PRODUCT MANAGER'S HANDBOOK 4E(ISBN=9780071772983) pdf mobi txt 2024 电子版 下载

　　The essential guide to seamless product management for today’s

fluid, unpredictable business world

Long considered the most useful and insightful guide of its kind,

The Product Manager’s Handbook has been fully revised and updated

to give you the edge in today’s challenging business landscape. It

features expanded coverage of product development processes,

intelligence-gathering techniques (including social media), and a

greater emphasis on international issues.

This indispensable resource proves that the techniques and tools

product managers use are similar—regardless of what industry they

work in and what kind of products they manage. Simply put, this

book has everything you need for superior job performance—whether

you manage consumer or business-to-business products created by an

organization that is hierarchical or horizontal.

The Product Manager’s Handbook shows you how to integrate your

organization’s disparate segments into a cooperative,

results-focused unit that produces satisfying products—from initial

design through the postpurchase experience. If your job is to

create and commercialize products, it provides the information you

need to:

Balance breakthroughs and line extensions

Create business cases—including competitive assessment, market

requirements, and risk reduction

Conduct gate reviews and beta testing and manage scope

creep

Get everything in order for a smooth product launch

For those who manage existing lines, this guide provides:

Specific tips for each of the 4Rs of product life-cycle

management

Brand guidelines

Approaches to customer message management

Advice on working with sales and the channel

Clear, easy-to-read charts show you how to manage each crucial

step from conception to completion, and practical checklists help

you evaluate progress at every stage. Interviews with seasoned

product management consultants and top-performing product managers

provide you with dynamic, proven strategies for addressing

potential problems in marketing, production, cross-cultural

communication, and more.

The Product Manager’s Handbook examines current market-leading

companies, the latest research findings, and evolving customer

perceptions to provide you with the tools you need to design,

produce, and market winning products—and beat the competition at

every turn.

Linda Gorchels serves on the Executive Education faculty of the

University of Wisconsin-Madison’s School of Business. She is the

author or coauthor of several business books, including The Product

Manager’s Field Guide and The Manager’s Guide to Distribution

Channels. Gorchels has provided corporate training for global

organizations including Nokia, Siemens, Metso Automation, and

others. She lives in Madison, WI.

Section One: Bedrock Concepts

Chapter 1. The multi-faceted nature of product management jobs and structure

a. Your job is unique ' but you're not alone

b. Product management can work for services, too!

