Introduction

Welcome to product management fundamentals.

欢迎来到产品经理基础课程

Product management is one of the hottest careers in technology and is expected to grow by double digits in the next few years.

产品管理是技术领域中最热门的职业之一，预计在未来几年将以两位数增长

I am personally passionate about it, having started as a product manager and worked my way up to CEO.

我个人对于该职业充满热情，我曾从产品经理的职位起步并逐步升职到了CEO

Like most new product managers, i had to learnt on the job and that meant making quiet a few mistakes along the way.

和大部分新手产品经理一样，我在工作中不断学习，这也意味着在这个过程中犯了不少错误

You are not alone if you've had a hard time describing your job.

在阐述你的工作职责时遇到困难是非常常见的现象。

In fact, many product managers and team leaders struggle to articulate what product manager actually does.

事实上，许多产品经理和团队领导者都难以准确描述产品经理的工作内容。

However you don't need to manage your career by trial and error.

当然，你无需通过反复试错来管理自己的职业生涯。

After rising through the ranks as a  product executive and teaching product development and strategy of 450 companies and universities.

在担任产品总监并为450家公司和大学传授产品开发和战略课程后

I developed this framework to capture the best practices in technology product management.

我制定了这个框架，以概括技术产品管理的最佳方案。

So that you can build better products and fast track your career.

这样你就能够打造更优秀的产品并快速推进你的职业发展。

By the end of this course you will be able to talk confidently about key product development concepts and the expectations of product managers and product owners.

通过本课程的学习，你将能够自信地谈论产品开发中的核心概念并且了解产品经理和产品负责人的职责和期望。

You will be able to choose the most effective tools for market research and prioritization.

你将能够选择最高效的市场研究和优先级管理工具。

You will position yourself for promotion by knowing what is expected of you and identifying areas to expand your impact on your product and company.

通过了解自我期望，你将能够为晋升做好定位，并且能扩大你在产品和公司上的影响力。

You will be able to build more effective relationships with development, design , sales, marketing and executives

你将能够与研发、设计、销售、市场和高管建立更加高效的关系

And you can mentor and develop junior products managers by identifying their career opportunities.

通过辨别初级产品经理的职业能力，你可以指导和培养他们。

In this course,  we'll discuss the full range of expectations for product managers across products life circle.

在本课程中，我们将讨论产品经理在产品生命周期中的各种职责。

We'll also talk about the many roles with whom you'll interface in a product company and what they need from you.

我们还将会讨论与你接触的众多角色，以及他们需要从你身上得到什么

This course provides a roadmap for your own professional development, so that you can progress on the path toward rapid promotion.

本课程为你的职业发展提供了一张路线图，让你能够在快速晋升的道路上取得进展

As you will see, the product manager role is broad and multifaceted, we've got a lot to cover, so let's get started.

正如你将会看到的，产品经理的职责非常广泛且多样，我们很多内容要涵盖，所以让我们开始吧

Product Development Circle

The first section of this course is organized around the product development circle that spans from strategic planning through supporting and measuring products post launch.

课程的第一部分围绕产品开发周期展开，从战略规划到产品支持以及产品上市后的评估

We'll look at the role that product manager play in each of these six phases: plan, define&validate, build, acquire, retain & support and measure.

我们将会看到产品经理在规划、定义和验证、构建、获客、留客和支持以及评估阶段中所扮演的角色。

It's important to note that these phases are not sequential

需要注意的是，这些阶段并不是按顺序进行的

where you finish one stage and progress to the next.

并不是完成一个阶段后进入下一阶段

Most product managers juggle activities across the multiple stages at the same time even for the same product.

大多数产品经理，即使在同一个产品上，也需要同时在多个阶段之间进行穿插地协调

Moreover, insights gained in later stages provide feedback loops that impact prior assumptions.

此外，在后续阶段获得的信息会影响之前的一些假设

At times necessitating changes earlier in the cycle including the fundational strategic vision and plan.

时不时需要在周期较早的阶段进行改变，包括基础性的战略目标和计划

Although this is shown a liner path, it could just as easily be represented as a loop.

