外文翻譯---經(jīng)營策略與產(chǎn)品策略的比較

1、<p><b>　　外文文獻</b></p><p>　　Business Strategy vs. Product Strategy</p><p>　　April 10, 2009</p><p>　　Marty Cagan</p><p>　　In keeping with my recent theme

2、 of product planning, I'd like to focus in this article on an important distinction and source of frustration in many companies, and that has to do with the differences between business strategy and product strategy.

3、</p><p>　　Many companies confuse or blur the two, and the result is easy to spot. The senior executives want to focus on the business strategy, but they find they are forced to make decisions at a level far

4、below where they're comfortable or usually even interested, such as which specific products, projects and even features to invest in, and what the interdependencies are between these features and projects, and often

5、what is on the actual page and how to resolve conflicts.</p><p>　　And on the other side, the product managers feel like they don't understand the reasons behind decisions that directly impact their produ

6、cts, they feel like the strategy is guard-railing every few months, and they don't feel empowered to do their jobs.</p><p>　　Very often I'll attend a product planning session with senior executives a

7、nd they're being presented with lots of detailed product plans but without the business context. When I ask where the business strategy is, I'll often get a blank look. The team wants to make more money so these

8、are the features they want to add, or so their reasoning goes.</p><p>　　Business strategy is about identifying your business objectives and deciding where to invest to best achieve those objectives. For exam

9、ple, moving from a direct sales model (your own sales force selling directly to customers) to an online sales model (your customers buy from your site) is a business strategy. Deciding whether to charge for your services

10、 with subscriptions or transactions fees or whether you have an advertising-based revenue model is a business strategy. Deciding to move into an </p><p>　　Now, clearly there are some big product implications

11、 to each of these business strategies. But they are not one in the same. There are lots of ways to sell online, lots of ways to monetize value, and lots of ways to develop or acquire and integrate an adjacent offering. T

12、he product strategy speaks to how you hope to deliver on the business strategy.</p><p>　　Moreover, while the business may believe something is a great business opportunity, you don't yet know if your com

13、pany can successfully deliver on this opportunity. Maybe it will cost too much to build. Maybe customers won't value it enough to pay for it. Maybe it'll be too complicated for users to deal with. This is where p

14、roduct strategy and especially product discovery come into play.</p><p>　　The business maintains a portfolio of investments, and the business can and should adjust that portfolio mix as businesses and market

15、s develop.</p><p>　　Take as an example Amazon. They've got a portfolio of investments including their core e-commerce offerings by category, they've got third-party selling, they've got an infras

16、tructure technology (cloud computing) business, and they've even got their own growing consumer electronics business. I especially like Amazon as an example because they illustrate so many points of good business str

17、ategies (and good product strategies).</p><p>　　Amazon may have made their business in selling hardcopy books and they've been a great innovator there, but instead of spending all their time trying to pr

18、otect that business, they've also got an investment that could one day revolutionize that entire business. To Amazon's credit, they realize that if they don't pursue this someone else probably will. Similarly

19、, they have worked hard to create innovative technologies to allow them to provide a differentiated e-commerce customer experience, yet t</p><p>　　That's a business strategy and you can see their portfol

20、io planning. Now each of these businesses has one or more product strategies. As an Amazon user you can see the evolution of the e-commerce retailing business. You can also see the evolution of the Amazon Web Services pr

21、oduct line; every few months another piece of the puzzle is launched. You can see the evolution of the electronic reader and the supporting technologies.</p><p>　　Think of it this way. The business strategy

22、and business portfolio planning provides a budget and a set of business metrics. The product organization then lives within that budget to pursue as aggressively as possible the best ways to hit those business metrics.&l

23、t;/p><p>　　Some product strategies will prove more successful than others, and this will impact the business portfolio planning. And not every business of course will resonate with customers, so a big part of b

