Artificial Intelligence (AI) in Product Management

MODULE -1
Introduction to Product Management
DR. ZILLUR RAHMAN
PROFESSOR
DEPARTMENT OF MANAGEMENT STUDIES, IIT ROORKEE

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 Part 1: Introduction to AI in Product Management
Module 1: Introduction to Product Management
Module 2,3 & 4: Role of AI in Product Management

Part 2: Market research using AI

Module 5: AI-Powered Market Research
Module 6: AI-Powered Market Research Tools
Module 7: Analyzing Qualitative Data with AI
Module 8: Enhancing Quantitative Research with AI
Module 9: AI in Customer Sentiment Analysis
Module 10: Predictive Analytics in Market Research

Part 3: AI for Idea Generation and Marketing Planning

Module 11: AI in Brainstorming & Idea Generation
Module 12: Validating Ideas using AI
Module 13: AI-Driven Prioritization
Module 14: Integrating AI into Marketing Planning

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 Part 4: Category Management and Customer Analysis using AI
Module 15: Market And Category Analysis with AI
Module 16: AI Tools for Customer Segmentation
Module 17: Personalization Engines using AI
Module 18: AI in Omni-Channel Customer Engagement
Module 19: AI Driven Customer Journey Mapping

Part 5: AI in Competitor Analysis

Module 20: Introduction to Competitor Analysis using AI
Module 21: Competitive Intelligence with AI
Module 22: Competitor Monitoring using AI
Module 23: Using AI to Predict Competitor Moves
Module 24: Case Studies on AI in Competitor Analysis

Part 6: AI in Sales-Forecasting, Strategy and Scenario Analysis

Module 25: Sales Forecasting Models using AI
Module 26: AI Tools for Demand Planning
Module 27: AI for Sales Strategy Development
Module 28: AI in Sales Training
Module 29: Risk Modeling and Scenario Analysis with AI

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 Part 7: Developing AI-Enhanced Product Strategy
Module 30: Strategic Planning with AI Insights
Module 31: Positioning and Differentiation using AI
Module 32: AI in Brand Management
Module 33: Product Lifecycle Management with AI
Module 34: Case Studies on AI in Product Strategy

Part 8: New Product Development Using AI

Module 35: Product-Led Growth using AI
Module 36 & 37: New Product Development using AI
Module 38 & 39: Transforming New Product Development: The impact of AI
Module 40: AI in Go-To-Market Strategies

Part 9: Price Optimization Using AI

Module 41,42,43,44 & 45: Price Optimization using AI

Part 10: AI in MVP, Agile and Roadmap Development

Module 46: Agile Development using AI
Module 47: Roadmap Development using AI
Module 48 & 49: AI for MVP (Minimum Viable Product)

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 Part 11: AI in Promotion, Advertising and Distribution
Module 50 & 51: AI-Powered Advertising
Module 52: AI in Channel Management
Module 53 & 54: Distribution Optimization using AI

Part 12: Managing Performance with AI

Module 55: AI in Performance Monitoring
Module 56: Revenue and profitability Analysis using AI
Module 57: Benchmarking and Adjustments using AI
Module 58: Customer support using AI

Part 13: Ethical Considerations and Future Trends in AI for Product Management
Module 59: Challenges & Ethical Considerations
Module 60: Future Trends in AI for Product Management

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 PART 1
Introduction to Product Management
MODULE-1

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 Module Overview
▪ Understand how the industry is using AI with the help of a case study.
▪ Define product management and articulate the key responsibilities of a
product manager.
▪ Differentiate between the roles of product managers and marketing
managers.
▪ Describe the three marketing orientations: product-focused, market-
focused, and functionally focused.
▪ Understand the distinctions between product management and
product development, and the production management process.
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 Introduction
▪ AI is revolutionizing product management by enabling data-driven
decision-making, enhancing user experiences, and automating
routine tasks.
▪ By analyzing vast datasets, AI helps product managers identify
market trends and customer preferences, leading to more informed
strategies.
▪ Personalized recommendations, as seen in platforms like Spotify
and Netflix, significantly improve user engagement.
▪ Additionally, AI-driven predictive analytics can forecast demand and
user behavior, aiding in effective planning and feature prioritization.
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 Introduction
▪ However, challenges such as data privacy, potential algorithmic
bias, and the integration of AI into existing processes must be
addressed.
▪ Leveraging AI allows product managers to create more relevant
products, enhance customer satisfaction, and drive business
success.