Chapter 2. Leadership and management competencies

a. Change management

b. Surviving matrix structures and cross-functional teams

c. Tips to improve decision making

Chapter 3. Business competencies

a. Basic financial concepts

b. Assembling forecasts

c. Running a 'virtual' business

Chapter 4. Market knowledge competencies: fact capturing

a. Trend-spotting, research and customer segmentation

b. Describing the customer purchase process, personas and value chain

c. Competitive intelligence briefings

d. Technology assessment and design thinking

Chapter 5. Planning frameworks

a. The product manager continuum: from upstream to downstream

b. Introduction to portfolios

c. Innovation, revitalization, protection and sunsetting

Section Two: Upstream product management: Strategic new products & initiatives

Chapter 6. Roadmaps, strategic plans and innovation directives

a. Visualizing the future: three time horizons

b. Time management of the pipeline

c. Making buy, build or partner decisions

Chapter 7. Managing the fuzzy front end of new product processes

a. Balancing breakthroughs and incremental changes

b. Defining current and future customer need-drivers

c. Generic NPD processes and stage-gates

Chapter 8. Creating ' and getting approval for ' business cases

a. Understanding the importance of the business case

b. Estimating and validating demand

c. Requirements planning, management and clarification of feasibility

d. Framing and justifying the investment

e. The provisional marketing plan

Chapter 9. Overseeing new product projects

a. Attributes and responsibilities of core teams

b. Team decisions and processes

c. Managing scope creep

d. Guiding gate reviews and readiness to move to each level

e. Improving beta programs

Chapter 10. Formulating and executing launch plans

a. The major components of the launch document & process

b. Incorporating belief builders

c. Building in early tracking measures

d. Preparing red alert strategies

e. The final analysis: project and process reviews

Section Three: Downstream product management: Marketing and ongoing support

Chapter 11. Generating brand equity

a. Cultivating brands and positioning from the outside in

b. Brand elements, structure and strategy

Chapter 12. Lifecycle management and marketing

a. Categorizing products for streamlined efforts

b. Defensive and offensive considerations

c. Revitalization programs: product versioning

d. Revitalization programs: refocused marketing schema

e. Right-pricing your products

Chapter 13. Supporting sales and channel efforts

a. Lead generation, referrals, and collateral

b. Call support, demos and presentations

c. Converting product marketing plans into sales calls

Chapter 14. Marketing communications, SEO and social networking

a. Who should write the copy and what should it say

b. From broadcast to narrowcast approaches

c. Make the message resonate with the right customers

d. Manage the sales funnel

Chapter 15. Sunsetting

a. Defining kill criteria: the "Cockroach" problem

b. Evaluating alternative approaches for product elimination

Section Four: Fine-tuning

Chapter 16. Establishing a global mindset

a. Global versus multi-local products: decision points> b. When product development is handled in another country

c. Working with cross-cultural co-workers on project teams

d. Communicating across borders and cultures

Chapter 17. Goal and performance alignment

a. Linking goals, directives and initiatives

b. Defining appropriate product manager performance measures

c. Coaching toward proficiency

In 1995, I was frustrated with the lack of resources available for a product manager. After conducting extensive research, and coupling it with my own experience, I wrote my first book, The Product Manager's Handbook. Since then I have written two more books (including one on Channels) and the original Product Manager's Handbook is now in its third edition with translations into several languages.

People often ask me what I do for a living now. Well, as an employee of the University of Wisconsin-Madison, I do two primary things. First, I teach on the Executive Education faculty (part of the Wisconsin School of Business). Second, I manage the curriculum of marketing courses for corporate managers and professionals, including design, development, marketing, teaching and staffing of the classes.

In my "extended" career, I write, consult and collaborate on a variety of topics with a special… Read more

This biography was provided by the author or their representative.

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书籍介绍

This is the essential guide to seamless product management for today's fluid, unpredictable business world. Long considered the most useful and insightful guide of its kind, "The Product Manager's Handbook" has been fully revised and updated to give you the edge in today's challenging business landscape. It features expanded coverage of product development processes, intelligence-gathering techniques (including social media), and a greater emphasis on international issues. This indispensable resource proves that the techniques and tools product managers use are similar - regardless of what industry they work in and what kind of products they manage. Simply put, this book has everything you need for superior job performance - whether you manage consumer or business-to-business products created by an organization that is hierarchical or horizontal. "The Product Manager's Handbook" shows you how to integrate your organization's disparate segments into a cooperative, results-focused unit that produces satisfying products - from initial design through the postpurchase experience. If your job is to create and commercialize products, it provides the information you need to: Balance breakthroughs and line extensions; Create business cases - including competitive assessment, market requirements, and risk reduction; Conduct gate reviews and beta testing and manage scope creep; and, Get everything in order for a smooth product launch. For those who manage existing lines, this guide provides: specific tips for each of the 4Rs of product life-cycle management; brand guidelines; approaches to customer message management; advice on working with sales and the channel; clear, easy-to-read charts that show you how to manage each crucial step from conception to completion; and, practical checklists that help you evaluate progress at every stage. Interviews with seasoned product management consultants and top-performing product managers provide you with dynamic, proven strategies for addressing potential problems in marketing, production, cross-cultural communication, and more. "The Product Manager's Handbook" examines current market-leading companies, the latest research findings, and evolving customer perceptions to provide you with the tools you need to design, produce, and market winning products - and beat the competition at every turn.

