book

The Product Manager's Desk Reference

Name: The Product Manager's Desk Reference
Author: Steven Haines
ISBN: 9780071591355

by Steven Haines

July 2008

Intermediate to advanced

600 pages

18h 15m

English

McGraw-Hill

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Cover Page
The Product Manager's Desk Reference
Copyright PageCONTENTSACKNOWLEDGMENTSINTRODUCTION: THE ACCIDENTAL PROFESSIONEVERYONE COMES FROM SOMEWHERE ELSEA GRAY'S ANATOMY OF BUSINESSHOW YOU SHOULD USE THIS BOOKDRAWN FROM EXTENSIVE BENCHMARKING AND EXPERIENCEThe Product Management AnatomyA Career in ProgressSEPARATING THE BEST FROM THE RESTSAFE JOURNEYS
MODULE 1 FOUNDATIONAL ELEMENTS FOR PRODUCT MANAGEMENT
INTRODUCTION TO MODULE 1
CHAPTER 1 WHAT IS PRODUCT MANAGEMENT?
QUESTION 1: WHAT IS A PRODUCT?Product LinesProduct PortfoliosSolutions and BundlesProduct Elements and ModulesPlatformsQUESTION 2: WHAT IS MANAGEMENT?What Does a Product Manager Really Do?QUESTION 3: WHAT IS PRODUCT MANAGEMENT?QUESTION 4: HOW DOES PRODUCT MANAGEMENT TRANSFORM A PRODUCT?New Product Planning PhasesNew Product Introduction Phases (Execution)Post-Launch Product ManagementProduct Management: A Holistic ActivityRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 2 THE PRODUCT MASTER PLAN
THE PURPOSE OF A MASTER PLANPlans ChangeTHE FORMAT OF THE PRODUCT MASTER PLANTHE VALUE OF A PRODUCT MASTER PLANAN INSURANCE POLICY FOR CONSISTENT COMMUNICATIONTHE BASIC CONSTRUCTION OF THE PRODUCT MASTER PLANMAJOR DOCUMENTS INCLUDED IN THE PRODUCT MASTER PLANA Personal LibrarySUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 3 LEADERSHIP: CREATING INFLUENCE
YOU ARE ALWAYS ON STAGESTAY CALM, EVEN WHEN YOUR HAIR'S ON FIRETRANSFORMATIONThe Most Important ValuesLEADERSHIP BEHAVIORS AND MINDSETADDITIONAL SKILLS AND SUBJECT MATTER EXPERTISEEXPERIENTIAL DEVELOPMENTHOW DO YOU IMPROVE YOUR SKILLS AND EXPERIENCES?SUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 4 CROSS-FUNCTIONAL PRODUCT TEAMS: GETTING THINGS DONE
CROSS-FUNCTIONAL TEAM DEFINITIONSDEFINITION: A CULTURE OF DISCIPLINETEAM MEMBERSHIPTeaming Is Not Always EasyCURING THE DYSFUNCTIONAL TEAMBUILDING BLOCKS OF A CROSS-FUNCTIONAL PRODUCT TEAMPRODUCT TEAM RESPONSIBILITIESFORMS OF CROSS-FUNCTIONAL PRODUCT TEAM MEMBERSHIPCLARIFYING ROLES AND RESPONSIBILITIESTHE FUNCTIONAL SUPPORT PLANTEAM MEMBERSHIP ACROSS THE LIFE CYCLECROSS-FUNCTIONAL TEAM LEADERSHIPSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 5 DECISION MAKING: WHAT'S NEXT?
THE IMPORTANCE OF DECISION MAKINGDECISION MAKING AND PROBLEM SOLVINGSAVING GRACE: A CASE STUDY ABOUT DECISION MAKINGDECISION-MAKING TECHNIQUESCombining OptionsThe Morphological BoxThe Decision MatrixThe Decision TreeANALYSIS PARALYSIS AND RATIONAL IGNORANCEGUT-FEEL DECISION MAKINGBUSINESS INTELLIGENCESUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 6 FINANCE FOR THE PRODUCT MANAGER: KEEPING SCORE
THE LANGUAGE OF BUSINESSTHE BASIC FINANCIAL STATEMENTSTHE INCOME STATEMENTTHE BALANCE SHEETCASH FLOWDEMYSTIFYING DISCOUNTED CASH FLOWFINANCIAL PLANNING FOR PRODUCT MANAGERSCreating Business Cases for Product InvestmentsAssembling ForecastsTesting Planning Assumptions Using Sensitivity AnalysisDeriving Product Cost ModelsEstablishing Pricing ModelsPreparing Product BudgetsMANAGING THE BUSINESSMaking Sure the Product Is Achieving Its Financial GoalsFinancial RatiosLast Words on RatiosMaturity Assessment: Placing the Product on the Life Cycle CurveUsing ScorecardsSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
MODULE 2 MAKING THE MARKET YOUR PRIMARY FOCUS
INTRODUCTION TO MODULE 2