Let us examine how Spotify utilizes artificial intelligence in its product

management practices.

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AI Adoption by Spotify

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AI Adoption by Spotify
Spotify and AI
▪ Spotify, a leading music streaming service, harnesses the power of
AI and machine learning algorithms to enhance the user experience
significantly through various innovative features.
▪ One of the core elements of this strategy is personalized
recommendations, which are tailored to individual listening habits
and preferences.
▪ By analyzing vast amounts of data—such as user interactions,
listening history, and even contextual factors like time of day—
Spotify's algorithms can suggest songs and playlists that resonate
with each user, making the experience feel uniquely customized.
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AI Adoption by Spotify
Spotify and AI
▪ Spotify’s product management team utilizes AI-driven user insights
to inform their development strategies.
▪ By analyzing user behavior and preferences, the team can identify
emerging trends and gaps in the market, allowing them to make
data-informed decisions about new features, content acquisition,
and marketing strategies.
▪ This continuous feedback loop enhances the user experience and
drives user retention and engagement, ensuring that Spotify
remains competitive in a rapidly evolving industry.
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AI Adoption by Spotify
Spotify’s Artificial Intelligence Investments and Acquisitions
▪ Spotify has acquired AI companies, or companies related to AI, at a steady
clip for almost a decade.
▪ In 2013, Spotify acquired Tunigo to power better music recommendation
algorithms.
▪ In 2014, the company acquired Echo Nest, a music intelligence company
that Spotify used to improve recommendations.
▪ In 2015, Spotify acquired data science company Seed Scientific.
▪ In 2017, Sonalytic was acquired by Spotify. Sonalytic uses machine
learning to detect audio and recommend music.
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AI Adoption by Spotify
Spotify’s Artificial Intelligence Investments and Acquisitions
▪ Also, in 2017, Spotify acquired Niland, an AI startup, to optimize music
searches and recommendations.
▪ In 2018, Spotify started a regular event called Machine Learning Day,
which brings together company researchers to discuss core topics in AI.
▪ In its most recent AI-related acquisition, Spotify acquired Sonantic, an AI-
powered text-to-speech generator. One of the first applications of
Sonantic is in the company's AI DJ feature, which provides AI-generated
commentary for each user's AI-generated playlist.

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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?

Spotify AI DJ
▪ The most high-profile and popular AI feature in Spotify is AI DJ.
Spotify's AI DJ is an AI-powered disc jockey that will choose what to
play for the users based on the users’ specific music tastes and
listening behavior.
▪ The AI DJ curates tracks for users based on individual user data,
then narrates its selections in a hyper-realistic voice created by
generative AI.
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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?

Discover Weekly
▪ Spotify's Discover Weekly is a series of custom-made AI playlists, uniquely
crafted each Monday for every user by the platform's AI algorithms.
▪ Each personalized playlist is a compilation of 30 songs, carefully chosen to
align with each user's specific listening preferences. This feature has
gained widespread popularity as a means for Spotify users to unearth new
music, offering a gateway to explore unfamiliar artists and genres.
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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?

Spotify Wrapped
▪ A popular seasonal use of AI at Spotify is the company's yearly
Spotify Wrapped feature.
▪ At the end of each year, Spotify users can access Spotify Wrapped
which is a personalized summary of their listening patterns
throughout the year.
▪ It highlights the user’s most frequently played artists, songs,
albums, and podcasts, as well as stats on total listening minutes and
favorite genres.
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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
AI-Powered Recommendations
▪ Spotify’s AI models deliver personalized recommendations for music,
podcasts, playlists, and more to its users. To do this, Spotify analyzes user
behavior and preferences, including listening habits and playlist creations,
to predict what they might enjoy next.
▪ These recommendations appear in various sections on Spotify's Home
screen, such as “Shows you might like.” The platform relies on
reinforcement learning to optimize its suggestions based on user
engagement metrics, encouraging users to return frequently.

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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
AI-Powered Recommendations
▪ This hyper-personalization gives Spotify a competitive edge in the music
streaming market. While it doesn’t monopolize content, its unique ability
to present the right audio at the right time is a significant advantage.
▪ Without AI, Spotify wouldn’t be able to function at its current scale; the
company processes over half a trillion events daily to enhance its machine
learning models, continually improving the quality of its
recommendations.

