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In product oriented company not brand oriented, position of Brand Manager knwn as Product Manager. He/she is the one who looks after the sales, marketing, production etc of the product.
PRODUCT MANAGER IS THE TECHNICIAN OR INNOVATOR OF PRODUCTION DEPARTMENT WHO HELP TO CREATE PRODUCTS AND SERVICES THAT ARISED FROM THE EFFORTS OF MARKETING AND SALES DEPARTMENT IN MARKET RESEARCH ACTIVITY . HE ALSO DIRECTLY UNDERTAKES MARKET RESEARCH TO STUDY PARTICULAR PRODUCT NEED AND ITS POTENTIAL .IN SIMPLE WORDS PRODUCT MANAGER CREATE PRODUCT WITH DISTINCT FEATURES AND UTILITY THAT HELP SALES AND MARKETING TEAM TO LIMIT THEIR EFFORTS .SO PRODUCT MANAGER IS PERSON WHO HELP THE SALES AND MARKETING DEPARTMENT ABOUT PRODUCT SUPPLY AND TO FOCUS AND ACHIEVE TARGETED CUSTOMER
The product manager must have full knowledge of his product and its abilities. He supports his team ''marketing and sales'' by making them attached to the product so they can appreciate it, and finds its beauty.
Role of product Manager begins from new product development idea genaerations till its launch successfully in the market. post launch sales annaylsis till 6 months then completely handover to business head.
Product managers are responsible for guiding the success of a product and leading the cross-functional team that is responsible for improving it. It is an important organizational role — especially in technology companies — that sets the strategy, roadmap, and feature definition for a product or product line. The position may also include marketing, forecasting, and profit and loss (P&L) responsibilities. In many ways, the role of a product manager is similar in concept to a brand manager at a consumer packaged goods company.
Product managers provide the deep product expertise needed to lead the organization and make strategic product decisions. They often analyze market and competitive conditions, laying out a product vision that is differentiated and delivers unique value based on customer demands. The role spans many activities from strategic to tactical and provides important cross-functional leadership — most notably between engineering, marketing, sales, and support teams.
The product manager is the person responsible for defining the why, when, and what of the product that the engineering team builds. This means they lead cross-functional teams from a product's conception all the way through to its launch.
Here are the core aspects of product leadership that all product managers should feel accountable for:
Strategy The product manager is responsible for setting a product vision and strategy. Their job is to clearly articulate the business value to the product team so they understand the intent behind the new product or product release. The product manager owns the roadmap and must prioritize building what matters most to achieve the strategic goals and initiatives behind the product. Releases Product managers must plan what their teams will deliver and the timeline for implementation. This holds true no matter which development methodology the engineering team uses. The product manager is responsible for defining the release process and coordinating all of the activities required to bring the product to market. This involves bridging gaps between different functions within the company and aligning all of the teams involved — namely marketing, sales, and customer support. Responsibilities also include managing dependencies in and across releases to complete release phases and milestones. Ideation Every organization wants better ideas — but it is tough to manage and prioritize them. Product managers own the creative process of generating, developing, and curating new ideas. They determine which ideas should be promoted into features to push the product strategy forward — namely those that will achieve key objectives for the product line and business. To this end, they also ensure that feedback and requests are seamlessly integrated into their product planning and development processes. Product managers then communicate the status of ideas back to the customers, partners, and internal team members who submitted them. Features The product manager prioritizes features by ranking them against the strategic goals and initiatives. This requires making difficult trade-off decisions based on the value that new features will deliver to customers and to the business. The product manager is also responsible for defining the requirements for each feature and the desired user experience. Product managers work closely with engineering on the technical specifications and ensure that teams have all of the information they need to deliver a complete product to market.Building great products is invigorating. Successful products are built and adopted by customers when a group of committed, focused, and passionate team members play their positions to the best of their abilities. This starts with a strong product manager who feels a deep sense of responsibility for their role and managing what is defined above.
When done right, product managers have the best job on Earth.
The role of the product manager is based on improving the product and clarifying its advantages and quality to the marketing and sales members of his team. He is the only person who knows all his hobbies and preferences compared to the market around him.
A product manager is responsible for the product planning and execution throughout the product lifecycle to ensure the product supports the company’s goals and strategy
1.Analyzing the market and his players: Market value, Consumers, Competitors, Trade partners
2. Identify what consumers are looking for, why and what they value
3. Understand interests and constraints of players involved in the value chain
4. Devise a product strategy delivering benefits to all stakeholders
No doubt that the product manager looks at many factors such as target demographics, products offered by the competition and the suitability of the product to the business model of the company. In general, a product manager manages one or more tangible products. However, the term can be used to describe a person who manages intangible products, such as music, information, and services.
The role of product manager in tangible goods industries is similar to the role of the program manager in service industries.
Various interpretations of the role of the product manager are the norm. The title of the product manager is often used in many ways to describe the different duties and responsibilities significantly. Even within the high-tech industry where product management is better defined, the description of product manager function varies greatly among enterprises. This is due to traditions and intuitive explanations by different individuals.
In the financial services sector (banking, insurance, etc.), product managers manage products (for example, credit card portfolios), their profits and losses, and also identify business development strategy.
In some companies, the product manager also works as follows:
Product Marketing Manager: All outgoing marketing activities may result in the old sense of the term
Project Manager: All activities may lead to scheduling and resource management
Program Manager: Activities may lead to scheduling, resources, and multi-functional implementation
Product Owner: A popular role in Ajil's development methodology, all activities may lead to the advantage of self-packaged feature or feature set plan, development and versions.
Technical Product Manager (TPM): Like the product owner, but may lead all activities from a technology perspective.
Product designer: Closer to Oaks designer but more focus on full function flows.
Product managers provide product information, participate in product development and management. They manage life cycle of the products and give feedback to R&D.
They provide pricing information to sales and marketing division, product information, presentations on products solutions when needed.