CHAPTER 7 THE PLAYING FIELD AND THE PLAYERS: ANALYZING THE INDUSTRY AND COMPETITION
BECOMING THE EXPERTWHAT IS AN INDUSTRY?INDUSTRY CLASSIFICATIONSPUTTING INDUSTRY EVOLUTION INTO PERSPECTIVECARRYING OUT INDUSTRY RESEARCHSECURING ADDITIONAL DATAPROCESSING THE SIGNALSCOMPETITIVE ENVIRONMENTCOMPETITIVE POSITIONINGGAINING AN EDGE: PERFORMANCE COUNTSCOMPETITIVE INTELLIGENCE IN YOUR COMPANYCOMPETITIVE INTELLIGENCE IN YOUR WORLDETHICS IN COMPETITIVE INTELLIGENCEWITH WHOM DO YOU COMPETE?COMPETITOR SWOTHOW DO THEY DO WHAT THEY DO?THE FINAL ANALYSISSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 8 FINDING MARKETS TO CONQUER BY UNDERSTANDING CUSTOMER NEEDS AND MARKET SEGMENTS
THE COMMON DENOMINATOR IN SEGMENTATION: CUSTOMER NEEDSHOW MARKETS ARE SEGMENTEDMARKET SEGMENTATION AND THE MARKETING MIXDESCRIBING THE TARGET MARKETTHEY DON'T KNOW WHAT THEY DON'T KNOWPLANNING AND CARRYING OUT CUSTOMER VISITSTHE VOICE OF THE CUSTOMERUSING PERSONAS AS A WAY TO CAPTURE NEEDSYOUR RESEARCH STRATEGYSUMMARYIMPROVE YOUR PRODUCT MANAGEMENT EQUIVALENCE QUOTIENT (PMEQ)
CHAPTER 9 PREPARING TO SET YOUR MILEPOSTS: FORECASTING FOR THE PRODUCT MANAGER
FORECASTING BASICSFORECASTING IS A CROSS-FUNCTIONAL EXERCISEVALIDATING MARKET AND DEMAND POTENTIALFORECASTS ARE BUILT ON BELIEFS ABOUT THE FUTUREVALIDATING ASSUMPTIONS AND APPLYING CUSTOMER PREFERENCESHOW MUCH CAN WE REALLY MAKE? DERIVING MARKET SHARE ESTIMATESCASE STUDY EXAMPLE FOR FORECASTINGSALES FORECASTINGMAKING THE SALES FORECAST USEFULDEMAND PLANNINGCONCLUDING THE CASESUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 10 STRATEGIC PRODUCT PLANNING: THE INFLECTION POINT
STRATEGY IS A DYNAMIC CONTINUUMUSING A GENERIC STRATEGYSTRATEGY IS LIKE SOLVING A PUZZLETHE WATERFALL EFFECTDYNAMIC STRATEGY FOR THE PRODUCT MANAGERSTRATEGY IN YOUR WORLDTHE "PRODUCT AS A BUSINESS" STRATEGIC PLANNING MODELTHE MODEL: A QUICK WALK-THROUGHTHE PRODUCT AS A BUSINESS STRATEGIC PLANNING MODEL IN DETAILStep A. Baseline the Business of the ProductOrganizing the DataExternal Data: Industry and CompetitionCustomer ActivityOrganizational Capabilities and Financial HealthCapturing Product Performance DataSynthesizing Data and Creating Useful InformationPrepare to Tell a Story About the ProductThe State-of-the-Business Product Strategy ReviewStep B. Recast the Vision for the ProductStep C. Identify Strategic OptionsSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
MODULE 3 THE START OF THE PRODUCT'S JOURNEY: THE NEW PRODUCT DEVELOPMENT PROCESS
INTRODUCTION TO MODULE 3LIMITS AND BENEFITS OF PROCESSESA GENERIC PHASE GATE MODELPROCESSES ARE LINEAR, MARKETS ARE NOTIMPORTANCE OF THE RIGHT PACE FOR NEW PRODUCT PLANNINGTHE VALUE OF FLAWLESS EXECUTIONORGANIZATION OF THE NEW PRODUCT DEVELOPMENT CHAPTERS