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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
AI-Powered “Daylists”
▪ Spotify has launched an innovative feature called "daylists," which
offers users three unique, algorithmically-generated playlists daily,
each with quirky and specific titles like "Midwest Emo Flannel
Tuesday Early Morning" and "Witchy Ethereal Tuesday."
▪ These titles, crafted by AI based on numerous descriptors related to
genre and mood, have gained considerable attention on social
media, boosting the service's popularity.
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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
AI-Powered “Daylists”
▪ The daylists align with Spotify's strategy of hyper-specificity,
appealing to 80% of users who enjoy personalized offerings.
▪ Users frequently share these amusing and sometimes bizarre
titles on social media, creating a modern twist on the classic
mixtape and enhancing engagement with the platform.

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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
Podcast Voice Translation
▪ In 2023, Spotify announced Voice Translation for podcasts, an
AI-powered feature, which translates podcasts into different
languages—all in the podcast host's original voice.
▪ The tool uses OpenAI technology to match the AI-generated
voice to the speaker's tone and style automatically.
▪ This means a podcast host can record an episode in English,
then translate it into other languages in their voice.
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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
Natural Language Search
▪ Spotify uses artificial intelligence to power natural language
search.
▪ Previously, Spotify used exact words typed into a search bar to
match content to queries.
▪ This approach was better than nothing, but it was limited: it
didn’t always provide high-quality results because it could
only match terms very close to those used in a song, album,
or podcast title.
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AI Adoption by Spotify
How Does Spotify Use Artificial Intelligence?
Natural Language Search
▪ Natural language search is different. Using AI technologies like
natural language processing (NLP) and deep learning, natural
language search understands the semantic correlation between
words, so it doesn’t need to exactly match the user’s search with
the words in a title to find what the user is looking for.
▪ That’s because natural language search can understand synonyms
for different words, paraphrasing, and any content that means the
same thing as what the user searched.
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AI Adoption by Spotify
Takeaways
▪ Spotify's innovative use of AI across features like AI DJ,
Discover Weekly, Spotify Wrapped, AI-Powered
Recommendations, Daylists, Voice Translation, and Natural
Language Search demonstrates the transformative impact of
AI in product management.
▪ By leveraging data-driven insights and advanced algorithms,
Spotify enhances user engagement and satisfaction, tailoring
experiences to individual preferences.
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AI Adoption by Spotify
Takeaways
▪ This approach not only drives user retention but also gives
Spotify a competitive edge in the crowded music streaming
market. The ability to hyper-personalize recommendations
and experiences is a prime example of how AI can inform
product development, optimize features, and adapt to user
feedback in real-time.
▪ In product management, AI can similarly be harnessed to
analyze customer data, predict trends, and inform strategic
decisions.
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AI Adoption by Spotify
Takeaways
▪ By employing AI technologies, product managers can better
understand user needs, streamline operations, and enhance
product offerings, ultimately leading to greater innovation
and success in their respective markets.
▪ As demonstrated by Spotify, integrating AI into product
management processes can transform how companies engage
with their users, fostering loyalty and driving growth.
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What is Product Management?

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Product Management
▪ Product management is a multifaceted discipline that intersects
with various aspects of business and technology. It is a critical
function that drives the development, market launch, and
continuous improvement of a product.
▪ Product management is a strategic organizational function that
guides every step of a product’s lifecycle, from conception to
market launch and beyond.
▪ It involves understanding customer needs, defining and delivering
the right product to meet those needs, and working closely with a
cross-functional team to ensure the product’s success in the
market.
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Responsibilities of a Product Manager

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Responsibilities of a Product Manager

▪ The product manager is responsible for planning activities

related to a product or product line.
▪ This role involves conducting thorough market analysis, which
includes understanding customer needs, assessing
competitors, and evaluating external factors.
▪ By synthesizing this information, the product manager
develops clear marketing objectives and strategies that guide
the product's direction and success in the market.

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Responsibilities of a Product Manager

▪ The product manager must get the organization to support

the marketing programs recommended in the plan.
▪ This may involve coordinating with other areas of the firm,
such as research and development for product-line
extensions, manufacturing, marketing research, and finance.
▪ It also involves internal marketing of the product to obtain the
assistance and support of more senior managers in the firm.

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The figure depicts a
product manager’s
potential
interactions.

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Product Manager Vs. Marketing Manager

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Product Manager Vs. Marketing Manager

▪ Marketing managers in charge of a division or strategic

business unit have more concerns about managing
“portfolios” of products and about the long-term strategic
direction of their business groups.
▪ Product managers in charge of a single product or a closely
related product line, they are not concerned on a day-to-day
basis about the health of the general business area in which
they operate.

