Product managers need to pay attention to three issues and the enterprise's three mentality

Article Description: China-style product management exploration in the forward.

In 1998, the company's EPS (earnings per Share) was only 14%~15%, lower than Wall Street's expectations. For 1994-1999 years, the profits of Procter and Gamble company are always between 1.4%~5.5%, lower than the target of 7% within the company. For a decade 1998 years ago, Procter and Gamble had never launched a new, influential brand.

The reason is that, in addition to being hit by more traditional rivals such as Unilever and emerging rivals such as Wal-Mart's own brands, there is a more important reason for the lack of innovation and inefficiency in the brand management system that it has prided itself on.

So in September 1998, Procter and Gamble announced a company reorganization plan called "Organization 2005", focusing on restructuring the company's organizational structure, workflow, corporate culture and salary structure based on branding and product lines, with the aim of enhancing the company's competitive advantage and operational efficiency. After the implementation of the "Organization 2005" scheme, the annual sales of Procter and Gamble company increased 6%~8%, and the annual income increased 13%~15%.

We know that product management was born in Procter and Gamble, but through this case can be seen, in the 80 years of its own product management development, the form of its organizational structure with the development of the enterprise itself and the changes in the market has changed dramatically.

I have no intention of praising the greatness of Procter and Gamble, but I want to pass the "organization 2005" program of Procter and Gamble to tell China's companies that are or intend to implement product management, and the individuals who expect or are doing the job, whether for foreign companies or domestic companies, The concrete form of product management cannot be invariable, and it will be influenced by the specific times and be in a dynamic adjustment; the only thing that remains unchanged is the core idea of product management: Let the enterprise devote limited resources to the most valuable products.

But the domestic enterprise, for product management, all is not so satisfactory, domestic enterprises seem to similar product management such import always have a kind of inexplicable entanglement, and this entanglement caused by the direct consequence is to use impetuous mentality to understand and practice them.

Three kinds of mentality of enterprise

Overall speaking, the domestic enterprise to the product management has three kinds of mentality which in my view is very not the taste.

Run away.

All imported goods, there is always a popular opportunity in the country.

Now product management is gradually becoming popular, various industries have a lot of enterprises began to implement product management, but many enterprises have implemented a lot of the product management, such as the Product management department as a market or research and development of these departments of level two. Of course, this structure is reliable, but the work is not reliable. Many product departments are basically reduced to these departments of "broken reminders", any higher departments do not want to do, lazy to do the work to the Product management department to do.

This problem is caused by the following two kinds.

In the process of implementation because the enterprise has the system and the Department of obstacles, so that the implementation of product management gradually deviated from the right direction.

Enterprises in the implementation of product management, the product management understanding as such.

Therefore, I call this situation "deviation".

Follow the bandwagon.

In the final analysis, the enterprise is composed of two kinds of practice: management and business.

I have a point of view: in management, should have a middle-aged mentality, in business, it should have the mentality of young people.

Management, such as middle-aged, that the enterprise has the ability to think independently, in what should be used in the management will be realistic, while in the business, we should maintain a young people's passion and momentum, not afraid of any challenges, dare to use new ideas to try various challenges. But now many Chinese companies are doing the opposite, in management like young people, in business like middle-aged.

For the popular management ideas, especially the imported products, whether or not suitable for their own or whether or not to do a realistic assessment, as long as the media advocated, as long as there are large enterprises to practice, take it. The result is obvious that there are too many cases of failure for this reason.

The same is true for product management. Many enterprises even product management is what, in the end what can bring to the enterprise, for product management enterprises need to do some necessary adjustments, if the implementation of product management of the enterprise will have what risks, how to do things to implement product management, etc., have not carried out a clear assessment, began to be carried out in a fearless spirit, only because of the mere word "pop". For this, I can only say eight words: The spirit is commendable, the effect is not good.

If you can switch this spirit, how good it is!

Help.

The enterprise to other management thought is this attitude, I do not know, but I know some enterprises are using this mentality to look at and implement product management.

Product management is not a panacea, no matter what disease to eat will be good; product management is not a universal glue, posted to where all the effect. Product management has its own characteristics and applicability, summed up, product management in fact, in eight aspects of the enterprise will bring the necessary and significant value promotion.

[1] [2] Next page