CHAPTER 11 MAKING A MOLEHILL OUT OF A MOUNTAIN: THE CONCEPT PHASE
THE BASIC PROCESSIDEATION: WHAT'S THE BIG IDEA?CATEGORIZATION OF PRODUCT "PROJECTS"SORTING OUT OPPORTUNITIESLOOKING DOWN THE PRODUCT PIPELINEPRODUCT ENHANCEMENTS AS A GROUPED OPPORTUNITY"SO WHAT?": THE VALUE PROPOSITION FOR THE OPPORTUNITYCLARIFYING YOUR IDENTITY WITH A POSITIONING STATEMENTPOSITIONING MEANS MAKING A DIFFERENCENARROWING THE FIELD: CHOOSING AMONG OPPORTUNITIESMANAGING REJECTED OPPORTUNITIESSECURING APPROVAL TO MOVE TO THE NEXT PHASE: THE CONCEPT REVIEWSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 12 IS THERE REALLY A BUSINESS HERE? ASSESSING FEASIBILITY
USING FUNCTIONAL SUPPORT PLANS TO CLARIFY ROLES, RESPONSIBILITIES, AND DELIVERABLESTHE MARKETING FUNCTIONAL SUPPORT PLAN (THE MARKETING PLAN FOR THE PRODUCT)PRODUCT DEVELOPMENT/IT/SYSTEMS FUNCTIONAL SUPPORT PLANFINANCE FUNCTIONAL SUPPORT PLANCUSTOMER SERVICE FUNCTIONAL SUPPORT PLANSALES FUNCTIONAL SUPPORT PLANOPERATIONS FUNCTIONAL SUPPORT PLANSUPPLY CHAIN FUNCTIONAL SUPPORT PLANLEGAL/REGULATORY/COMPLIANCE FUNCTIONAL SUPPORT PLANMANUFACTURING FUNCTIONAL SUPPORT PLANINTERNATIONAL FUNCTIONAL SUPPORT PLANRESOURCE PLANNING AND SUMMARIZATIONDOCUMENT EVOLUTION DURING FEASIBILITYPRODUCT PERFORMANCE AND MONITORING PLANNINGTHE DECISION MATRIX FOR THE FEASIBILITY PHASEPHASE REVIEW: FEASIBILITYSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 13 APPEARANCES ARE EVERYTHING: DEFINING THE PRODUCT
PRODUCT DEFINITION DOCUMENTSMANAGING REQUIREMENTSEliciting RequirementsDefining RequirementsOrganizing DocumentsManaging Requirements from Beginning to EndTHE EVOLVING PRODUCT DESIGNLINKING THE PRODUCT DEFINITION TO "BUILDING" THE PRODUCTMAKE VERSUS BUYCARRYING OUT A MAKE VERSUS BUY ANALYSIS: AN EXAMPLETHE COUNTDOWN STARTS NOW: LAUNCH PLANNINGCOUNTING BACK: HOW TO MEET THE LAUNCH GOALOTHER PARAMETERS FOR SUCCESSFUL LAUNCH PLANNINGSETTING THE CONDITIONS TO RECOGNIZE FUTURE LIFE CYCLE STATESTHE EXIT PLANTHE PRODUCT DEFINITION PHASE REVIEWSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 14 JUSTIFYING PRODUCT INVESTMENTS: THE BUSINESS CASE
THE PURPOSE OF THE BUSINESS CASECHARACTERISTICS OF GOOD BUSINESS CASESACTIVITIES AND SEQUENCINGBUSINESS CASE STRUCTURECover PageExecutive SummaryFramingBusiness Need and/or Strategic FitMarket AssessmentProduct DescriptionProject ProposalAssumptions, Forecasts, and FinancialsOperations and ImplementationRisk Analysis and Contingency PlansRecommendationAppendicesKICK START THE BUSINESS CASEA CASE STUDY IN CREATING A BUSINESS CASETHE SAMPLE BUSINESS CASECONCLUDING COMMENTSSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 15 SYNCHRONIZING THE GEARS: THE MARKETING PLAN FOR THE PRODUCT
