design verification and maintenance)

Lean product development: key words (eliminating waste, chief engineer system, customer first)

Agile development: process tools, software documentation, cooperative negotiation and response plan. Principles (early, continuous, welcome to change, frequent delivery, face-to-face communication with each other, etc. )

There are three major differences: agile and gateway management (gateway management is complete, comprehensive, a macro process, cross-functional and concerned about the gateway. Suitable for hardware), agile and lean (agile emphasizes quick response, small steps, constant iteration and response to changes)

Product Innovation Charter (PIC): background (purpose, relationship between management and innovation, scope, team role, project restrictions), key stage (target market, key technologies and marketing methods, strengths and weaknesses of competitors), purpose and objectives (business objectives and related objectives), and special standards (reporting system, meeting system, participation of external institutions).

4. Culture, organization and team

Management role of product development: (strategically) the company's vision and mission are formulated by the senior management team and key function leaders; The business strategy is formulated by the executive team of the business department; The functional strategy is formulated by the person in charge of the functional department; The product strategy is formulated by the senior product manager; The innovation strategy is formulated by the senior managers of cross-functional teams. Process advocate-responsible for the adjustment, continuity and improvement of the process; Process supervisor-responsible for the results of the process; Process manager-ensure the process is carried out in an orderly manner; Project manager-responsible for specific projects. (team and organization): high-level establishment of cultural atmosphere; Functional managers and various teams/project managers promote a positive atmosphere; Senior product development manager is responsible for team development. Chief product officer (product)-formulate the overall product strategy; Monitor and manage the marketing and development of products; Report to the CEO. Senior vice president and product manager-lead a huge team of product managers; Work closely with the main leaders of engineering, sales, manufacturing and marketing functions to ensure that the developed products are correct and help to achieve the company's goals. Product group manager-the product team responsible for a product group provides guidance; Responsible for implementing the strategy formulated by the senior manager; Responsible for the strategy, roadmap and functional definition of products or product lines; Lead a cross-functional team as a bridge between engineering, marketing, sales and auxiliary support functions.

Product and project management: product management is responsible for discovering and defining the scope; Implementation and delivery of the scope of project management; The project manager is responsible for the project in stages, and the product manager is responsible for the whole life cycle of the product.

Definition of team: several people with the same goal and complementary abilities, with the same goal and line, sharing responsibility and fighting side by side. Including: creative product developers, entrepreneurs, project leaders, sponsors, information processors, and atmosphere builders.

Characteristics of high-performance teams: strategic coordination, sense of participation (sense of belonging, knowing that contribution is valuable) and authorization.

Intelligent team: projects are divided by functions and coordinated by functional managers or senior managers, which is suitable for companies that only do one project at a time or have a small project team.

Lightweight team: there is a project coordinator who has no real power and is responsible for supervising the plans made by others. No right to change or redistribute resources. Participate in the project only during the "necessary" period. Responsible for project planning, inventory and monitoring progress. And there is a connection between each function.

Heavyweight team: projects take precedence over functions, and team leaders have certain influence on the performance of team members. But salary, promotion and career development are all in the hands of functional managers. Each function has a corresponding person in charge.

Autonomous team: also known as "Tiger Team", fully responsible for team members.

5. Tools and techniques

SCamper strategy: the behavior that stimulates creativity (S replaces C, merges A, transforms M, adjusts P, changes use E, removes R, and operates in reverse).

Brainstorming method: 6- 10 people, free to play, do not judge.

Mind map: network thinking mode, center connection creativity

Storyboard: story development, sketch

Brainstorming: the same as brainstorming, 15 minutes later to collect and discuss.

Six thinking hats (white: facts, red: expressing emotions, yellow: beneficial, black: shortcomings, green: creativity, other possible uses, blue: summary)

Situation analysis

Analysis: Political, Economic, Social, Technical and Legal Environment

Delphi method: expert judgment, questionnaire survey, prediction of future trends.

Divergent thinking and convergent thinking: divergent-rejecting the most important things, convergent-assuming the correct way of doing things.

Feasibility analysis (pass standard of gateway management): technology, economy (market, finance, marketing, manufacturing) and law (regulations, intellectual property rights).