尽管这被表示为一个线性路径，但表示为一个循环更佳

As we measure our product success and observe it's used in the hands of customers we are inspired to optimize and create new innovations.

当我们衡量产品的成功并观察它在客户手中的使用时，我们会受到启发，以优化和创造新的创新

Later in the course, we'll also be looking at the product manager role through a second lens by discussing how PMs intersect with other key groups in a product company and the types of communication and handoffs exchange with each role.

在后面的课程中，我们还将从产品经理如何与其它部门合作交流以及与每个部门之间进行沟通和交接时的不同侧重点来审视产品经理的角色与职责

There are definitely best practices and potential pitfalls to be avoided when collaborating with the extended teams.

在与其它团队合作时，确实有一些最佳的实践方式和一些潜在的陷阱需要避免

And we'll set you up for success with these different audiences by working through these tips.

通过遵循这些提示，将让您能够在与不同团队合作时取得成功

Before we get started in looking at PM activities in the product development cycle, it's important to note that there is no one size fit all model of product management.

在我们开始研究产品开发周期中的产品经理职责之前，需要注意的是：没有适用于所有情况的产品管理模型

The product management role can vary materially depending on the number of factors, including who your customer is.

产品管理角色可以根据多个因素而有所不同，其中包括您的客户是谁

A PM building products for business to business, B to B audiences, spend time differently than a PM for a mass market consume services.

为面向企业的客户（B2B）构建产品的产品经理与为大众市场消费服务(2C)的产品经理的时间分配方式是不同的。

The B to B PM may spend hours each week at customer sites and with sales

B2B产品经理可能每周花费数小时在客户现场和销售团队中工作

whereas the B to C PM may spend more time mining usage data and running AB tests.

而B2C产品经理可能会花更多时间挖掘使用数据和进行AB测试。

Similarly your time and focus vary depending on whether your customers are internal, for example supporting other teams such as customer service, or external.

同样，您的时间和关注点会因客户是内部（例如支持客户服务等其他团队）还是外部而有所不同。

And the industry plays a role as well, for example games product managers tend to spend much more times optimizing revenue and engagement rather than working with designers, developers on original game concepts.

不同行业的关注点也不同，例如游戏产品经理往往花费更多时间优化收入和用户参与度，而不是与设计师、开发人员合作进行原创游戏概念的工作。

The PM role varies depending on where you are in the product life cycle.

产品经理职责还取决于你在产品生命周期中所处的位置

Managing a brand-new product in a nascent market is very different than optimizing a mature profitable product in a competitive space.

在蓝海市场中开发全新的产品与在红海市场中优化一个已经成熟的产品也是截然不同的。

Your risk tolerance and ability to make dramatic pivots in user experience or business model changes when you have a large installed base and significant revenue at stake.

当面临庞大的用户基础和可观的收入时，你的风险承受能力和进行用户体验或商业模式的重大转变的能力也会有所不同。

Having work in both software and consumer electronics hardware, i can tell you that there are substantial differences if you are shipping something physically versus digitally.

我在软件和消费电子硬件领域都有过工作经验，因此我可以告诉你，在实体产品和数字产品之间有着实质性的区别。

The cycle times are different as well as the level of detail and specificity needed in product requirements for example.

产品的迭代时间、产品需求中所需的详细程度和具体性也极为不同。

With physical products you have several other groups who are critical in the development process including industrial and packaging design and supply chain.

对于实体产品，还有其他几个在开发过程中至关重要的团队，包括工业设计、包装设计和供应链。

Finally team size and structure make big difference.

最后，团队大小和结构也会造成很大的差异。

Whether you are part of a large product organization or the only PM at the company and whether you are reporting into engineering, marketing or separate product function can have a material impact on product manager's job.

无论您是作为大型产品组织的一员还是公司中唯一的产品经理，以及你是向工程部门、市场营销部门还是独立的产品部门汇报，都会对产品经理的工作产生实质性影响。

Moreover your role maybe more or less broad depending on whether your team includes adjacent roles such as project management and product marketing.