• 作者：丸子(^.^)v 发布时间：2014-09-19 07:47:27

  下到的是中文翻译版 希望别翻译得太不像话 那我应该能在劳工节期间读完^ ^

• 作者：红豆泥 发布时间：2017-04-22 17:04:44

  相见恨晚的合成教材。对数字创作会极有启发和补充。

• 作者：over 发布时间：2022-04-05 18:00:22

  新版，纸质更好了。

• 作者：小鹿先生生 发布时间：2016-08-28 15:58:03

  工具书你还想怎么样，在心底开出一朵小花么

• 作者：达咩！ 发布时间：2024-05-05 15:57:22

  沃兰德又回头对大师道：“好了，现在您可以用一句话来结束您的小说！”

  大师静立在一旁，望着椅子上的总督，仿佛就等着沃兰德的这句话。他把两手合在嘴边，他的喊声在荒无人烟的重山之间回响起来：

  “你自由了！你自由了！他正等着你！”

  这个版本怎么评分的人都没有…好好看好好看，好喜欢沃兰德和他的团队，非常痛快的阅读体验

• 作者：有海时 发布时间：2013-01-07 00:12:44

  当年最想有人能送我的书=_=

• 传统行业怎么了？

  作者：豆你玩 发布时间：2007-09-17 00:14:00

  几个大哥说本书是介绍传统行业的产品经理，不适合互联网行业的准经理们参考，我觉得这个想法有点欠妥。

  今天参加ucd的书友会，有人提到了腾讯的产品经理，跑你电脑前，看到一个从没见过的网络服务，就问：“这是啥？给俺传一个。”感觉这家伙别2.0了，土的1.0都算不上。但反过来看腾讯，建了自己的实验室，做了qq收藏，滔滔，网页版qq，还有未来的mac版的qq。

  自己不用qq好多年，但一个这样肥大的企鹅,紧跟google lab，搞类似del.icio.us，准twitter，webmessenger……小步子一步比一步紧

  成天查rss更新，跟在别人后面关注行业动态的经理牛不了。相反，依靠传统成熟的工作经验去捕捉市场的脉动，少评论，多实践。一步一个脚印的增加自己产品的粘着力，这种产品经理2不2又如何？？这里继续八卦豆瓣阿北，看看他招产品经理的需求，肯定不是参考其他互联网公司的帖子，倒很有他之前ibm工作的影子。

  在中国，能有完善的培训体系和工作流程的要不就是外企，要不就是传统企业，前者有微软，ibm，后者有宝洁，吉列，对于一个新兴行业，你技术是新的，产品是新的，但你依然是做人的工作。有经验，不参考，那真的是太亏了。

  这本书，说实话我没有全部看完，因为毕竟我现在还不是产品经理，但如果现在老板有需要，我起码知道怎么写一份文档让他满意。

  P,S.真正接触了qq的发现,很棒!

• 产品经理需要写MRD吗？

  作者：PH囧ENIX 发布时间：2009-11-27 17:15:14

  2011年12月7日记：

  这文章写于两年前了，感觉当时还是比较青涩，对于产品来说还是相当地理想化，以为用户体验才是产品的主导。现在想起来，实在是太理想化了。

  发在豆瓣上，也被人嘲笑过，我承认。

  不过，文章里面有部分内容其实还是写得没错。就这样吧。我不会改掉我当年青涩的小PM的想法。

  ============================================

  什么是MRD？我会不会太废话了些？还是先简要说一下什么是MRD吧

  Market Requirements Document,简称市场需求文档。市场需求文档的主要功能是描述什么样的功能和特点的产品（包含产品版本）可以在市场上取得成功。产品进入实施，需要先出MRD，具体来说要有更细致的市场与竞争对手分析，通过哪些功能来实现 商业目的，功能/非功能需求分哪几块，功能的优先级等等。

