The longer I stay in this position, the more I feel that the product manager's ability is limited.
For C-end products, the era when a single functional design can bring about significant data growth has long passed, which is why I have never been optimistic about the direction of growth product managers. It is originally a stock market, and it can be improved to where it can be improved; For B-end products, I think there are very few cases of attracting customers to email list buy only by product functions. As long as enough time is given, the functions of each product must be the same. Relatively speaking, customer unit price, brand, and service are what companies need to improve in the long run. And can bring exponential effect. Douyin is a good example of this kind of effect. It first attracts customers to the store with low prices, and then provides high-quality service. Usually, it can also brush the company's daily routine from time to time to stimulate brand awareness. The same is true for my own products. We are a start-up company. I deeply know that it is not how well designed my products are that they can be used by major universities (such as Qingbei, People's Congress, Party schools at all levels, the military, etc.). There are a lot of products out there that are better than ours), but because we have an extremely strong endorsement, we can gain the trust of these customers.
The unit price, brand and service depend on the enterprise's cost control, brand promotion ability and establishment of service standardization system, which have little to do with product managers. So what is the role and significance of the product manager at this stage? I think it is a part of the enterprise infrastructure construction, and it is a normalized position. Similar to HR, which is responsible for the infrastructure construction of enterprise talents, product managers are responsible for the infrastructure construction of enterprise products. . Everyone's cognition of product managers should return to rationality. Product managers have limited ability, no high status, and they are not gods. At the same time, product managers must return to rationality in their own understanding. The success of a product is extremely limited by its functions, and it is impossible to change the world through a product. Everything is now given to you by the platform.
As long as the product is not too stretched, for the enterprise, improving the operation, sales and service capabilities can bring more cost-effective value to the enterprise. So I think the future development prospects of product managers are not as good as operations and account managers,