Financial analysis (the core element of feasibility analysis)

Sales forecast: ATAR analysis (cognition-experiment-supply-repeat purchase) often needs to estimate the needed new products. There is a problem 1. The target user doesn't know or doesn't want to talk. 2. The market is dynamic. 3. Reliable market research is expensive and inaccurate.

Determine the cost:

| ? Fixed cost-the total amount does not change in proportion to business activities.

| ? Variable cost-the cost that varies in proportion to the business activities of the enterprise.

| ? Cost of capital-the cost of purchasing land, buildings and equipment.

| ? Salary cost-all of the above

Selling price: the market demand determines the selling price, and the cost is the competitive advantage of the enterprise.

Return on investment (ROI): the ratio of the return obtained through investment to the investment cost, for example, 4% of Yu 'ebao. The level of return on investment required by uncle companies or institutions is called "minimum expected return", which is generally between 10%- 15%.

Measurement of return on investment: payback period of investment, net present value (∈(CI-CO)/( 1+I) t) (income-expenditure), present value (amount /( 1+I)t), internal rate of return (discount rate when net present value is 0), which is used to evaluate the investment of projects or products. The purpose is the real rate of return, and as the main tool of portfolio management.

Product concept and design specification: product concept-clear and consistent description provided by development team and project members is an important means to explain products to customers. Product design specifications-clarify product design and provide quantitative and objective expression. Product concept description-directional expression.

Design thinking: identify (discover, discover opportunities through customers. Define and deeply understand the customer needs related to the product) Solve (create and develop a concept that can be shared with the target market. Evaluation, feedback on the prototype, and the basis for more iterative improvement)

Quality function deployment and quality house: a structured method combining market demand with development work through matrix analysis. It is usually used by teams to express their recognition of the connection between customer needs and product details.

Establish a house of quality: 1 Identify customer attributes 2 Identify design attributes 3 Connect customer attributes and design attributes 4 Evaluate design attributes and development goals with competitive product evaluation 5 Determine to develop design attributes in the rest. Advantages: Agree with the team approach, promote cross-functional discussion, and the product development team pays attention to customer needs. Starting from customer demand, quality function development provides a structured basis for product design specifications and engineering design requirements. Disadvantages: cumbersome, time-consuming and jumbled.

Designed for six horses (designed for six horses): It aims to reduce changes in business or manufacturing processes by improving various processes. The goal of DFSS is to realize effective utilization of resources, high output and robust design of process changes. Data-driven strategy of DMAIC improvement process.

DMAIC can improve the existing products and services to the best level, but it is still limited by design, so DFSS method is chosen for design.

L definition definition

L measurement measurement

L analysis analysis

I have improved.

L control control

DFSS method (IDOV)DMAIC method can improve the existing products and services to the best level, and it is a concrete method to design new products and services.

L identification

L design design

L optimization optimization

L confirmation verification

Innovative problem-solving methods: TRIZ's problem-solving method based on logic and data is a repetitive paradigm of learning procedures.

Project management: start-up, planning, execution, monitoring and closing. The triple constraints are scope, cost and schedule. The critical path is the longest path in the project process and the shortest time to realize the project.

Performance measurement: the measurement indicators meet the following conditions: 1 closely related to strategy; 2. The key to measure success is to only measure things that are poorly done, understand what can and can't be done, measure a large number of projects, and measure indicators that are consistent with the company's goals. When measuring, the person in charge who decides to measure is present, and the monitoring takes immediate action. Indicators are often used in reports. No solution was provided. The significance of measurement lies in doing the right thing, doing the right thing.

6. Market research

The voice of customers: the source of creativity and the purpose of market research.

| ? Definition problem

| ? Clarify the accuracy of the results

| ? gather data

| ? Analysis and interpretation

| ? come to a conclusion

| ? App application

Research on the secondary market: the definition of the secondary market is the data collected by others for research. Such as government statistical reports, public publications, patents, online blogs or forums. The advantages are short information collection time, low cost and wide data sources. The shortcomings are lack of focus, unreliable accuracy and reliability, and outdated. Suitable for situations where information does not have to deal with high-risk or high-cost decisions.