此外，您的角色可能会更广泛或更狭窄，这取决于您的团队是否包括项目管理和产品营销之类的相邻角色。

On that point, some PMs, particularly in large companies, have the luxury of working with specialists who may cover some product management activities in certain areas.

在这一点上，一些产品经理，尤其是在大公司中工作的，他们能够与专家合作，这些专家可能会在某些领域涵盖一些产品管理的工作。

For example, product managers and companies with strategy teams or planners will spend less time doing market research and competitive analysis.

例如，具有战略团队或规划师的产品经理和公司将花费较少的时间进行市场研究和竞争分析。

Likewise, you may or may not have support from user experience and user research when conducting customer research.

同样，当进行客户研究时，你可能会得到用户体验和用户研究团队的支持，当然也可能没有。

We'll talk more about the project and program management positions specifically, later in this course when we talk about the product organizations.

在本课程后面谈到产品组织时，我们将更详细地讨论项目和程序管理职位。

Beacuse these closely adjacent roles can often cause confusion relative to product management.

由于这些紧密相邻的角色在产品管理期间经常会引起混淆。

Regardless of whether you work with any of these adjacent positions, it's a good idea to be familiar with the full spectrum of potential PM responsibilities.

无论你是否会与这些相邻职位合作，熟悉潜在的产品经理责任范围都是一个好主意。

So that you can broaden your skills set over time and prepare yourself be an entrepreneur or to lead larger organizations.

这样您就可以随着时间的推移扩展自己的技能，并为成为企业家或领导更大组织做好准备。

This is an introductory course and as such we'll be covering a lot of material.

这是一门入门的导论课程，因此我们将涵盖大量的内容。

As we'll discuss, product management is comprised of many different disciplines and many of these areas merit their own in-depth class.

正如我们将要讨论的，产品管理由许多不同的学科组成，其中许多领域都值得进行深入的学习。

The goal of the course is to give the bigger picture and give you a framework to determine where to focus your professional development.

本课程的目标是提供一个更全面的视角，并为你提供一个框架，来帮助你确定你的职业发展方向。

The best product managers are proactive in managing the careers and seeking breadth knowledge experience.

最优秀的产品经理是主动管理自我的职业生涯和追求广泛的知识和经验的。

I encourage to use this course to inspire your own professional development roadmap and then select  the topic that you want to dive deeper.

我鼓励你利用本课程来启发自己的职业发展路线图，然后选择你想深入了解并从事的领域。

Next step we'll look at the first phase of product development cycle, the strategic planning phase.

接下来我们将着眼于产品开发周期的第一阶段，即战略规划阶段。

PLAN

The first step in any product development effort and the fundation for all futures phases is developing a plan.

在任何产品的开发工作中，制定计划是第一步并且也是所有未来阶段的基础。

When i talk about a plan, it's not the project management type of planning with gantt charts reflecting schedules and dependencies, it's setting and communicating a strategic plan and vision.

这里的计划不是指项目管理中使用甘特图反映时间表和依赖关系的计划，而是指制定和传达战略计划和愿景。

When you plan, you take the time to think strategically about the market and high-level opportunities for your company or division.

当进行规划时，你会花时间对公司或部门的市场和高级机会进行战略性思考。

You are looking to provide a muti-years prosepective not a list of features to be built.

你是在寻求长达几年的前景和发展，而不是在制作需求列表。

We'll discuss how to get to that level of granularity later.

我们稍后将讨论如何达到那种颗粒度(细致程度）。

Market Analysis

Product managers need to be regularly looking at the market size and growth, the portfolio of their products that the company is or should be building and competitive activity.

产品经理需要定期关注市场规模和增长、公司正在或应该构建的产品矩阵以及竞争活动。

These planning activities along with the feedback loops from your existing product data result in the product vision, business model canvas and high level annual goals.

这些规划活动以及来自现有产品数据的反馈循环共同形成了产品愿景、商业模型画布和高层次的年度目标。

Realistically these are not activities that you do on a daily bases as a PM, but you do need to take a step back every few months to ensure that the strategic rationale for your work is still valid.

实际上，作为产品经理，这些并不是你每天都要进行的活动，但是你需要每隔几个月回顾一次，以确保你工作的战略合理性仍然有效。

Particularly if you are looking to be promoted product management, you need to be the market expert who thinks beyond the confines of the current products and backlog.

