{"id":826,"date":"2019-07-05T05:37:27","date_gmt":"2019-07-05T10:37:27","guid":{"rendered":"https:\/\/lindagorchels.com\/blogs\/?p=826"},"modified":"2019-07-05T17:58:24","modified_gmt":"2019-07-05T22:58:24","slug":"the-product-manager-advice-dossier-part-four","status":"publish","type":"post","link":"https:\/\/lindagorchels.com\/blogs\/the-product-manager-advice-dossier-part-four\/","title":{"rendered":"The Product Manager Advice Dossier (part four)"},"content":{"rendered":"\n<p>Just as Clark Kent (Superman) and Kara Daniels (Supergirl)\nperformed Herculean exploits behind the guise of mere humans, product managers\nare challenged to work behind-the-scenes to achieve product success. (Yes, it\u2019s\na bit of a stretch. But don\u2019t you like being compared to superheroes?)<\/p>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignright is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2015\/05\/PM-Handbook-cover-202x300.gif\" alt=\"The Product Manager's Handbook\" class=\"wp-image-149\" width=\"152\" height=\"225\" srcset=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2015\/05\/PM-Handbook-cover-202x300.gif 202w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2015\/05\/PM-Handbook-cover-690x1024.gif 690w\" sizes=\"auto, (max-width: 152px) 100vw, 152px\" \/><\/figure><\/div>\n\n\n\n<p>Working faster than a speeding bullet. More powerful than a\nproduct bottleneck. Able to leap tall requirements in a single bound.\nMaintaining composure while working without direct authority. Surviving the\nkryptonite of firefighting and reactivity. It\u2019s tough. And good advice can\nhelp.<\/p>\n\n\n\n<p>At the end of every chapter of <a href=\"https:\/\/www.amazon.com\/Product-Managers-Handbook-4-ebook\/dp\/B006402OPY\/ref=sr_1_1?keywords=gorchels&amp;qid=1559184242&amp;s=gateway&amp;sr=8-1\">The\nProduct Manager\u2019s Handbook<\/a>, I included an interview with a prominent\nbusiness expert or consultant. Each offered perspectives for different product\nmanagement challenges. Here are snippets of their words of wisdom. <\/p>\n\n\n\n<p>This is the fourth and final of a four-part series of The\nProduct Manager Advice Dossier.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Social Networking in a Scientific Industry<\/h3>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/Saldanha-Gabriela-286x300.jpg\" alt=\"Gabriela Saldanha\" class=\"wp-image-464\" width=\"215\" height=\"225\" srcset=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/Saldanha-Gabriela-286x300.jpg 286w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/Saldanha-Gabriela-768x806.jpg 768w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/Saldanha-Gabriela-976x1024.jpg 976w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/Saldanha-Gabriela.jpg 1629w\" sizes=\"auto, (max-width: 215px) 100vw, 215px\" \/><\/figure><\/div>\n\n\n\n<p><a href=\"https:\/\/www.linkedin.com\/in\/gabrielasaldanha\/\">Gabriela Saldanha<\/a>, Global Strategic Marketing Manager, Promega<\/p>\n\n\n\n<p>[B]e open and attentive to changes in your field. You need to know\nand understand your customers, their habits, likes and dislikes, pains, needs\nand the solutions you are providing them. Social media may not work for\neveryone; it all depends on your understanding of you customer base. But it\u2019s\nimportant to try new things, different things. If you don\u2019t try, you won\u2019t know\nwhat works or what the results and consequences might be. Some customer bases\nmay be more conservative and not jump into new things. I believe scientists are\nby nature curious, innovative, risk takers. Much research is trial-based, with\nresulting failure and success. Based on that profile of my customers I knew\nthey would adopt social media. After all we are all geeks.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Raise Your Global Product Management IQ<\/h3>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/mark-phillips-300x263.jpg\" alt=\"Mark Phillips\" class=\"wp-image-463\" width=\"225\" height=\"197\" srcset=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/mark-phillips-300x263.jpg 300w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/mark-phillips-342x300.jpg 342w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/mark-phillips.jpg 357w\" sizes=\"auto, (max-width: 225px) 100vw, 225px\" \/><\/figure><\/div>\n\n\n\n<p><a href=\"https:\/\/www.linkedin.com\/in\/markalanphillips\/\">Mark Phillips<\/a>, Chief Marketing and Commercial Officer, Imaging, GE Healthcare<\/p>\n\n\n\n<p>A domestic product manager often manages\na product that has been specifically designed for his or her market. The\nproducts are designed to serve the domestic customer needs and combat the\ndomestic and key global competitors. Product managers outside of the domestic\nmarket, often &#8220;catch&#8221; these products &#8220;as is&#8221; and are\ncharged with the task of launching them in international markets. This involves\nmany challenges. Here again I\u2019m going to give you my \u201claundry list\u201d of bullets.<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>While both domestic and international product managers face global competitors, the international product manager must also face local players. Combating local competitors\u2014that specifically focus on local market needs\u2014creates an additional battle front that domestic product managers do not face. Local players often have a better cost position, move faster and are very focused on local needs. This creates big challenges in value markets where price is a major driver, or in markets with complex \/ specific needs such as Japan. <\/li><li>Diverse markets. People refer to Europe or Asia as markets in a similar way they refer to the US. However, the US is for the most part a homogeneous market. Asia and Europe are a mix of several cultures and economies, each with their own unique characteristics. In Asia for example, there are huge socioeconomic disparities across the region coupled with diverse culture, language, and political systems. Asia itself spans numerous time