Primary market research: a preliminary study on the collection of existing target data. Divided into qualitative research (sensory, quite critical) and quantitative research (data speak. Basis: error range/confidence range, confidence level, variance)

Sampling methods: random sampling, stratified sampling and cluster sampling.

Focus group: 8- 12 people, qualitative market research method. Under the guidance of the host, the discussion focused on consumer problems, product problems and solutions.

On-site customer visits: quantitative market research methods. Go to the customer's site, observe how the customer uses the product and record it. Highly dependent on "asking the right questions to the right people".

Ethnographic market research: conduct qualitative and descriptive market research on customers and related environment, deeply understand lifestyle and cultural environment, and obtain customers' needs and problems. Divided into field research and family research.

Social media: a series of methods of market communication and information collection initiated by social media.

Questionnaire survey: customers vote to decide their satisfaction with existing products or find the demand for new products.

Consumer test group: a group of consumers selected by research companies or institutions to participate in the test and provide feedback. Consumer groups including "trained" and "untrained" are particularly suitable for short-term rapid surveys.

Alpha, beta, gamma test: mostly used in software industry, not quantitative analysis in strict sense.

| ? Alpha testing: Similar to usability testing, it is usually done by customers or outsiders.

| ? Beta testing: completed by some end users before product delivery.

| ? Gamma testing: After the software meeting specific requirements is ready for release, skip all internal testing activities and test directly.

Trial sale: in order to observe the consumer's reaction to the product, put the product into a limited area in a strictly controlled way.

| ? Research on sales wave: provide similar products to customers who have obtained a product for free, and record the number of customers who continue to choose the product and their satisfaction.

| ? Simulated marketing test: provide a small amount of funds to test the promotion effect.

| ? Control trial sale: put new products under real market conditions.

| ? Trial sale: put the product in the selected area.

Multivariate analysis and multivariate method: discuss the relationship between a result variable and one or more predictive variables.

L Factor analysis: First, reduce the number of variables; Secondly, finding out the structural relationship between variables can be used to prioritize and group key variables.

L cluster analysis

Visualization of multidimensional scale analysis refers to showing the similarity of a data in various situations. Find the defects of new products to provide reference.

L joint analysis: used to determine people's preferences for different attributes that make up a product or service.

multiple regression analysis

Crowdsourcing: A series of tools that collect a large number of other people's solutions to obtain information and use it for a specific task or project.

7. Life cycle of new products

The process of listing: the new path is an iterative process. What (what), who (who), where (where, how). The old-fashioned process is a linear process, first manufacturing, and then deciding how to sell it.

New process:

| ? What: what to sell? That is, buy some. What are the advantages? Provide a total solution. Value proposition is a statement that conveys value.

| ? To whom? Beach-grabbing strategy: seize the market by leveraging the power, select the most potential market segment as the place where the product is listed for the first time, and then continue to launch.

| ? How much is it? Channel strategy, there are many channels to promote products to the market, focusing on product factors? Organizational factors/price factors/customer factors

| ? Where is it? Where is it? Conveying the correct information of products in the right way can be divided into promotion plan and information dissemination.

Product innovation of sustainable development: a development model that can meet the needs of contemporary people without damaging the ability of future generations to meet their own needs. The goal of circular economy is to create a closed loop in the product life cycle. Initial → promotion → success → leadership.

Circular economy and innovation: the cycle of nature and production, the optimization of use and reproduction.

Triple bottom line: finance, society and environment. It can also be represented by three: profit, people and planet.

Kilometers of food: the distance from the place of origin to the hands of consumers.

Greenwashing: a company or organization spends more time and money on "green" operations through customs clearance and marketing, rather than trying to reduce its impact on the environment in actual business.

Life cycle assessment: based on life cycle assessment, summarize the environmental impact of products and services. Sustainable design framework: environment-oriented design/sustainable design.

Summary: The knowledge points in the system are fragmented, and proper summary can make the framework clear and the context clear.

Facing weaknesses: We can consolidate and penetrate what we don't know or lack. Deepen understanding.

Clear vision: As described by NPDP, always be clear about your goals and establish a learning skills system.

Life is not easy, cherish time, and if you still have spare capacity, you can work hard to achieve your personal goals. Enrich life experience.