特别是如果你希望在产品管理中得到晋升，你需要成为市场专家，这需要超越当前产品和积压任务的限制进行思考。

Let's take a look at the tools that you need in your PM toolbox to ensure that you're leading strategically.

让我们来看看你在产品经理工具箱中需要的工具，以确保你能够进行战略领导。

Market Share and Growth

Starting with market share and growth.

首先是市场份额和增长。

As a PM you need to be diligent about keeping an eye on the overall market and your competitive share.

作为产品经理，你需要密切关注整个市场和竞争对手的份额。

As a case in point in mid 2014, the tablet market appealed to be rapidly growing, faster than almost any other consumer electronics device in history.

以2014年中期为例，平板电脑市场似乎在迅速增长，比历史上几乎任何其他消费电子设备都要快。

The research firm Gartner predicted that tablets would surpass PCs and grow 25% from 2014 to 2015.

研究公司Gartner预测，平板电脑将超过个人电脑，在2014年到2015年间增长25%。

Headlines proclaim the onset of the post-PC era.

头条新闻宣称后PC时代的来临。

But then the tablet market suddenly stalled and started a period where as of the date of this course publication, there are three quarters of consecutive declines and year-over-year shipments most recently down 7% year-over-year in Q2 2015.

但是随后，平板电脑市场突然停滞，截至本课程的发布日期，已经开始了一个连续三个季度的下滑，最近一季度的出货量同比下降了7%。

A year later Gartner's predictions for tablet shipments was 25% lower, and if you assume a 100 dollars per device, that is a costly error for hardware companies who have to pre-order inventory .

一年后，Gartner对平板电脑出货量的预测降低了25%，如果假设每台设备成本为100美元，那对于需要预订库存的硬件公司来说是一个昂贵的错误。

This is not an indictment of Gartner, indeed this market shift caught most everyone by surprised.

这并不是在指责Gartner，实际上这个市场转变让大多数人都感到意外。

The lesson here is that as a product manager you need to be monitoring your market, in fact you need to keep an eye not just on your market but on those you rely on as well.

这里的教训是，作为产品经理，你需要关注你的市场，事实上你还需要关注你所依赖的市场。

For example, you would want to be paying attention as a mobile app product manager if you are trying to decide whether to prioritize a tablet version of your app.

例如，作为移动应用程序的产品经理，如果你正在决定是否优先考虑开发平板电脑版本的应用程序，你就应该密切关注该市场的情况。

The tablet market is a good example of product that is showing signs of entering the maturity stage of the product life cycle.

平板电脑市场是一个很好的例子，显示出产品进入其生命周期成熟阶段时的诸多迹象。

The product life cycle is a framework for describing the stages or phases of products from introduction through sunset.

产品生命周期是描述产品从引入到退出的各个阶段或步骤的框架。

It can be applied in reference to an entire industry or category such as tablets or to a specifical brand like the Amazon fire tablet.

它可以应用于整个行业或类别，例如平板电脑，也可以应用于特定品牌，如亚马逊的Fire平板电脑。

The four phases are introduction, growth, maturity and decline.

产品生命周期包括引入、增长、成熟、衰退四个阶段。

Understanding the product life cycle allows you to tailor your approach to product differentiation, pricing and marketing based on the phase that you're in and taking this perspective encourages you as a product manager to think about the sources of features growth.

了解产品生命周期可以让你根据所处阶段来调整产品差异化、定价和营销策略，而采取这种视角会激励你作为产品经理思考功能升级的来源。

Beyond the current product line that may be approaching maturation or decline.

除了当前可能接近成熟或衰退的产品线之外。

As an example of a company that has down this very effectively, Facebook's top-line revenue growth is impressive and fairly consistent.

作为一个非常有效地实现这一点的公司的例子，Facebook的总收入增长令人印象深刻且相当稳定。

However back in mid 2012 the line share of their revenue came from PCs.

然而，在2012年中期，他们收入的主要来源是个人电脑(PC)。

Had they not aggressively moved to mobile instead of focusing on their existing product experience and sources of revenue including PC only, flash-based games and apps.

