product management


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The Product Management Excellence training is structured to follow the typical lifecycle of a product, from initial concept through product launch to ongoing enhancement and product withdrawal. It focuses on the key issues a product manager faces at each stage and provides delegates with the tools and methodologies needed to drive product success throughout.

Απευθύνεται σε:

Product managers at all levels.


  • Οι συμμετέχοντες θα πρέπει να συμπληρώσουν το web based Training Needs Analysis (TNA) ερωτηματολόγιο.
  • Συνάντηση του εκπαιδευτή με τους Training Stakeholders (προϊσταμένους συμμετεχόντων και στελέχη τμήματος Training & Development)


PART 1 : Selecting a winning product

Selecting the right product ideas means increased sales, improved profits and huge efficiency gains across your company. Bearing this in mind, the first part of the course defines a framework that enables a product manager to critically assess the merits and likely success of each idea.

The role of Product Management

In examining the characteristics and qualities of a successful product manager, delegates learn how to better deal with some of the common issues that product managers face, where to focus their efforts to be most effective, and how to balance short-term tactical issues with longer-term strategic activities. A significant proportion of this session looks at ways of working more effectively with cross-functional teams and managing the expectations of stakeholders. 

Concept phase

Delegates learn techniques for clear market segmentation and about the value of understanding fully the specific drivers and needs for each segment. They then find out how to reach a realistic estimate of market size before moving on to study ways of arriving at a credible revenue estimate. Market attractiveness is also considered.

Business case phase – Product considerations and market analysis

Deciding whether certain features, products or even markets are attractive enough to warrant further investment is key. This part of the course therefore demonstrates how to carry out detailed market research – both primary and secondary – and to critically appraise the likely success of new products using market focused metrics. Characteristics such as channel readiness, barriers to entry and spend alternatives are considered as a complete picture of the product opportunity is built.

Business case phase – Pricing and finance considerations

Part 1 concludes by examining how to build pricing strategies using different value assessment techniques, such as cost-plus, value-based and competitor indexing methods. In doing so, the pitfalls of each are debated. Business case building is also introduced as a tool to help define the financial benefit a product delivers to its customers. 

PART 2 : Staying on track

Business case phase – Competitor analysis

Understanding your competition gives your company an edge. In this session, delegates find out how to acquire and evaluate detailed competitor information; how to carry out effective competitor analysis at a product and strategic level; and how to make this accessible and useful to the sales team.

Business case phase – Risk assessment and measuring success

In this session, delegates complete the components of the business case and review the actual business case template. This provides the all-important standard structure that product managers need to ensure the right information is gathered and shared and that nothing falls through the net. 

Business case phase – Market requirements

In order to understand fully who the customers are and how they will use the product, delegates learn how to build User Profiles, User Scenarios and Use Cases to provide a complete picture of product requirements. However, no matter how well planned, requirements can change during product development. The session therefore moves onto the subject of prioritization, a great tool that helps product managers deal with change and manage risk. Delegates learn how to produce and maintain a prioritized feature list, use it to manage risk and requirement trade-off, and how it can assist in the early delivery of a product.

The build phase

In product delivery, there are inevitably enormous pressures, both external and internal, working against an on-time delivery that is feature-complete. Couple this with the limited visibility of development progress, and the potential to miss delivery dates or lose key product features becomes a very real threat. To help product managers deal more effectively with these issues, Part 2, closes with an investigation into the reasons behind feature and date changes, strategies to minimize their effect, and methods of working with development to gain real clarity on progress versus plan.

PART 3 : Product release and refinement

With a focus on product launch and ongoing planning, the final part of the training is all about maximising sales right through to the end of a product’s life. The following key areas are covered:

The launch phase

Using proven tools and templates, delegates learn about the fundamentals of a successful product launch: how to implement a checklist; how to gain buy-in for cross-functional tasks; and how to ensure each deliverable meets the needs of its target audience. This session also focuses on developing positioning statements and data sheets with messages that resonate loudly with customers.

In-life phase

A variety of factors influence a product throughout its lifecycle, e.g. new competition, changing customer needs, or advances in technology. In this module, delegates focus on building the framework required to track product success and identify areas of product improvement / enhancement. As a part of this exercise, a win/loss analysis is carried out.

Retirement phase

This session examines all of the aspects that need to be considered when a product comes to the end of its life, such as: the effects of product withdrawal on the company’s segments and customers; how customers will meet the needs addressed by the product once it has been removed; how the withdrawal will be communicated to customers, partners and other parties; and timescales for the withdrawal. Also examined are the benefits of carrying out a SWOT analysis based on the effects of product withdrawal on the company and on its customers.


To avoid misaligned customer expectations and a loss of credibility for the product manager, communication is an essential yet complex area. This is the topic of the final training session during which delegates find out about how to communicate effectively with customers and across functions, particularly in the areas of pricing, features, delivery dates and when handling objections.


Δεκαέξι (16) ώρες – Δύο ημέρες

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