"Reading notes" God-like Product Manager (i)

First Product Manager

1. Background and value of product manager's birth

* This section is mentioned in many entry-level books, and this book tells the story of the first product manager to be born as a janitor.

2. The very Bull Product Manager (example is jobs, Guo Jing)

1) Several important features: * impact * Core requirements to control the power of innovation * infatuation

2) Responsibility of the Product Manager:

* Identify the target user groups and their characteristics of the product
* Capture, evaluate and manage user needs
* Complete product requirements documentation, product prototypes and flowchart
* Proficient in user experience, interactive design and information architecture skills
* Project management, demand change management and demand acceptance
* Analysis and summary of product operation data
* Provide support for operations, marketing and sales

3) Common mistakes made by product managers
Arrogant, half pot of water, only the boss is from, frequent change of demand, do not attach importance to documents and prototypes, project management confusion, do not summarize and so on.

3. How to step into a good product manager

To constantly cultivate, master the product manager of the Tao and the operation.

Second product and demand

First, the product

1. Definition and value of products
* Product Five elements: Product connotation, product form, product extension, product concept, product terminal
* Value of the product: Core value, expected value, added value

2. Type of product
* Tool Type * Media type * Community type * Game type * Platform type

3. Temperament of the product
* Talent is different * internal function * Drilling Exquisite

4. Strategy and tactics of the product

* Industry Analysis * Forecast Industry trends *

Five aspects of product strategy: concept, orientation, competition, pattern, planning

second, the business requirements document (BRD)(to clear and simple and clear, generally make a PPT to the boss to tell the good)

Divided into four parts: project Background , project Timing , project planning , project revenue, cost, risk and Countermeasures

1. Project background

1) Golden Circle: should be from inside to outside of the order, Why=>how=>what

(That is, you should first think clearly why to do this product, and then how to do, and finally the result of this product)

2) Product proposal

* Existing product proposal (based on operational data, analysis of issues to be solved)

* Innovative product proposal (three aspects of preparation and reporting: ① User Research ② market Research ③ competitor analysis)

* Target of the proposal

① attract, retain users, improve KPIs

② system or technology, product architecture adjustment

③ Expand new business market, occupy segment market share

④ operations, marketing, sales support (such as activities, such as holidays, all kinds of websites are decorations or something)

* Business Value

① increase revenue, increase market share, create revenue (do a value-added service Ah, add an ad ah, etc.)

② increase user base and viscosity (cooperate with other websites, account opening, etc.)

③ Market to promote brand value

④ product differentiation to curb and defeat competitors

2. Project Timing (so-called timing, geography, any, the weather in the front, see the timing, a hit will be in:e>)

3. Project planning (all kinds of thinking well, start planning specific implementation plan)

① core function points (in a nutshell)

② Product Architecture Diagram

③ Stage Planning

④ Main function planning

⑤ Product Roadmap

⑥ business model

⑦ benefits, costs, risks and countermeasures

4. Benefits, costs, risks and countermeasures

* Revenue Forecast (revenue, user, brand, cost reduction, input/output ratio ...) ）

Net income per hour = Revenue (= Total revenue-Overall cost)/time cost

* Product Pricing Strategy

#新产品定价策略

^ High pricing: High profits in the short term, competitive prices, but not conducive to market

^ Low pricing: Quickly open up product sales, small profits but quick turnover, but long payback period, low price

^ Chinese Pricing: Price stability, profit target can be achieved on schedule, but not very adaptable to the competitive market

#心里定价策略

Mantissa pricing, prestige pricing, touting pricing (specials), Series pricing (grading), auspicious number pricing, customary pricing

#折扣定价策略

Quantity discount, cash discount/Advance payment discount, feature discount, seasonal discount

#差别定价策略

User groups, product features, seasonal time, geographic location

* Product Pricing Method

#成本导向定价法

^ Cost Plus

Unit Product Price = Unit product Cost * (1+ plus rate)

^ Target Profit method

Unit Price = Total cost * (1+ target profit margin)/expected sales

^ Marginal Cost method ( applicable to oversupply, competitive situation of sellers )

p= (cv+m)/q

P: Unit product price; CV: Total change cost; Q: expected sales; S: Estimated revenue;

M: Marginal contribution, M=S-CV, if m>= fixed cost, it can be protected or profitable .

#需求差异定价法

Varies by place, varies by occasion, varies by product, and varies by customer

#竞争导向法

Market fluctuation method and differential pricing method

* Cost estimate

#人力成本预估

Table: Functional Positions | people | fees

#非人力成本预估

Table: Cost name | cost | remarks

* Risks and Countermeasures

Risk has these categories: policy risk, technical risk, legal risk, market risk, decision risk, capital risk

Countermeasures: Avoidance (generally for policy risk, technical risk), transfer (generally for decision-making risk), mitigation (generally for market risk, capital risk), acceptance (generally for legal risk)

"Reading notes" God-like Product Manager (i)