如果他们没有积极地转向移动端，而是继续专注于现有的产品体验和收入来源，包括仅限于个人电脑(PC)、基于Flash的游戏和应用程序。

They would have be flat or declining now.

他们的业绩可能会持平或下滑。

They've grown their internal mobile efforts aggressively and they've picked up acquisitions including Instagram and Whatsup that have fueled mobile audience growth and position them for success in new applications and customer segments.

他们积极发展了内部的移动业务，并收购了Instagram和WhatsUp等公司，这些举措推动了移动用户群的增长，并使他们在新的应用和客户细分市场中取得成功。

In many respects managing a large company is more complex.

在许多方面，管理一家大公司更为复杂。

A startup can focus intently on a single product and getting to product market fit.

初创公司可以专注于单一产品，并努力让产品满足市场需求。

At larger companies, product leaders need to invest in innovation while also operating a more mature business.

在大公司中，产品负责人需要在运营一个更成熟的业务的同时进行创新。

One way to think about it is in terms of the horizons of production maturation.

一个思考方式是从产品成熟度的角度来考虑。

Steve Blank is an accomplished author and one of the original proponents of lean development.

Steve Blank是一位杰出的作家，也是精益开发的最早倡导者之一。

He talks about the need for ambidextrous organization that can attract and retain entrepreneurial talent to experiment with new concepts in the third horizon.

他谈到了需要具备这种灵巧能力的组织，可以吸引和留住企业家人才，以在一些新视野中尝试新的概念。

Without squelching their ability to do so by process and spreadsheet driven management that tends to be necessary in managing large more mature businesses.

同时，也要避免通过过程和电子表格驱动的管理方式抑制他们的能力，这种管理方式在管理规模较大、更为成熟的企业时往往是必要的。

So as you think about inventing and balancing a product and service portfolio, you obviously need to be factoring in the potential for sustainable future growth.

因此，在考虑研发和平衡产品和服务组合时，你显然需要考虑未来可持续增长的潜力。

But you may have different options to get there.

但你可能有不同的选择来实现这一目标。

In addition to growth potential you should consider the extent to which potential product or service expansions leverage existing technology platforms or customers and sales channels.

除了增长潜力之外，你还应该考虑潜在产品或服务扩展在多大程度上利用了现有的技术平台、客户和销售渠道。

When there is high overlap in technology and customers, it's really an enhancement or extensions to your existing product.

当技术和客户存在高度重叠时，这实际上是对现有产品的增强或扩展。

There is lower risk of execution but that doesn't necessarily imply that there is lower risk in terms of desirability.

这在执行方面的风险较低，但这并不意味着在合意性方面的风险也较低。

In other words even if you're using familiar technology and can reach your target customer, you still may not achieve product market fit.

换句话说，即使你使用了熟悉的技术并能够接触到目标客户，你仍然可能无法实现产品与市场需求的契合。

Customers may not want the new thing that you are building, so you still need a test and iterate.

客户可能不需要你正在构建的新产品，因此你仍然需要进行测试和迭代。

This category of innovation is frankly table stakes, particularly as more basicness move to software as a services sales models.

这类创新实际上是基本要求，特别是随着越来越多的基本功能转移到软件作为一种服务销售模式。

Unless you're a monopoly you risk losing share if you can't keep up with evolving customer expectations.

除非你是垄断企业，否则如果不能满足不断变化的客户期望，你就会面临失去市场份额的风险。

On the other hand, if you are introducing new technologies to existing customers, you are adding new products for your portfolio or catalog that you can cross-sell.

另一方面，如果你向现有客户引入新技术，你将为你的产品组合或目录增加新的产品，从而可以进行交叉销售。

For example, Intuit is able to cross-sell between Quicken and TurboTax customers even though there may be very little shared code between these applications and web services.

例如，Intuit能够在Quicken和TurboTax客户之间进行交叉销售，即使这些应用程序和网络服务之间可能几乎没有共享的代码。

If you are taking much of your existing technology stake to new customer segments channels, you are expanding your market.