THE MARKETING PLAN FOR THE PRODUCT IS A FUNCTIONAL SUPPORT PLANGETTING ORGANIZEDMARKETING PLANS ALWAYS BEGIN WITH STRATEGYBUILDING A HISTORICAL MARKETING PROFILEHistorical Inbound ProgramsCompetitor ResearchField Research DataMarket Segmentation and/or Customer ResearchIndustry Research ReportsChecking for Inbound Data SufficiencyHistorical Outbound ProgramsAdvertising and Promotional InformationSales InformationMarketing and Selling CollateralUsing the Historical ProfilePUTTING THE MARKETING MIX IN PERSPECTIVEOUTLINE FOR THE MARKETING PLANSETTING THE TEAM UP WITH A REALISTIC MARKETING PLANESSENTIAL SECTIONS OF THE MARKETING PLANExecutive SummaryStrategic Context for the Marketing PlanThe Market Environment for the ProductThe Marketing Mix: Strategies and TacticsProductPricingPromotionPlace or ChannelMarketing AlliancesInternational Marketing ActivitiesProduct Launches Being Planned or Being Carried OutSales Support and Training ProgramsAdditional Research Programs NeededCross-Functional Deliverables and DependenciesIntegrated BudgetsMeasurements and MetricsRisksAppendices and Supporting MaterialSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 16 EXECUTION AND OVERSIGHT DURING PRODUCT DEVELOPMENT
THE PRODUCT MANAGER'S ROLE DURING THE DEVELOPMENT PHASETHE PRODUCT MANAGER AS FACILITATOR AND PARTNERPRODUCT MANAGERS MUST UNDERSTAND EXECUTIONTRUTH MIXED WITH COMPASSIONSURFACING CONFLICTS AND REALITIES WITH "HOW" QUESTIONSPROGRESS TRACKINGFREQUENT STATUS UPDATES ARE ESSENTIALMANAGING PROJECT PLANS HELPS MANAGE RISKADDITIONAL PROJECT MANAGEMENT TOOLSPROGRESS VALIDATION IS ESSENTIALPRODUCT TESTINGTHE BETA TESTPRODUCT DOCUMENTATIONMANAGING SCOPE AND BUDGET CREEPMANAGING CHANGE: TRADE-OFFS AND PRIORITIZATION DECISIONSTHE DEVELOPMENT PHASE REVIEW AND CHECKLISTSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 17 INTRODUCING THE PRODUCT AND ORCHESTRATING THE LAUNCH
LAUNCH BENCHMARKING OUTCOMESTHE PRODUCT LAUNCH PHASE WORK FLOWEXECUTIVE CHAMPIONS NEED TO LEAD IMPORTANT PRODUCT LAUNCHESCONFIRM THE MARKET WINDOWSYNCHRONIZE YOUR DOCUMENTATION (THE BUSINESS CASE, MARKETING PLAN, AND LAUNCH PLAN)REVIEW MARKET AND BETA TESTS—OR CONDUCT THEM IF NECESSARYPRODUCT AVAILABILITY RATINGSPROVIDE ADEQUATE SALES TRAININGENSURE READINESS OF MARKETING COLLATERAL, WEB SITE, AND INTEGRATED PROMOTIONAL PROGRAMSMAKE SURE DISTRIBUTION CHANNELS ARE ABLE TO SELL AND DELIVER THE PRODUCTENSURE READINESS OF OPERATIONAL SYSTEMSLAUNCH METRICS MUST BE ASSEMBLED AND READY TO TRACKBE WILLING TO RECOMMEND GO OR NO-GO FOR LAUNCHTHE ANNOUNCEMENTTHE LAUNCH CHECKLISTSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
MODULE 4 CONTINUING THE JOURNEY: POST-LAUNCH PRODUCT MANAGEMENT
INTRODUCTION TO MODULE 4
