At the end of summer a few years ago, a toB company in the south approached me for an interesting consultation. He (she) is not a professional in production and research, but a few product managers. They are not used to nor need to distinguish concepts category email list such as "IaaS, PaaS, functionality, performance, innovation, integration" from a professional point of view. I sorted out a bunch of information at the time, but the more I sorted it, the more I felt that category email list this was not a layman commanding a professional, this is just how toB products are evaluated from a high-level view.
This year, I happened to define two types of cloud computing products at the same time, which reminded me of that consultation in the frequent category email list cross-comparison. After a few years, I have a new sense of growth, so I made this summary. This summary is not only category email list an idea guide for a product manager to actively report to management, but also an operation guide for other departments to manage and evaluate product lines. 1. Consciousness of being controlled We say that we are friendly to customers every day, and regard R&D and sales as internal customers.
Those who are responsible for evaluation, such as the boss, the strategic planning department, the product management department, and various evaluation and control committees, are also internal customers. Senior product managers should pay attention category email list to and control how the company's decision-makers evaluate and manage toB products, and then confidently ask for goals , resources , and compensation . These internal customers are not professional production category email list and research personnel, and there is no need to be more proficient in toB product technology than you. In order to avoid customer chaos, the easiest way is to guide these internal customers.