如果你将现有的技术基础引入新的细分客户市场，你就在扩大你的市场。

This often requires adding features or making other product changes to address specific needs of new customer segments.

这通常需要添加功能或进行其他产品改进，以满足新客户细分市场的特定需求。

For example adding support for multiple languages of currencies.

例如，添加对多种语言和货币的支持。

Finally some companies may choose completely separate technologies and customers to investing.

最后，一些公司可能选择在完全不同的技术和客户领域进行投资。

Of course, this hold the greatest risk and so acquistions may be a better choice rather than in-house development in this case.

当然，这样做存在最大的风险，因此在这种情况下，收购可能比内部开发更好的选择。

So which of these options do you choose, it comes down to where your strength are.

从这些选项中选择哪一个，这取决于你的公司的优势所在

If your primary differentiation, the reason why you win sales is that you have amazing technology, perhaps patented or otherwise offering a step change improvement in capability relative to your competitors.

如果你赢得销售的主要差异化因素是你拥有令人惊叹的技术，可能是通过专利或其他方式相对于竞争对手实现了能力上的巨大改进。

Then you should bias toward market expansion.

那么你应该偏向市场扩张。

Likewise if your greatest strength lies in your customer relationships, brand, sales team and so forth, you may find that offering additional products to existing markets is the best path forward in directing your innovation efforts.

同样，如果你的最大优势在于客户关系、品牌、销售团队等方面，你可能会发现向现有市场提供额外产品是引导创新努力的最佳途径。

Competitive Analysis

Next up we'll talk about competitive analysis as another key tool in planning and walk through several templates that you can use.

接下来，我们将讨论竞争分析作为规划中的另一个关键工具，并介绍几个可以使用的模型。

Competitive analysis is a key activity for product managers and it's used both defensively to mitigate risks and offensively to inform new opportunities.

竞争分析是产品经理的关键工作，它既用于防守性地降低风险，又用于进攻性地发现新机会。

On the risks side you want to make sure that you're clear on your market size and growth and your market share.

站在风险角度，你需要确保对市场规模、增长和市场份额有清晰的了解。

You also have to be monitoring prices to ensure that your solution is competitive.

你还需要监测价格，确保你的解决方案具有竞争力。

And of course, most companies and certainly sales teams express concern about feature parity.

当然，大多数公司，尤其是销售团队，都对产品功能的价格表示关注。

It's important to realize that many products are successful without including all of the bells and whistles of their competitors, if they offer better value or have a superior core solution.

重要的是要认识到，如果能够提供更好的价值或拥有更优越的核心解决方案，许多产品在没有竞争对手的那些花哨功能的情况下依然能取得成功。

You no doubt will hear about feature gaps from sales teams.

毫无疑问，销售团队会向你反映产品功能的差距。

However there are some risks in focusing on these, because sales may get misleading information on which features are really driving purchase decision.

然而，过于关注这些功能差距也存在一定的风险，因为销售团队可能会得到误导性的信息，他们无法准确了解哪些功能真正推动了消费者进行购买。

Savvy customers are good negotiators and may overstate the importance of a missing feature in an attempt to negotiate down prices.

精明的顾客是出色的谈判者，他们会夸大一个缺失功能的重要性，以期在谈判中降低价格。

If you're concerned about the importance of certain competitive features, you can do win-loss analysis and interview customers of your competitors to understand what is really driving purchase decisions.

如果你对某些竞争功能的重要性感困惑，你可以进行win-loss分析并采访竞争对手的客户，以了解真正推动购买决策的因素。

On the opportunities side monitoring competitor behavior can alert you to high growth or underserved potential customer segments.

在机会方面，监测竞争对手的行为可以提醒你关注高增长或未满足的潜在客户细分市场。

You should observe how competitors positioning their products and assess whether your unique value proposition is clear in the market.

你应该观察竞争对手如何定位他们的产品，并评估你的独特价值主张在市场上是否清晰明确。

Moreover by looking at competitor's tactics such as content marketing, search engine optimization SEO, and APP store optimization ASO , you can copy what is working and identify messaging gaps that you can capitalize on with your product.