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Product Manager Vs. Marketing Manager

▪ Divisional marketing managers typically make strategic

decisions about which products to add or drop and manage to
meet an overall divisional financial objective.
▪ Product managers are involved with developing marketing
objectives and strategies for their products, their key
decisions are tactical and revolve around the marketing mix:
how much to spend on advertising, how to react to a
competitor’s coupon promotion, which channels of
distribution are appropriate, and similar questions.
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Product Manager Vs. Marketing Manager

▪ Product managers often operate under significant pressure to

achieve short-term goals related to market share, volume, or
profit.
▪ While marketing managers also prioritize these immediate
targets, they tend to adopt a longer-term perspective,
considering the overall direction and future growth of the
business.
▪ This difference in focus shapes their strategies and decision-
making processes in pursuing business objectives.
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MARKETING ORGANIZATION

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Marketing Organization
▪ Although we outlined the responsibilities of a "typical"
product manager, these can differ widely across organizations.
▪ The specific tasks they perform are closely linked to how
marketing is structured within the company.
▪ Three main organizational frameworks for marketing have
been identified: by product, by market, and by function.
▪ Each structure influences the role of the product manager and
the nature of their responsibilities.

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Marketing Organization

Product-Focused Organizations
▪ This is the classic “brand” management structure that Procter
& Gamble developed in the 1930s.
▪ It is most often found in packaged goods industries, but it also
exists in other industries. It is commonly used where different
products use the same channels of distribution.

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Marketing Organization

Product-Focused Organizations
▪ In this structure, the product manager acts as a “mini-CEO,”
taking responsibility for the overall health of the brand.
▪ Over time, a well-defined hierarchy within the product
management system has developed, with key roles assigned
to assistant and associate product managers.

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Marketing Organization

Product-Focused Organizations
▪ Often these jobs are entry-level positions for individuals who
want careers in product management.
▪ The tasks of these elements of the hierarchy are typically the
following. The assistant product manager’s job includes
market and share forecasting, budgeting, coordinating with
production, executing promotions, and packaging.
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Marketing Organization

Product-Focused Organizations
▪ In general, the brand assistant’s tasks involve becoming more
familiar with the category within which the brand competes.
▪ Associate product managers have more freedom to develop
brand extensions, and sometimes even manage a small brand.
The product manager, of course, has the ultimate
responsibility for the brand.
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Marketing Organization
Product-Focused Organizations
Advantages:
▪ The locus of responsibility is clear because the person
responsible for the product’s success is the product manager
and no one else.
▪ Product managers’ training and experience are invaluable;
they develop the ability to work with other areas of the
organization and the persuasion and communication skills
necessary to be an advocate for the product.
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Marketing Organization
Product-Focused Organizations
Advantages:
▪ Companies with product-focused marketing organizations
are often breeding grounds for senior executives of other
companies that highly value the training received.

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Marketing Organization
Product-Focused Organizations
Disadvantages:
▪ The narrow focus on one product can lead to an inability to step
back and ask more fundamental questions about customer needs. It
can also be a very centralized structure in which the product
manager is somewhat removed from “where the action is” in the
field.
▪ Some people complain that product managers are too myopic in
their quest for quarterly or even shorter-term sales and market
share goals.
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The figure on the
right provides a
general view of a
Product-focused
form of marketing
organization.

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Marketing Organization
Market-Focused Organizations
▪ This structure defines marketing authority by market segment. Segments
can be defined by industry, channel, regions of the country or the world,
or customer size.
▪ The market-focused structure is useful when there are significant
differences in buyer behavior among the market segments that lead to
differences in the marketing strategies and tactics used to appeal to them.
▪ For example, banks often define their activities in terms of corporate
versus consumer business, and within the corporate business, they often
define market segments in terms of customer size.
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Marketing Organization
Market-Focused Organizations
Advantages:
▪ The big advantage of a market-based structure is its focus on the
customer. This focus on customers as assets makes it easier to
consider changes in customer tastes and when necessary, modify or
eliminate some of the products currently being marketed.
▪ It is particularly useful when the product being marketed is a
system that bundles several products made by the company or
when the customer purchases many different products from the
company.
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Marketing Organization
Market-Focused Organizations
Advantages:
▪ A product management structure offers insufficient
motivation to spend time on a system sale, which may involve
little revenue for a particular product.
▪ The market-based structure makes it easier to get the product
managers to pull together. These managers often have better
knowledge about the company’s lines of products than do the
product managers in a product-focused company.
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Marketing Organization
Market-Focused Organizations
Disadvantages:
▪ A drawback of this structure is the potential conflict with the
product management structure that may lie beneath it.
▪ In addition, some of the mini-CEO training and experience of
traditional product managers is lost.
▪ Importantly, however, most of the skills, procedures, and
activities required to be a good product manager are critical
for market-focused management as well.
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The figure on the
right provides a
general view of a
Market-focused
form of marketing
organization.

