策略：因为产品经理的职责是为一个产品定位，锁定竞争对手和未来产品的规划。

技术：因为他们身处于一个正在相对增长的活动，和销售代表讨论客户想要的是什么，每天做销售跟踪。

专业的产品经理为管理和增强品牌而兴奋，他们处于公司日常工作的漩涡中，因为他们决定将直接导致产品的成功。

专业的产品经理会领导社会和互联网文化的趋势。在产品管理的动作中理解消费者的想法，链接消费者行为和品牌是成功的关键。

产品/品牌经理职业生涯中的一些关键资源。

1.产品经理需要的技能。

2.产品/品牌经理中的工作选项。

3.产品经理的薪金。

Learn from the mistakes of the iPhone 3G S

If you want to be a bad product manager, copy everything that Apple does. Everyone knows that Apple has some of the best products in the world, so you’d be a fool not to copy what they do. If you want to create a product as successful as the iPhone or the iPod, then just follow their lead.

If you want to be a good product manager, learn from the mistakes of Apple, including those related to the iPhone 3G S. Apple has produced some legendary products which have been wildly and there are many aspects of their product development process which product managers would be wise to understand and emulate. However, they are not perfect, as evidenced by less-than-stellar ideas like the Mac Mini and Apple TV, and slip-ups around launches of products like MobileMe. Their recently announced iPhone 3G S provides a few examples of why not to blindly follow Apple, and how to learn from their mistakes:

1. Product naming: The name for the original iPhone made sense — a phone + iPod, from Apple = iPhone. The iPhone 3G was a good extension; while 3G is more of a technical term, it is common enough parlance for consumers to understand the difference from the original iPhone. The addition of 3G described the main feature and benefit of the new model — speed. However, if the difference between the original iPhone and the iPhone 3G was speed, then the difference between the iPhone 3G and the iPhone 3G S is… more speed? Apple is unfortunately slipping away from their traditionally consumer-friendly naming scheme (e.g. MacBook vs. MacBook Pro) into the all-too-common tech-centric model numbers (e.g. TPS-8675309X). The lack of a clear differentiated name also will make it more confusing when the next version of the iPhone is released, and consumers have to differentiate between the different models when comparing versions, buying accessories, or seeking support. Apple unfortunately ran into this problem as well with the iPod, with new versions being unofficially being referred to as “generations” (e.g. “third-generation” iPod). This is not unlike the automobile industry, where a model name stays the same from year-to-year; however, unlike a car, Apple has been rather sly about naming each subsequent version and the differences between each “model year” are much less significant than the differences in an automobile from year to year. Since subsequent iPod models look physically similar, and since the software differences are not obvious at first glance, it takes some sleuthing to identify the type of iPod and whether a desired accessory is compatible. This has less of an impact on other Apple products like the iPod Mini, iPod Nano, and the various versions of the iPod Shuffle, since the visual differences between models is more obvious.

2. Hardware vs. software: Apple announced a number of new exciting enhancements with the iPhone 3G S, including the ability to copy-and-paste, search your iPhone, use peer-to-peer apps, and tether the device to your computer for roaming desktop internet access (provided you are in a supported country, of course). The only problem with these enhancements? They do not require an iPhone 3G S, only the iPhone 3.0 software, which is available for free for any iPhone owner. Apple extols the virtues of the new model, yet does not disclose clearly which features are in the new software versus those only available in the new hardware. Want to record Voice Memos? Any iPhone will allow that. But you also Want to use Voice Control? You’ll need the iPhone 3G S. By not providing a clear comparison of which features are part of the new software release and which require the new iPhone device itself, Apple risks frustrating “legacy” iPhone owners and iPhone 3G S owners alike. Existing iPhone owners may feel duped to learn that an exciting new feature actually requires a new hardware purchase, and iPhone 3G S purchasers may be upset to learn after the fact that an older (and cheaper) model would have provided the functionality they were looking for. While it is possible that Apple made this line intentionally unclear to persuade more current iPhone owners to upgrade to the iPhone 3G S, this would not seem to fit with the Apple culture. Other electronics manufacturers may take this route, though it is likely that Apple will have enough upgraders without having to resort to bait-and-switch.

3. Focus and Benefits: The iPhone 3G S is “The fastest, most powerful iPhone yet.” Great — how does that help me? If someone has yet to buy an iPhone, what benefits in the new iPhone will persuade them to purchase one? What segments is Apple trying to attract with this new model, and what features and benefits will win those customers over? Are there hoards of consumers out there who have been delaying an iPhone purchase simply because the device doesn’t start up apps quickly enough? The iPhone 3G S and associated iPhone 3.0 software seems to be more of a list of fulfilled feature requests than a focused strategy. Some features appeal to power users (e.g. 3 megapixel camera) while some appeal to those needing assistive technology (e.g. new Accessibility features) while some appeal to business users and those concerned about privacy (e.g. Find My iPhone and Remote Wipe). With a product like the iPhone, which is used so universally by so many different types of users, it would be hard to include something for everyone, which is all the more reason to focus on specific segments or personas. For example, to better penetrate the corporate market, features which provide additional security, auditing, IT oversight, and better enterprise integration should be added.