此外，通过观察竞争对手的策略，如内容营销、搜索引擎优化（SEO）和应用商店优化（ASO），你可以借鉴有效的方法，并确定你的产品可以利用的信息空白点。

You may also find niche competitors that would make attractive acquisition opportunities.

你还可能发现一些具有吸引力的细分市场竞争对手，这些对手可能是吸引力的收购机会。

You should pay attention to indirect competitors or other external forces that may impact your position such as technology innovation, regulation, the economy and changes in customer demographics.

你应该关注间接竞争对手或其他可能影响你的地位的外部因素，如技术创新、监管、经济状况以及客户群体统计的变化。

The goal is not to be obsessed with competitors or external factors outside of your control but rather to understand your customers alternatives and how those competing alternative impact customer perceptions of the value that you offer.

这些行为的目的不是对竞争对手或你无法控制的外部因素过于痴迷，而是要理解你的客户有哪些替代选择，以及这些竞争选择如何影响客户对你所提供的价值的感知。

If you're asked to present assessments there are some common formats to use in addition to communicating market share and baseline financial metrics.

如果你需要进行评估报告，除了传达市场份额和基准财务指标之外，还有一些常见的模板可以使用。

The SWOT framework is a common tool to assess your biggest competitors. SWOT stands for strengths, weaknesses, opportunities and threats.

SWOT框架是评估你头号竞争对手的常用工具。SWOT代表着优势、劣势、机会和威胁。

The key difference between strengths and opportunities are whether you're taking internal or external view.

优势和机会之间的关键区别在于你是从内部视角还是外部视角来看待。

For strengths consider what the company does better than anyone else.

在考虑优势时，要思考公司比其他人做得更好的方面。

Is there a competitive advantage in the cost structure or supplier relationships?

在成本结构或供应商关系中是否存在竞争优势？

Is there unique intellectual property or strong brand?

是否存在独特的知识产权或强大的品牌？

What are the key points that allow the company to win sales?

公司能够赢得市场的关键点是什么？

For opportunities look externally for trends that they may exploit.

对于机会，要从外部寻找可以利用的趋势。

Emphasizing opportunities that are unique to them and unlikely to be something that your company capitalize on.

重点关注那些竞争对手独有，但又不太可能被本公司利用的机会。

For example do they have opportunities to enter new adjacent markets or leverage recently acquired technology in a new way.

例如，他们是否有机会进入新的相邻市场，或以新的方式利用最近收购的技术。

Weaknesses refers to internal issues.

劣势指的是内部问题。

This may include cash position or debt, capability or reliability problems or poor customers reviews.

这可能包括现金状况或债务、能力或可靠性问题，以及客户评价不佳等。

These are the factors that cause companies to lose sales.

这些因素会导致公司失去市场。

Threats are external considerations that could disrupt any current strengths or opportunities.

威胁是指可能破坏当前的优势或机会的外部因素。

Perhaps they have expiring patent or they are overly depending on a suppler or distribution partner and those relationships could be at risk.

也许他们的专利即将过期，或者他们过度依赖某个供应商或分销伙伴，这些关系可能面临风险。

Another common way to display competitive comparisons is through a feature or benefit table.

通过功能或优势表是展示竞争对比的另一种常见方式。

These represent the key product features but can also other areas that may impact customer preference including marketing and sales, customer support and other elements in the overall customer experience.

这些表格代表了关键的产品功能，但也可以包括可能影响客户偏好的其他领域，包括营销和销售、客户支持以及客户体验中的其他因素。

For example you may give a competitor higher marks at direct sales but show a  weakness in online advertising.

例如，你可能会给竞争对手在直销方面打高分，但在在线广告方面打低分。

The feature table can be simple check marks or use more nuanced scale of zero to five, using other numbers or Harvey balls shown here.

功能表可以使用简单的勾选标记，也可以使用更细致的零到五的评分刻度，也可以使用其他数字或哈维球进行表示。

Now it's time to test your skills in competitive analysis.

现在是时候考验你在竞争分析方面的能力了。

Using the SWOT framework assess your current product and that of your strongest competitor.