CHAPTER 18 AUDITING RESULTS AFTER THE LAUNCH
AFTERWARDUSING AN IMPARTIAL AUDITORMarket Window ComplianceExecutive SponsorshipBusiness Case SynchronizationAdequacy and Timing of CollateralAdequacy of Sales TrainingReviewing Operational ReadinessConformance to Launch MetricsMAKE SURE TO CAPTURE LESSONS LEARNEDWIN-LOSS AUDITSInternal Win-Loss AuditingExternal Win-Loss AuditingAssembling a ReportSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 19 POST-LAUNCH PRODUCT MANAGEMENT: RUNNING THE BUSINESS
RUNNING THE BUSINESSA STRUCTURE FOR RUNNING THE BUSINESS OF THE PRODUCTIDENTIFYING THE IN-MARKET LIFE CYCLE STATE OF THE PRODUCTDEFINING "WHAT'S HAPPENING NOW" WITH THE PRODUCTLEADING THE CROSS-FUNCTIONAL PRODUCT TEAMProduct Team MeetingsRECASTING THE STRATEGIC MIXProduct Profitability and Financial PerformanceUnforgettable Customer ExperiencesMarketing Performance ManagementRevising the Marketing MixProtecting the BrandIntegrity in Doing BusinessCustomer LoyaltyEfficient OperationsSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 20 LIFE CYCLE PRODUCT PORTFOLIO MANAGEMENT
DISPELLING SOME MYTHS ABOUT PRODUCT PORTFOLIO MANAGEMENTWHAT IS LIFE CYCLE PRODUCT PORTFOLIO MANAGEMENT?A PORTFOLIO REFERENCE MODELTHE IDEAL WORK STRUCTURE FOR PRODUCT PORTFOLIO MANAGEMENTThe Cross Functional Product Review BoardA LIFE CYCLE PRODUCT PORTFOLIO MODELMETHODOLOGYCONSIDERING EXISTING PRODUCTSPRODUCT PROJECTS IN NEW PRODUCT INTRODUCTIONPRODUCTS BEING PLANNEDCREATE YOUR OWN PRODUCT PORTFOLIO MODELPORTFOLIO DECISION MAKINGAVAILABILITY OF DATA IS CRITICALSUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
CHAPTER 21 ENOUGH'S ENOUGH! DISCONTINUING THE PRODUCT
BARRIERS TO DISCONTINUATIONTHE DISCONTINUATION DECISIONPRODUCT DISCONTINUATION DOCUMENTATIONProduct Discontinuation DocumentTHE CROSS-FUNCTIONAL TEAMOTHER TYPES OF "DISCONTINUATION"THE DISCONTINUATION NOTICESUMMARYRAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
MODULE 5 PROFESSIONALIZING PRODUCT MANAGEMENT
INTRODUCTION TO MODULE 5
CHAPTER 22 CHARTING YOUR CAREER
IT'S UP TO YOUA CAREER STRATEGYWHERE ARE YOU NOW?ASSESSING KNOWLEDGE, SKILLS, AND EXPERIENCESCAREER ACTION PLANNINGYOUR APPLIED LEARNING PROJECTSUMMARY
CHAPTER 23 ORGANIZING FOR PRODUCT MANAGEMENT
GETTING ORGANIZEDTHE ROLE OF THE EXECUTIVE CROSS-FUNCTIONAL TEAMTRANSFORMING THE ORGANIZATIONChartering and Supporting Cross-Functional Product TeamsEmpowermentActing as the Product Portfolio Review Board and Directing Product InvestmentsAssigning a Process Owner for All Product Portfolio Processes and DocumentsProviding the Systems and Tools for Product Planning and Performance ManagementResolving Problems as Escalated by the Product TeamsEnsuring Ongoing Professional Development of Product ManagersSupport the Building of a Product Management CommunityEstablishing an Environment for Creating and Sustaining Customer PartnershipsInvesting in Market Research to Support the Product TeamsCOACHING PRODUCT MANAGERSSUMMARYCase Study: Product Management at Airlines Reporting Corporation (ARC)
