Product ideas and product strategies

Product ideas and product strategies

 

I have always wanted to write something about product strategies to share with you. I want to talk about how a product manager can control the fate of a product and how to plan product policies and versions, how to find a market position for a product, and then how to break down a ambitious goal into daily executable work to achieve it. How should a product manager persistently pursue his own goals in an ever-changing and cross-cutting industry and determine whether this goal is correct or not. If a product manager increases his/her personal influence in the project, how can he control the project progress and win more voices and decisions .......

In fact, it is difficult to make a good product, and it is more difficult to be a good product manager. You will find that, in many cases, it is useless to know by yourself. There are many product policies that need to be pushed to more people, for example, project managers, technical directors, development teams, operation teams, and leaders can realize their product aspirations only after they get their understanding and support.

What is product strategy: the product Implementation Action Plan formulated to ensure the product market goal involves the product's core competitiveness, combined marketing plan, life cycle, version plan, and so on.

Annual product planning, because we work together with the annual meeting of the department, we often do the annual summary and the next year's planning, generally, I will share with you the overall product strategy, which is just a general direction. However, the staged decomposition targets and product segmentation strategies are not mentioned at all, and there is no way to clarify them within half an hour, so they are generally omitted. However, in the future, I found that when we started to skip all the product lines with this big strategy, there were a bunch of problems, and everyone involved in the project was clear, I won't say much about it. But why? Why can't I solve the problem if I have a product policy? Let me give you an example. After our product goals are clearly defined, the product's big strategy is to take steps 100 to the East. When we can perform the actual operation, we need to take 10 steps to the west, then, we can go to the east in step 5. There was a Halle motorcycle in the ten steps to the West, which was 10 times faster than walking speed. There was also a bamboo on the ground. What is bamboo? When planning the project itself, we should know with experience that there may be risks on the way forward, and we need to bring some tools on the road. Halfway through the motorcycle, I found that the road was gone, and I had to jump over the pole. Well, the bamboo I just picked has played a role. How can we know there is no way? How do you know that a motorcycle exists in the West? Yes, the product manager has been around several kilometers before the project began, and has deeply analyzed the industry environment and core competitiveness. Product managers must have their own strengths and experience in the accumulation of industry knowledge, risk prediction and control capabilities, and information sharing and acquisition channels, in this way, an experienced product manager can become a qualified navigator of the product and project team.

Yes, not any role can dictate product policies, which will only cause blind and chaotic project objectives. A unified and gradual decision-making approach is the fundamental driving force for ensuring the sustainable development of a product.

How is the product policy made? In many ways. I admit that the annual product PPT is about to be posted three to four hours in the morning. There is no modification time and there is no need for modification. But before that, I started preparing the annual product report ppt from March. I thought about preparing a PPT that requires three or four hours. I will spend six months to design it, I wrote it hundreds of times in my mind. Then we collected pictures and data two months in advance, and completed the writing all night. What have I thought about in the past six months? Accumulate product ideas, comprehensively sort and integrate industry development trends, industry innovation values, and our core competitiveness, refine the development objectives for two years, and refine the product ideas for one year, finally, the annual strategy for product development was formed. However, the annual policy can be broken down and must be broken down. It is finally broken down into different platforms, different versions, and different functional expectations, they all have their own detailed strategies to be refined and implemented in stages. This cannot be generalized.

For example, the goal of Chinese mobile phones is to increase the number of mobile phones, so the strategy is very simple, that is, to use a low-cost version of uniform coverage, the more models A version covers, the better, the number first, the experience second; the goal of Symbian is to lead the launch of new product features and experience first. Then, the strategy is to pre-develop new technologies and preserve the version value on a regular basis. The goal of the andorid platform is to fill the gaps in the platform, the policy is to port it with a mature version, and the chat function is complete and can be launched ...... And so on.

The product strategy is not the same, and problems are detected and adjusted in a timely manner. However, remember that the product manager needs many capabilities and qualities, another important thing is that we can make a comprehensive analysis under external pressure. If we finally conclude that our decisions are correct, we must be able to hold on to them. You need to know that there are not many product managers who can make products well. That is to say, the truth is not everyone understands, and not everyone can understand.

I believe that, as a product manager once said, there is only one word left: Wu. It depends on talent.