zones and countries. There is usually not a &#8220;one size fits all&#8221; strategy  for Asia. This diversity of GTM (go-to-market) strategies makes the international product manager&#8217;s role much more complex. <\/li><li>There is an added task of localizing marketing materials that have been designed for a different country and culture. This can include basic translation, to  actually having to have your own photo-shoots to ensure &#8220;local faces&#8221; are included in your collateral. This cuts into your local GTM budget that is often based on a global benchmark of GTM spending. Domestic product managers do not have to cover this extra cost and thus can apply the funds to more strategic activity. <\/li><\/ul>\n\n\n\n<ul class=\"wp-block-list\"><li>Size matters. While international product managers may represent markets that are growing faster than domestic markets, the domestic markets are usually larger. Thus, it makes getting the features and functions needed for local markets very challenging compared against the needs of the larger domestic markets. <\/li><li>Dealing with upstream teams in another time zone. This means early-morning and\/or late-night conference calls to get the support you need. Product managers in Europe may have to stay up a little later than usual; Asia product managers are often squeezed at both ends of the day\u2014both creating challenging schedules.<\/li><\/ul>\n\n\n\n<p>I still strongly believe that product\nmanagers need to think of themselves as the CEO or entrepreneurial head of\ntheir products to succeed. This includes:<\/p>\n\n\n\n<ul class=\"wp-block-list\"><li>Going\nbeyond purely product features to understand the distribution channels,\nmanufacturing process, service processes, and detailed cost components of the\nproduct.&nbsp; <\/li><li>Working\nto acquire basic financial skills to be able to create clear business cases for\ntheir products.<\/li><li>Spending\nsignificant time in the field with the sales force and with users \/ buyers to\nhear product feedback directly from the market (not just by paying others to do\nmarket research).<\/li><li>Looking\nat customer needs beyond their specific product. Step back to understand what\nsurrounds the before-and-after of how and when the product is used, a type of\n360-degree observational exercise. This can lead to many insights for\nadditional services and adjacencies for expansion.<\/li><li>Collaborating\nwith others, either peers from other regions that own the same product or with\nproduct managers from other product lines. Dropping the insecurity and\nover-competitiveness that is the downfall of many products manages can be key\nto get to the next level. Leadership in the organization will always promote\nthose who can work across functions and geographic lines to bring the entire\norganization forward.&nbsp; Look for ways to\nwin together; that is what your leadership wants.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\">Product-Line Management Transformation<\/h3>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignleft is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/SKopec-240x300.jpg\" alt=\"\" class=\"wp-image-462\" width=\"120\" height=\"150\" srcset=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/SKopec-240x300.jpg 240w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/SKopec.jpg 560w\" sizes=\"auto, (max-width: 120px) 100vw, 120px\" \/><\/figure><\/div>\n\n\n\n<p><\/p>\n\n\n\n<p><a href=\"https:\/\/www.linkedin.com\/in\/stan-kopec-9ab48b\/\">Stan Kopek<\/a>, Adjunct Mathematics Professor at Middlesex Community College<\/p>\n\n\n\n<div class=\"wp-block-image\"><figure class=\"alignright is-resized\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/John-Luszczek-Nov-2010-243x300.jpg\" alt=\"John Luszczek\" class=\"wp-image-461\" width=\"122\" height=\"150\" srcset=\"https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/John-Luszczek-Nov-2010-243x300.jpg 243w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/John-Luszczek-Nov-2010-768x948.jpg 768w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/John-Luszczek-Nov-2010-829x1024.jpg 829w, https:\/\/lindagorchels.com\/blogs\/wp-content\/uploads\/2019\/04\/John-Luszczek-Nov-2010.jpg 1484w\" sizes=\"auto, (max-width: 122px) 100vw, 122px\" \/><\/figure><\/div>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n\n\n\n<p><a href=\"https:\/\/www.linkedin.com\/in\/john-luszczek-97756111\/\">&nbsp;John Luszczek,<\/a> Former Product Line Manager<\/p>\n\n\n\n<p><\/p>\n\n\n\n<p>[Here\u2019s our advice for firms striving to\nstrengthen their product management organizations.] You absolutely need to get\nalignment on what the executive team is expecting from the PLM organization; get\ncorporate-level buy-in.&nbsp; Be sure you\nunderstand the current capabilities of the PLM organization and customize the\nskills development and training to address those skill areas most needing\nenhancement. And finally, recognize that implementation skills (i.e., specific\nproduct-related skills such as VOC and go-to-market) are needed to accomplish\nthe PLM role, but excellent general skills (leadership, strategy, innovation)\nare required to get to the next level.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Just as Clark Kent (Superman) and Kara Daniels (Supergirl) performed Herculean exploits behind the guise of mere humans, product managers are challenged to work behind-the-scenes to achieve product success. (Yes, it\u2019s a bit of a stretch. But don\u2019t you like&hellip; <\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_mo_disable_npp":"","_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[10],"tags":[],"class_list":["post-826","post","type-post","status-publish","format-standard","hentry","category-product-management"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Product Manager Advice Dossier (part four) - Linda Gorchels blogs<\/title>\n<meta name=\"description\" content=\"Product managers face both common and unique challenges. 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