利用SWOT框架评估你目前的产品和头号竞争对手的产品。

If you are not yet working in a company choose two competing products with which are familiar. Perhaps Uber versus taxi cabs.

如果你还没有在一家公司工作，选择两个你熟悉的竞争产品。比如优步和出租车。

Vision and Goals

The work that I've described so far sizing markets, looking at product lifecycle, portfolio planning and competitive analysis informs your vision and goals.

到目前为止，我所描述的工作，包括市场规模估算、产品生命周期分析、产品组合规划和竞争分析，为您的愿景和目标提供了指导。

These typically take the form of a vision statement annual goals and your business model canvas.

通常，这些会以愿景陈述、年度目标和商业模型画布的形式呈现。

These are not activities that you should do alone as a product manager or even sequestered way with a senior executive team.

这些并不是作为产品经理单独完成的活动，甚至也不是与高级管理团队独自隔离进行的活动。

If you want your team to be intrinsically motivated to achieve goals, ideally they should be involved with the goal setting process.

如果你希望团队在实现目标方面充满动力，最理想的情况是让他们参与到目标设定的过程中。

Certainly you should have an opinion and you may even get the final say, but as a product manager your job is to arm the product team with the information that you collect in the planning phase.

当然，作为产品经理，你应该有自己的观点，甚至可能拥有最后的决策权，但你的工作是在规划阶段搜集信息，为产品团队提供支持。

And in the next stage validation and work collaboratively with representatives from engineering, UX design, marketing sales and other groups to align on a  product vision.

在下一个阶段，你需要与工程、用户体验设计、市场销售和其他团队的代表进行合作，进行验证，并就产品愿景达成一致。

Debates and diverse perspective lead to more robust strategies.

辩论和多元化的观点会导致更加健壮的战略。

Communicating the vision and goals

Another important lesson that I've learned after leading large teams is that product leaders need to communicate the vision repeatedly to keep the teams focused and motivated.

在领导大团队之后，我学到的另一个重要教训是，产品领导者需要反复传达愿景，以保持团队的专注和动力。

One popluar tool for describing your vision and key differentiation is the business model canvas.

描述你的愿景和关键差异化的一种流行工具是商业模型画布。

It was developed by Alexander Osterwalder, co-founders of strategizer.com.

商业模型画布是由Alexander Osterwalder开发的，他是strategizer.com的联合创始人。

The team at strategizer does an excellent job working through this framework and its application in a series of Youtube animated videos that you should watch.

strategizer团队在一系列YouTube动画视频中对商业模型画布及其应用进行了出色的阐述，你应该观看这些视频。

We include a link to these videos and the resources for this course or you can search Youtube for strategizer.

我们会在本课程中提供这些视频的链接和资源，或者你可以在YouTube上搜索strategizer找到它们。

Team allocation

A final output from planning is agreement on the allocation of your team resources and ensuring that these can consistent with your goals.

规划的最终结果之一是就团队资源的分配达成一致，并确保这些资源与你的目标一致。

You have finite design development and marketing resources and so everyone should be clear on how much of the team's time and effort should be applied to various high level goals and initiatives.

你的设计、开发和市场营销资源是有限的，因此每个人都应清楚团队的时间和精力应该如何分配到各种高级目标和倡议上。

You should know, for example, how much does the development team time should be focused on audience growth of current product as opposed to optimizing retention or working on future blue sky innovation products.

你应该知道，例如，开发团队在当前产品的数据增长方面应该投入多少时间，相对于优化留存或着手开发前景广阔的创新产品。

Put together the vision, goals and business model canvas describe the destination that you are seeking.

将愿景、目标和商业模型画布整合起来，描述你所追寻的目标。

And therefore there are the foundation for all of the future stages of development and product marketing.

因此，它们是未来开发和产品营销的基础。

If you set these up correctly the team can act autonomously, because they understand the goals and why they are important.

如果你正确设置了这些，团队就能够自主行动，因为他们理解目标的重要性和原因。

If your vision and goals are wrong, it doesn't matter how effectively you execute other stages in the product development cycle.

如果你的愿景和目标错误，无论你在产品开发周期的其他阶段如何有效执行都没有意义。