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Marketing Organization
Functionally-Focused Organizations
▪ As opposed to product-focused and market-focused organizations,
functionally focused organizations align themselves with marketing
functions such as advertising and sales promotion.
▪ Most marketing organizations have some aspect of this structure; it
is common, for example, for sales and marketing research to be
separate functions. However, in functionally focused structures, no
single person is responsible for the day-to-day health of a product.
Marketing strategies are designed and implemented through
coordinated activities.
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Marketing Organization
Functionally-Focused Organizations
Advantages:
▪ It is administratively simple: The groups are designed to be parallel
to normal marketing activities.
▪ Functional training is better; for example, a person whose sole
responsibility is to develop sales promotions will bring better skills
to that area.
▪ Also, it may be desirable that the marketing vice president does
much of the planning because of that person’s broader business
perspective.
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Marketing Organization
Functionally-Focused Organizations
Disadvantages:
▪ Who is responsible for the product?
▪ Someone must take day-to-day responsibility for each product or
service marketed by the organization.
▪ Conflicts between product marketing strategies can be resolved
only by spending substantial time in meetings.
▪ The management training aspect of the structure also focuses on
functional rather than general management education.
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The figure on the
right provides a
general view of a
Functionally focused
form of marketing
organization.

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Product Management vs. Product Development

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Product Management vs. Product Development
▪ While product management and product development may appear
similar, they serve distinct functions within an organization.
▪ Product management is a strategic role that encompasses the
entire product life cycle, focusing on aligning the product vision
with the broader company goals.
▪ A product manager oversees market research, customer feedback,
and competitive analysis to guide decision-making.
▪ In contrast, product development is primarily concerned with the
practical process of turning a concept into a tangible product ready
for market.
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Product Management vs. Product Development
▪ Product Development involves a dedicated team of software
developers, designers, engineers, and quality assurance
professionals who work together to ensure the product meets
design specifications and functions effectively.
▪ Although they have different priorities—management
focusing on strategy and development on execution—these
teams collaborate closely to ensure a successful product
launch and ongoing improvements.

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Product Management Process

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Product Management Process
▪ There is no universal playbook for the product management
process. However, the basic order of operations for most
organizations is fairly similar.
▪ It’s a lengthy path, with stakeholder participation throughout
and contributions from multiple departments.
▪ The product management process has seven stages. And
while the names and details of these stages may vary from
one workplace to the next, nearly every product follows a
similar journey.
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Product Management Process
1. Idea Management
▪ In organizations, ideas emerge continuously through various
channels, making it essential to capture and manage them in a
centralized system. This approach not only aids in organization but
also allows for effective tagging, which proves invaluable during
future evaluations.
▪ Often, these ideas find their way into the product backlog, where
they undergo periodic refinement. This process helps eliminate
irrelevant or redundant suggestions while validating those that
remain viable for future consideration.
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Product Management Process
2. Specifications
▪ Once an idea is captured and categorized, the next step is to
detail it. This process serves several vital purposes in product
management.
▪ Product specifications should be concise, addressing three key
questions:
1. What are we building, and why?
2. What should this new product achieve?
3. How do we measure success?
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Product Management Process
2. Specifications
▪ Collaborative input from various stakeholders is essential to ensure
a shared understanding of the project, minimizing ambiguity for
future prioritization and implementation.
▪ The level of detail in these specs will vary based on the
organization's development style, from waterfall environments
requiring high precision to Agile settings where the development
team handles implementation details.
▪ Additionally, outlining product requirements helps gauge the scale
of the project, allowing product management to estimate effort and
integrate items into the product roadmap realistically.
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Product Management Process
3. Road-mapping
▪ It may be surprising that road mapping occurs before prioritization
in the product management process.
▪ However, this approach allows product management to shift focus
from debates over individual features to broader goals, objectives,
and themes that support the product vision.
▪ By concentrating on high-level themes, the team can better identify
which initiatives will deliver the greatest impact and ROI closer to
implementation, avoiding premature commitments that may
become outdated.
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Product Management Process
4. Prioritization
▪ Next, product management must determine which backlog items
deserve advancement from the idea stage, utilizing various
prioritization frameworks like the product tree or scoring models
such as RICE.
▪ This process identifies which initiatives should be prioritized based
on their potential impact on the product's vision, strategy, and KPIs.
▪ Broad stakeholder participation is essential to incorporate diverse
perspectives, balancing urgent issues raised by stakeholders with
critical items necessary for medium- to long-term strategy
execution.
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Product Management Process
5. Delivery
▪ With a roadmap and prioritized items in place, it's time to
start building and shipping products.
▪ At this stage, product management often shifts to a more
advisory role as engineers and project managers take the
lead. Delivery methods can vary significantly across
organizations.

