| Marketing |
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| Key concepts |
| Product marketing · Pricing Distribution · Service · Retail Brand management Account-based marketing Ethics · Effectiveness · Research Segmentation · Strategy · Activation Management · Dominance Marketing operations |
| Promotional contents |
| Advertising · Branding · Underwriting Direct marketing · Personal sales Product placement · Publicity Sales promotion · Sex in advertising Loyalty marketing · SMS marketing Premiums · Prizes |
| Promotional media |
| Printing · Publication · Broadcasting Out-of-home advertising · Internet Point of sale · Merchandise Digital marketing · In-game advertising In-store demonstration · Word-of-mouth Brand ambassador · Drip marketing · Visual merchandising |
Product management is an organizational lifecycle function within a company dealing with the planning, forecasting, or marketing of a product or products at all stages of the product lifecycle.
The role consists of Product development and product marketing, which are different (yet complementary) efforts, with the objective of maximizing sales revenues, market share, and profit margins. The product manager is often responsible for analyzing market conditions and defining features or functions of a product. The role of product management spans many activities from strategic to tactical and varies based on the organizational structure of the company. Product management can be a function separate on its own, or a member of marketing or engineering.
While involved with the entire product lifecycle, product management's main focus is on driving new product development. According to the Product Development and Management Association (PDMA), superior and differentiated new products — ones that deliver unique benefits and superior value to the customer — is the number one driver of success and product profitability.[1]
Depending on the company size and history, product management has a variety of functions and roles. Sometimes there is a product manager, and sometimes the role of product manager is shared by other roles. Frequently there is Profit and Loss (P&L) responsibility as a key metric for evaluating product manager performance. In some companies, the product management function is the hub of many other activities around the product. In others, it is one of many things that need to happen to bring a product to market and actively monitor and manage it in-market.
Product management often serves an inter-disciplinary role, bridging gaps within the company between teams of different expertise, most notably between engineering-oriented teams and commercially-oriented teams. For example, product managers often translate business objectives set for a product by Marketing or Sales into engineering requirements. Conversely they may work to explain the capabilities and limitations of the finished product back to Marketing and Sales. Product Managers may also have one or more direct reports who manage operational tasks and/or a Change Manager who can oversee new initiatives.
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