24、usiness strategy is knowing when to continue to invest and knowing when to cut your losses so that you can invest elsewhere.</p><p>　　Two key techniques to help with these investment decisions are Opportunit

25、y Assessments and Product Discovery. What's most important however is to make sure you're asking the right questions and making the hard decisions.</p><p>　　So business owners and senior executives a

26、re responsible for the business strategy and the business portfolio planning, and the product organization (especially the directors of product management) are responsible for the product strategy and the product portfol

27、io planning. Keep these two concepts straight and I think you'll find that you will have more clarity and understanding in terms of objectives and responsibilities, as well as better managed business and product port

28、folios.</p><p>　　經(jīng)營策略與產(chǎn)品策略的比較</p><p>　　2009年4月10日</p><p><b>　　馬蒂·卡根</b></p><p>　　與我最近的產(chǎn)品策略主題一樣，我想要將這篇文章的焦點放在企業(yè)失敗的重要特征和根源，并且與經(jīng)營策略和產(chǎn)品策略之間的差異聯(lián)系起來。</p&g

29、t;<p>　　許多公司混淆模糊這兩個概念，所以失敗的結(jié)果是顯而易見的。高級管理人員想要將注意力集中于公司的經(jīng)營策略，但是他們發(fā)現(xiàn)，他們被迫在一個很難讓他們舒服乃至于讓他們通常感到有興趣的情況下做出決策，如投資特定的產(chǎn)品，項目甚至是功能，然后與這些功能和項目之間相互依存，并且投資通常是在現(xiàn)實的紙上以及怎么去解決這些矛盾。</p><p>　　然而另一方面，產(chǎn)品經(jīng)理覺得他們不理解那些決策背后的原因，這

30、直接影響了他們的產(chǎn)品，每隔幾個月他們覺得這個策略是是護欄，讓他們沒有感覺被準許去做他們的工作。</p><p>　　很多時候我要與高級管理人員參加一個產(chǎn)品計劃會議，他們給出了許多詳細的但是沒商業(yè)背景下的產(chǎn)品計劃會議。當我問其中的經(jīng)營策略在哪，我經(jīng)常會得到一個茫然的眼神。這個產(chǎn)品計劃會議小組希望賺到更多的錢，那么他們想要添加這些功能，或是他們的理由。</p><p>　　經(jīng)營策略是發(fā)現(xiàn)你的業(yè)

31、務(wù)目標，并決定在何處投資，以最好的效果實現(xiàn)這些目標。例如，從直銷模式（你自己的銷售隊伍直接將產(chǎn)品銷售給顧客）到一個在線銷售模式（客戶從你的網(wǎng)站購買）都是一個經(jīng)營策略。決定你的服務(wù)是否收取訂閱費用和交易費用或者你是否有一個基于廣告的收入模式都是一種經(jīng)營策略。決定進入附近的市場也是一個經(jīng)營策略。</p><p>　　現(xiàn)在，有一些重要產(chǎn)品明顯影響到這些經(jīng)營策略。但在這種相同情況下的不只有他們一個。在網(wǎng)上有很多賣東西的方

32、法，很多創(chuàng)造財富的方法，以及很多開發(fā)或收購并且整合周圍產(chǎn)品供應(yīng)的方法。產(chǎn)品策略是圍繞著實現(xiàn)你所希望的經(jīng)營戰(zhàn)略。</p><p>　　此外，雖然企業(yè)可能認為這是一個巨大的商機，但是你還是不知道是否你的公司能夠成功地抓住這一次機會。該業(yè)務(wù)保持投資組合，企業(yè)可以而且應(yīng)該調(diào)整該產(chǎn)品投資組合來推動企業(yè)和市場的發(fā)展。也許這將花費太多的錢去發(fā)展。也許顧客會覺得不值得去支付那么多錢。也許是太復(fù)雜了讓用戶很難應(yīng)付它。這就是產(chǎn)品策略