Will these flaws have a serious impact on sales of the iPhone 3G S? Not likely. Apple is such a marketing powerhouse and cultural icon that the success of the 3G S will be more about the product itself than its positioning or communication around the launch. And, despite these issues, the iPhone 3G S appears to be a reasonable improvement to an already dominant product. However, even the mighty Apple is not perfect, and product managers who ask and are asked “Why can’t we just do what Apple does?” should learn from the successes and missteps of the iPhone 3G S (and should also learn why you can’t innovate like Apple). No product is perfect, and product managers and product development teams should take any opportunity to learn from the successes and failures of others.

总结：iphone 3G犯了两个致命的错误。

1.产品命名：3G? 很技术化的术语，一般消费者能懂？3G? 容量为3G大小的iphone? 带3G功能的iphone? 第3代iphone? 太多的意思奇异。好好去看看《《定位》》一书中对产品命名的建议。

2.市场定位: 功能太多，功能定义太模糊，导致市场细分不清楚。新手机到底是为普通消费者、专业人士还是企业服务？个人建议应该定位 专业或者企业市场，产品可以叫iphone Pro.

和不同个性的人沟通。例如，大部分工程师的性格偏内向，而大部分销售和市场人员则很外向，和不同工作岗位的人沟通时采用不同的”语言” 。如果要进行高效沟通，很重要的一点是说沟通对象关注和易于理解的”语言”。比如，在和市场人员沟通和与工程师沟通时，要采用不同的沟通方式：对于市场人 员说太多诸如”数据库性能”、”内存管理算法”之类的东西，无疑会让他们郁闷不解；而对工程师谈话过于概念化，也无助于他们设计真正的实现细节；类似的，在同老板们沟通时，则应该更多聚焦在较高的层面上，避免过于深入细枝末节的事情。

2、无授权领导能力

成功的产品经理是优秀的领导者，即便是没有明确的授权。
产品经理通常需要在多个领域执行领导工作，包括领导项目团队、领导产品战略和蓝图指定，以及领导跨团队的产品活动等。但是在大多数情况下，产品经理通常没有得到公司正式的授权。此时，是否具有”无授权领导能力”就成为成功与否的关键。
如何在无授权的情况下领导团队，我的建议是–综合运用影响力、协商、人际关系及其他类似技能。

3、学习能力

IT产业是一个快速变化的产业，”不变的也许只有变化”，新技术不断涌现，今日的新产品在几个月后就会变成大路货，甚至更快。优秀的产品经理必须能 够快速学习，即便是在比较新的领域。具备此能力才能相对容易地在不断变化的市场和技术趋势下管理好产品。.很多公司在招聘产品经理的时候会犯一个错误–他 们过分看中既有经验。比如，一个公司要做安全软件，他们就回在招聘时说明”需具有安全软件领域5年以上工作经验”。这其实是个错误的方法，更好的做法是寻 找在软件领域有工作经验的产品经理，同时善于快速学习。
4、商业敏感度
优秀的产品经理对商业有极好的感觉，他们清楚如何发现市场机会，了解竞争差异化的重要性，并能提出制胜的产品战略、定价、推广策略、合作计划以及盈亏分析等。
看到这些，别以为产品经理就该是MBA毕业。实际上，大多数优秀的产品经理并没有上过什么MBA，但是他们对商业有很强的敏感。
5、热爱产品
优 秀的产品经理对产品有发自内心的热爱。他们孜孜不倦地尝试各种新产品，注册各种产品的测试版，下载产品的试用版并仔细揣摩，一有时间就去网上看各类新产品 的网站。他们对设计优秀的产品喜爱有加，即便这些产品并非自己公司的；他们鄙视那些没品的产品，即便那是自己公司开发的。最重要的是，他们醉心于创造优秀 的产品–无论是全新的产品或是既有产品的改进。
6、注重细节，追求完美
优秀的产品经理对细节孜孜以求，注重细节是开发优秀产品的最重要先决条件，正所谓”细节决定成败”。Steve Jobs曾说：
iMac笔记本并非只是透明颜色和外壳外形与众不同，这个产品的核心理念在于成为最精致的消费电脑。
在最新的iMac中，我们坚决去掉了散热扇，因为我们认为使用一台不嗡嗡作响的电脑工作更令人愉悦。当然，并不是我决定就可以取消散热扇，它需要工程师们付出巨大的努力，找到管理电源和散热的更好办法。这是产品设计之初就存在的核心理念。
这也是用户愿意选择我们产品的原因–追求每个细节的完美，从而能让用户更方便愉悦地使用他们的电脑。
优秀的产品经理不但注重产品设计的细节，在其他事情上一样追求完美，比如进行竞争状况分析、制作项目计划，以及所有其他自己负责的工作。
7、日常产品管理能力
优秀的产品经理具备良好的日常产品管理能力，包括：
撰写市场需求文档（MRD）和产品需求文档（PRD）
进行竞争状况分析
规划产品路线图
制作产品演示PPT
设计用户界面
分析产品数据等.
以上这些核心能力不但有助于产品经理的自我提升，同时对于招聘产品经理也有参考价值。

其中的6、7点体会很深。