MODULE 6 THE PRODUCT MANAGER'S TOOLBOX
THE PRODUCT MANAGER'S DESK REFERENCE WEB SITEA Community of PracticeCUSTOMER VISIT PLAN TEMPLATEFUNCTIONAL SUPPORT PLAN TEMPLATEOPPORTUNITY STATEMENT TEMPLATEPRODUCT POSITIONING STATEMENT TEMPLATEBUSINESS CASE TEMPLATESECTION 1—EXECUTIVE SUMMARYSECTION 2—FRAMING THE CASESECTION 3—BUSINESS NEED AND/OR STRATEGIC ALIGNMENTSECTION 4—MARKET ANALYSISSECTION 5—PRODUCT DESCRIPTIONSECTION 6—THE PROJECT PROPOSALLaunch SupportSECTION 7—ASSUMPTIONS, FORECASTS, AND FINANCIALSFinancial AnalysisBase Case Financials—Business as Usual (or Base Case)Business Case Financials—Scenario 1SECTION 8—IMPLEMENTATION AND OPERATIONAL ACTION PLANSSECTION 9—RISKS AND CONTINGENCY PLANSSECTION 10—RECOMMENDATIONSECTION 11—APPENDICESPRODUCT STRATEGY TEMPLATEDATA SYNTHESISPRODUCT MARKETING PLAN TEMPLATEMarketing Plan OutlineSECTION 1—EXECUTIVE SUMMARYSECTION 2—STRATEGIC CONTEXTSECTION 3—THE MARKETING ENVIRONMENT FOR THE PRODUCTSECTION 4—THE MARKETING MIXSECTION 5—MARKETING ALLIANCESSECTION 6—INTERNATIONAL MARKETINGSECTION 7—PRODUCT LAUNCHES BEING PLANNED OR BEING CARRIED OUTSECTION 8—SALES TRAININGSECTION 9—ADDITIONAL RESEARCH PROGRAMS NEEDEDSECTION 10—CROSS-FUNCTIONAL DEPENDENCIES OR DELIVERABLESSECTION 11—INTEGRATED BUDGETS FOR ALL PROGRAMSSECTION 12—MEASUREMENTS AND METRICSSECTION 13—RISKSSECTION 14—APPENDICESPRODUCT LAUNCH TEMPLATEThe Product Launch PlanCarrying out the Product Launch (Executing)PRODUCT DISCONTINUATION OUTLINEPRODUCT MASTER PLAN OUTLINE
GLOSSARY
REFERENCES AND RESOURCESMAGAZINES, PERIODICALS, AND JOURNALSRESOURCES USED IN CONJUNCTION WITH THIS BOOKOTHER GENERAL REFERENCES, INSTITUTIONS, AND ASSOCIATIONSBIBLIOGRAPHY
INDEX

Content preview from The Product Manager's Desk Reference

CHAPTER 15 SYNCHRONIZING THE GEARS: THE MARKETING PLAN FOR THE PRODUCT

Executive Summary

The Marketing Plan for the product is a Functional Support Plan (FSP) from the Marketing department supporting marketing investments for the product.

One of the most visible areas of the Marketing Plan is the marketing mix, but the plan requires the integration of many other well-thought-out elements to be complete, effective and actionable.

Unlike other ...

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The Product Manager's Desk Reference

by Steven Haines

CHAPTER 15 SYNCHRONIZING THE GEARS: THE MARKETING PLAN FOR THE PRODUCT

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