Product Manager's Handbook 4/E

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

Select Guide Rating

• Section One: Bedrock ConceptsChapter 1. The multi-faceted nature of product management jobs and structurea. Your job is unique – but you’re not aloneb. Product management can work for services, too!Chapter 2. Leadership and management competenciesa. Change managementb. Surviving matrix structures and cross-functional teamsc. Tips to improve decision makingChapter 3. Business competenciesa. Basic financial conceptsb. Assembling forecastsc. Running a “virtual” businessChapter 4. Market knowledge competencies: fact capturinga. Trend-spotting, research and customer segmentationb. Describing the customer purchase process, personas and value chainc. Competitive intelligence briefingsd. Technology assessment and design thinkingChapter 5. Planning frameworksa. The product manager continuum: from upstream to downstreamb. Introduction to portfoliosc. Innovation, revitalization, protection and sunsettingSection Two: Upstream product management: Strategic new products & initiativesChapter 6. Roadmaps, strategic plans and innovation directivesa. Visualizing the future: three time horizonsb. Time management of the pipelinec. Making buy, build or partner decisionsChapter 7. Managing the fuzzy front end of new product processesa. Balancing breakthroughs and incremental changesb. Defining current and future customer need-driversc. Generic NPD processes and stage-gatesChapter 8. Creating – and getting approval for – business casesa. Understanding the importance of the business caseb. Estimating and validating demandc. Requirements planning, management and clarification of feasibilityd. Framing and justifying the investmente. The provisional marketing planChapter 9. Overseeing new product projectsa. Attributes and responsibilities of core teamsb. Team decisions and processesc. Managing scope creepd. Guiding gate reviews and readiness to move to each levele. Improving beta programsChapter 10. Formulating and executing launch plansa. The major components of the launch document & processb. Incorporating belief buildersc. Building in early tracking measuresd. Preparing red alert strategiese. The final analysis: project and process reviewsSection Three: Downstream product management: Marketing and ongoing supportChapter 11. Generating brand equitya. Cultivating brands and positioning from the outside inb. Brand elements, structure and strategyChapter 12. Lifecycle management and marketinga. Categorizing products for streamlined effortsb. Defensive and offensive considerationsc. Revitalization programs: product versioningd. Revitalization programs: refocused marketing schemae. Right-pricing your productsChapter 13. Supporting sales and channel effortsa. Lead generation, referrals, and collateralb. Call support, demos and presentationsc. Converting product marketing plans into sales callsChapter 14. Marketing communications, SEO and social networkinga. Who should write the copy and what should it sayb. From broadcast to narrowcast approachesc. Make the message resonate with the right customersd. Manage the sales funnelChapter 15. Sunsettinga. Defining kill criteria: the "Cockroach" problemb. Evaluating alternative approaches for product eliminationSection Four: Fine-tuningChapter 16. Establishing a global mindseta. Global versus multi-local products: decision points>b. When product development is handled in another countryc. Working with cross-cultural co-workers on project teamsd. Communicating across borders and culturesChapter 17. Goal and performance alignmenta. Linking goals, directives and initiativesb. Defining appropriate product manager performance measuresc. Coaching toward proficiency