  一般来说，我们最常见的PRD是在MRD的基础上产出的，当然，产出PRD还需要原型、思维导图还有Feature List之类一堆东西的辅助。

  作为产品经理，我参与过好几个项目，从大公司到小公司，产品经理的角色，一直都在实际上处于很尴尬的位置。上周末的UCD广州年会，帽子男发问“能够参加自己公司核心战略会议的请举手”----会场上举手者寥寥无几。关键，白鸦问的是“参加”而不是“参与到”，如果问的是后者，估计人就更少了。

  产品经理这一概念，在05～07年产品的理念刚刚插入中国互联网时，是很火热很强势的。产品经理的角色定位通常都是公司总裁或者副总裁的直属员工，管理的产品部门属于公司的直属部门，会参与到公司整个市场分析、战略、决策、运营、推广等各方面中去；那个时候，MRD是属于产品经理的重点工作之一，尤其那个时候的大部分产品经理都是由市场转型过去的。

  最近几年，产品的概念在中国互联网开始深化。一方面，产品经理慢慢退出公司战略与决策部门，取而代之的是通过数据研究去知道决策的UED部门（初期这个也是产品经理的工作之一）；另外一方面，产品经理的更多精力也开始投放在产品细节上，并且与UED 部门进行协作式产出PRD文档；当然，还有一个不好的方面，当产品的概念泛滥以后，部分PD、前端甚至美工也开始自称产品经理，这些“产品经理”自然无权写MRD了。

  有些朋友告诉我，他们公司是把MRD合并在PRD里面一个文档完成的。我想，这是不是有点多此一举的味道在，一般来说，PRD 文档是交付给开发部门的文档，MRD写在里面，第一方面是没人看，第二方面是你写那么多东西给到下面开发部门，他们根本就看不懂（或者根本不愿意去看懂）。产品和开发从来就是一个不可调和的矛盾体，有些是运营做调解有些是根本就是产品部门去直接对接。妄想以MRD去告诉开发部门哪些功能非常重要切勿删掉还不如直接在PRD上以红色粗体说明更有意义（just kidding，我很多时候是真的想这么做的）。

  那，到底MRD是在哪里产出的？我们看看产品流程---

  首先是UED部门接到通知或者经过公司战略会议，决定去开发这么一个新产品。然后交由UED部门进行竞争产品分析，然后是领域调研，然后与公司高层会议签署决定，再进行产品定位、用户分析、产出产品概述。在产出产品概述这个过程中，UED部门一般会邀请产品经理参与，产品经理会参与这个讨论并产出思维导图（这个其实自己用的机会多，当然也可以帮忙理清 UED部门的头绪）。把产品概述整理好并得到UED部门的确认后，产品经理根据产品概述以及思维导图以及自己的思维，可以写Featue List，然后再把Feature List整理好以后，再上交UED部门，共同产出MRD。MRD首先要经过公司高层确定，放可以交由产品经理去产出概念模型。

  所以，产品经理需要写MRD吗？事实上，MRD应该是由UED部门与产品部门共同合作产出，但是主要是由UED部门做的。但是，实际上，大部分公司都不包含UED部门（或者UED部门只是产品部门的一个下属部门），那MRD就是由产品经理（总监）去做的了。当然，这样的坏处就是，整个产品就有可能会被产品经理一个人误导的可能性。

  所以说，现在的产品部门的架构还是相当地混乱。我认识的人里面充满了毫无实权的产品经理（和PD差不多），也有至高无上的（就是总裁直属）。前者只是在默默地做产品模型，后者一旦出事就要自己把整个黑锅背着走。

  我最后还是说句废话，MRD应该由产品经理以及公司战略决策部门（如UED啊市场啊啥总裁办啊之类的）共同产出；产品经理到底用不用写MRD是由中国国情以及公司实际情况决定的，能不能写MRD是由产品经理本身对市场的理解能力决定的，想不想写是由产品经理自身决定的（妈的，不想写的时候就不写！）

  原产地

  http://www.phoenixlaw.me/?p=133