33、和產(chǎn)品發(fā)展發(fā)揮得作用。</p><p>　　營業(yè)額的保持需要通過投資組合來完成，企業(yè)可以調(diào)整產(chǎn)品投資組合為營業(yè)額和市場帶來發(fā)展。</p><p>　　以亞馬遜為例。他們已經(jīng)有了一個投資組合，按類別包括其核心的電子商務(wù)產(chǎn)品，他們也有出售第三方產(chǎn)品，他們已經(jīng)得到了一個基礎(chǔ)設(shè)施技術(shù)（云計算）的業(yè)務(wù)，他們甚至有自己不斷增長的消費電子業(yè)務(wù)。我特別喜歡用亞馬遜作例子，因為它們表明了很多優(yōu)秀經(jīng)營策略（和

34、良好的產(chǎn)品戰(zhàn)略）的觀點。</p><p>　　亞馬遜可能已經(jīng)在做印刷書籍銷售業(yè)務(wù)，并一直是一個優(yōu)秀的創(chuàng)新者，但不是花費所有時間去保護該業(yè)務(wù)，他們已經(jīng)有了一個投資，可能有一天他們的全部業(yè)務(wù)將徹底改革。對于亞馬遜的信用，他們意識到，如果他們不追求亞馬遜的信用別人可能會追求高的信用評級。同樣，他們努力工作去創(chuàng)造革命性的創(chuàng)新技術(shù)，以使他們能夠提供差異化的電子商務(wù)客戶體驗，但是他們作為電子商務(wù)的領(lǐng)先者，他們也一直提供這一技

35、術(shù)給他人（亞馬遜網(wǎng)絡(luò)服務(wù)），因為計算機業(yè)務(wù)將在未來的某一天可能會以更大規(guī)模超過目前在線零售商自己所作的工作。</p><p>　　這是一個經(jīng)營策略，你可以看到他們的投資組合計劃?，F(xiàn)在，這些企業(yè)中每一個都有一個或多個產(chǎn)品的戰(zhàn)略。作為亞馬遜用戶，您可以看到電子商務(wù)零售業(yè)務(wù)發(fā)展。您還可以看到亞馬遜網(wǎng)絡(luò)服務(wù)產(chǎn)品線的發(fā)展;每隔幾個月有其他難題的亞馬遜網(wǎng)絡(luò)服務(wù)補丁將會發(fā)布。你可以看到電子閱讀器及其技術(shù)支持的發(fā)展。</p

36、><p>　　用這樣的方法去想想看。經(jīng)營策略和業(yè)務(wù)投資組合計劃能提供預(yù)算和一系列的業(yè)務(wù)指標。產(chǎn)品機構(gòu)的運作是以不超過預(yù)算費用的各種手段進行戰(zhàn)略性的經(jīng)營，通過最好的方法去完成那些業(yè)務(wù)指標。</p><p>　　有些產(chǎn)品策略將影響業(yè)務(wù)投資組合計劃，這證明你比別人更成功。當然，不是每項業(yè)務(wù)都會與客戶產(chǎn)生共鳴，因此作為經(jīng)營戰(zhàn)略的重要組成部分，你應(yīng)該知道什么時候繼續(xù)投資，什么時候為了減少你的損失，你可以

37、投資在其他地方。</p><p>　　兩個策略的關(guān)鍵技術(shù)機會評估和產(chǎn)品開發(fā)，將會對決策這些投資機會有很大的幫助。最重要的是無論如何你問對了正確的問題并且作出艱難的決定。</p><p>　　因此，企業(yè)主和高級管理人員的經(jīng)營戰(zhàn)略和業(yè)務(wù)投資組合計劃，接著產(chǎn)品機構(gòu)（尤其是生產(chǎn)經(jīng)營主管）負責產(chǎn)品策略和產(chǎn)品投資組合的規(guī)劃工作。終保持這兩方面的策略，我想你會發(fā)現(xiàn)，你將對客觀和責任方面更清晰，更了解，也