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Product Management Process
5. Delivery
▪ The waterfall model relies on detailed project plans with
infrequent releases, shipping only when substantial
functionality is completed.
▪ In contrast, Agile organizations break work into smaller
chunks, completing tasks in sprints for more frequent iterative
improvements, though this can create uncertainty about
when specific items will ship.

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Product Management Process
5. Delivery
▪ Some companies adopt continuous delivery, releasing new
functionality, bug fixes, and changes as soon as they’re ready,
sometimes resulting in multiple daily releases.
▪ While advocates of each delivery model are passionate, the choice
depends on the product and team dynamics.
▪ Regardless of the approach, product management's role is to
ensure that the output meets market and stakeholder expectations,
providing clarity and validation to achieve the project's goals.

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Product Management Process
6. Analytics & Experiments
▪ Once the product is released, either publicly or in a controlled
beta, product analytics provide valuable insights through user
data.
▪ Properly instrumented products allow for the analysis of
connections, causations, and correlations, revealing important
user behaviors.
▪ At this stage, product management can identify which
behaviors drive key metrics
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Product Management Process
6. Analytics & Experiments
▪ For example, if conversion rates are critical, they can analyze
user actions leading to purchases.
▪ Armed with this intelligence, the team can prioritize initiatives
that reduce barriers, nudging users toward behaviors that
transform them from casual users to loyal customers through
enhancements in software, user experience, education, and
in-app messaging.

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Product Management Process
7. Customer Feedback
▪ A shipped product ideally brings a group of customers from whom
to gather feedback, which can be both exciting and daunting.
▪ While helpful suggestions often accompany complaints and
unrealistic requests, product management must remain open to
external viewpoints and establish a well-defined process for
capturing and organizing this feedback. Closing the loop with
customers who provide their opinions is essential, tying back to the
initial stages of idea management.

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Product Management Process
7. Customer Feedback
▪ There are various methods for gathering feedback, including passive
options like in-app suggestion opportunities and proactive
approaches such as surveys, customer advisory boards, focus
groups, interviews, and usability tests.
▪ Additionally, product managers should consider less obvious ways
to understand customer needs. Importantly, feedback from former
customers can be invaluable, as analyzing reasons for product
abandonment may reveal insights even more useful than
understanding why current users stay.
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 Conclusion
▪ This module has provided a comprehensive overview of product
management, highlighting its critical role in driving a product's
success.
▪ We explored the core responsibilities of product managers,
emphasizing their unique position compared to marketing
managers.
▪ The discussion on marketing orientation illuminated the distinctions
between product-focused, market-focused, and functionally-
focused approaches, illustrating how each can influence a product's
strategy and execution.
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 Conclusion
▪ We differentiated between product management and product
development, clarifying how each contributes to the overall
lifecycle of a product, alongside the production management
process.
▪ In the next module, we will dive deeper into the basics of AI
and the revolutionization of Product Management due to the
integration of AI.

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 References
• How Spotify Uses AI (And What You Can Learn from It) By Mike Kaput-
https://www.marketingaiinstitute.com/
• Lehmann, Donald R. Product management / Donald R. Lehmann, Russell S.
Winer.—4th ed. p. cm.—(McGraw-Hill/Irwin series in marketing)
• https://www.vationventures.com/glossary/product-management-
definition-explanation-and-use-cases
• https://www.servicenow.com/products/strategic-portfolio-
management/what-is-product-management.html
• https://www.productplan.com/learn/stages-product-management-
process/

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Thank You