產品生命週期七階段與產品管理實務指南
L1：產品生命週期的七個階段 Seven Phases of the Product Life Cycle
Phase I – Conceive
Discover product opportunities, validate product-market fit, and develop preliminary strategic documents listed in key deliverables.
Key deliverables: Preliminary versions of the business plan, market needs, and market strategy documents.
Decision at the gate: Will the company agree to provide the funding and resources to proceed to the plan phase and gain a deeper understanding of the key parameters of proceeding with the project?
關鍵任務包括發現產品機會、驗證產品與市場契合度，並制定初步策略文件。關鍵交付成果為商業計劃、市場需求與市場策略文件的初步版本。閘門決策：公司是否同意提供資金與資源進入規劃階段，並深入了解專案推進的關鍵參數？
Example: A team identifies frequent user complaints about short battery life and validates demand for longer-lasting wireless earbuds before drafting a preliminary business plan.
Phase II – Plan
Create market and product strategy and the corresponding road map. The product manager completes the business plan and market needs documents. Product marketing completes the market strategy document. Engineering completes the product description document.
Key deliverables: Business plan, market needs document, product description documents, market strategy document, and road maps.
Decision at the gate: The company agrees to fund actual product development.
關鍵任務為制定市場與產品策略及相應路線圖。產品經理完成商業計劃與市場需求文件；產品行銷完成市場策略文件；工程部門完成產品描述文件。關鍵交付成果包括商業計劃、市場需求文件、產品描述文件、市場策略文件與路線圖。閘門決策：公司同意資助實際產品開發。
Example: The product manager finalizes the roadmap and feature specifications; the company approves funding to start full development.
Phase III – Develop
Solidify any development plans that remain uncertain. Develop a final feature list, finish the beta testing plan, and adjust the plan as issues arise in development to ensure that a valuable, customer-oriented product is the outcome.
Key deliverables: Product manager: beta plan. Engineering, quality assurance, support, service, operations, marketing, and other departments have a long list of deliverables.
Decision at the gate: Agree that the product is ready for beta testing with real customers.
關鍵任務為確定任何仍不明確的開發計劃，制定最終功能清單，完成 Beta 測試計劃，並根據開發中出現的問題調整計劃，以確保產出有價值、以客戶為導向的產品。關鍵交付成果包括產品經理的 Beta 計劃，以及各部門提供的大量支援與銷售準備文件。閘門決策：同意產品已準備好與真實客戶進行 Beta 測試。
Example: Engineering locks the final feature list and quality assurance completes the beta protocol before customer testing begins.
Phase IV – Qualify
Run the beta program, complete the beta report, finish the launch plan, and begin preparing launch deliverables. Test marketing messages and position the beta program participants.
Key deliverables: Launch plan and a completed beta plan with customer feedback showing that customers find the product valuable.
Decision at the gate: Does the decision-making team agree that the product is ready to launch?
關鍵任務為執行 Beta 計劃，完成 Beta 報告，完成上市計劃，並開始準備上市交付成果；測試行銷訊息並定位 Beta 參與者。關鍵交付成果為上市計劃，以及包含客戶確認產品有價值之反饋的完整 Beta 報告。閘門決策：決策團隊是否同意產品已準備好上市？
Example: Beta feedback highlights weak call quality in noisy settings; the team revises the algorithm and confirms improvement before launch approval.
Phase V – Launch
Release the product, gather feedback, finish the ongoing marketing plan as part of overall company activities, and perform a launch review.
Key deliverables: Ongoing marketing plan and launch review document.
Decision at the gate: Is the company ready to begin the maximize phase and spend additional dollars and resources to achieve the revenue, profit, and strategic goals for the product? What worked and what didn’t during the launch?
關鍵任務為發布產品、收集反饋、完成持續行銷計劃，並進行上市審查。關鍵交付成果為持續行銷計劃與上市審查文件。閘門決策：公司是否準備進入最大化階段並投入額外資源？上市期間哪些做法有效或不有效？預期銷售是否達成？
Example: Post-launch review shows lower-than-expected early sales, prompting adjustments to messaging and channel focus.
Phase VI – Maximize
Product managers continue supporting sales on an exception basis and look for product adjustments or additional product opportunities. When sales drop, they plan end-of-life activities. Marketing develops a marketing plan and integrates the new product into ongoing marketing activities.
Key deliverables: End-of-life plan.
Decision at the gate: Is the product ready to be retired from the market?
關鍵任務包括產品經理繼續在例外情況下支援銷售並尋找調整或新機會；當銷售下滑時規劃生命週期末期活動。行銷部門制定計劃並整合產品。關鍵交付成果為生命週期末期計劃。閘門決策：產品是否已準備好從市場退出？
Example: Declining sales trigger the product manager to prepare an end-of-life plan while marketing shifts resources to a successor model.
Phase VII – Retire
Product manager: Fully investigate the impact of retiring a product on all parts of the business; sales, operations, and service are the primary departments to check with.
Key deliverables: An executed end-of-life plan.
Decision at the gate: There is often no gate at the end of retirement. If you are diligent, review and document what went well and what did not go so well.
關鍵任務為產品經理全面調查產品退出對業務各環節（尤其銷售、運營與服務）的影響。關鍵交付成果為已執行的生命週期末期計劃。閘門決策：退出階段通常無最終閘門；應審查並記錄經驗教訓。
Example: The product manager coordinates with sales, operations, and support on the retirement timeline and records lessons for future projects.
L2：產品管理組織總體計劃 Product Management Organization Master Plan
Competency Model – Seven Broad Groupings
- Developing market insights
- Crafting effective strategies
- Planning and carrying out effective, timely product launches
- Managing the financial and market performance of products and portfolios
- Translating information from many sources into cohesive decisions
- Driving action throughout the organization
- Using basic work management skills
能力模型的七大分組為：發展市場洞察、制定有效策略、規劃並執行有效及時的產品上市、管理產品與產品組合的財務與市場表現、將多來源資訊轉化為連貫決策、推動組織各層級採取行動、運用基本工作管理技能。
Example: A product manager uses market insight skills to combine customer data and competitive analysis into a clear portfolio decision.
PMLCM Three Areas
- New Product Planning (NPP) serves as a backdrop for the actions of exploration, discovery, and the creative process. It is also the guide to decision making and project selection.
- New Product Introduction (NPI) looks at the agreed-upon plans and focuses on getting the necessary work done for building and launching products, in other words, executing.
- Post-Launch Product Management (PLPM) covers the strategic and tactical management of existing products and portfolios.
產品管理生命週期模型（PMLCM）的三個領域為：新產品規劃（探索、發現與專案選擇）、新產品導入（執行已同意的建置與上市工作）、上市後產品管理（現有產品與組合的策略與戰術管理）。