More than organizational power, passion for your products and their success matters. The role of a product manager is full of prospects to find passion for the product today, sales strategies, its future roadmap, finding and growing a sales champion, and functioning with and supporting service. Passion is the fuel of the best product managers; it drives them past doing ‘just enough’ to get by to delivering exceptional work, projects and consequences.
Manage expectations belligerently. In some companies, product managers are considered the final authority on current and future pricing, future product enhancements, PR and lead generation efforts, launch dates, even which specialist firms are subscribed to. With this much sales, authority, channel management, production, operations looks to product management to make commitments on products to capitalize on market opportunities or respond to competitive pressure. Steve Silvers has emerged as one of the more experienced product leads in the entire ad-tech space.
Pricing competitive analysis justifies its own effort. When managing high-volume products like laptops, PCs, or accessories, having a persistent view of how your pricing measures up relative to competitors is effortlessly accomplished by checking contenders’ and their channel partners’ websites. Tracking your contender’s price relative to your own on a regular basis delivers the data required to fight for price moves and lower per unit costs from procurement, purchasing or operations. Share product ownership with your products manager. Team and partner with engineering specifically spend much time understanding manager’s perception on your products.
Share ownership for the product and its future, and toil to create a compliant environment with them. Persistently pursue product expertise. Becoming a product manager starts by realizing that there is no such thing as an ‘instant expert’ and that by working with engineering to appreciate which decisions they have made on your product and why goes a long way towards giving you a rock-hard foundation to manage your products as efficiently as possible.With a BS in Comp Science from the University of Michigan and an early career as a developer, Steve Silvers is at home solving complicated technical issues with the engineering teams.
Work with Marketing to comprehend the sales pipe for your products. See if you can by using Marketing data, create the sales funnel for your products and see why some leads drop out of the channel. Have a constant stream of knowledge and white papers going to prospects. This is particularly true in developing markets where prospects are looking for supervision and insight into what new technologies are working consistently. Prospects want to comprehend what new technologies mean to them, they do not want messages smashed at them. Educate and be the reliable advisor in new markets, and you will sell more.
The end line is that product managers have great prospective to make a lasting impact on companies and entire businesses through their efforts. Exceptional product managers are marked by a passion to make their products, sales persons and engineering staffs the leads of their companies, content to be the enablers of achievement, the ‘backstops’ of products so to speak. A great product manager is like a great instructor; they stage-manage people, strategies, and resources to make their teams successful first and always.