Job description for product manage1

Job description for product manage1

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  JOB DESCRIPTION FORPRODUCT MANAGER The Product Manager is the individual who assumes personal responsibilities for the most effective use of Company resources in achieving continuous advances in volume, market share, and profitability of a given product or group of products. Like a proprietor, the Product Manager feels a sense of responsibility for every aspect of the business. Whether it be advertising copy, formula improvements, or product quality, the Product Manager has a vested interest and leaves his or her mark of leadership and competence on all thise decisions which influences the course of the Brand’s growth and direction. In overview, the Product Manager’s key areas of responsibility are: - a keen understanding of the consumers’ needs, habits, attitudes, and practices, as well as how the brand can be positioned to fulfill these needs within an existing competitive environment. - a detailed understanding of the market and competitive factors which influence the brand’s consumer acceptance and marketing environment. - a familiarity with a range of disciplines spanning all aspects of the business. This makes the Product Manager uniquely qualified to provide the perspective and overall direction essential to a tight, cohesive team effort and optimal utilization of the Company’s resources. A. PERSONAL CHARACTERISTICS Successful Product Managers should have the following personal characteristics: 1) Industry Successful Product Managers like to things done. They have a strong desire to accomplish and they tackle their job with enthusiasm, energy and ambition. They continually seek ways to get more done in less time. 2) Leadership Successful Product Managers demonstrate leadership in a variety of ways.  Initiative – Good Product Managers take initiative and respond to situations which require attention without being asked. They enjoy responsibility and respond to it.  Motivation – Successful Product Managers know how to get the most (in creativity and productivity) out of those they work with by a combination of persuasion and sensitivity to others. They encourage and reward original work, innovative thinking, initiative, thoroughness, high output levels, and sound judgment in their people.  Training – Effective Product Managers ensure that their people receive the marketing and business training necessary to make them effective. They plan a program of “on the job" training designed to maximize their people’s learning and personal growth.  Delegation – Good Product Managers maximize output through effective delegation of tasks
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  which must bedone but which their Assistant Product Managers and secretaries are capable of doing. A Product Manager who delegates well is more effective and needs to work fewer hours than an equally conscientious Product Manager who tris to do everything alone. 3) Self Motivation Successful Product Managers are dependable and can be relied on to keep working regardless of the amount of supervision. They pride themselves on their responsibility and ability to act as the manager of that business without constant need for scrutiny from Management. 4) Organization Good Product Manager are well organized. They approach problems systematically and are capable analysts. When faced with the information and need for a decision, they are decisive, do not procrastinate and want to ge on with it. Good Product Managers have organized files and can find answers to questions quickly. They plan ahead, avoid unnecessary meetings and phone calls, and weed out unnecessary paper. 5) Innovation Successful Product Managers are innovative individuals. This does not mean that they need be widely recognized as creative “gurus", or creative in an artistic sense. Rather, they are creative problem solvers who are willing to listen to others, learn and build on ideas. They're not blinded by the way things have been done in the past. Thet question and challenge thins and seek better ways. 6) Skilled Communicator Successful Product Managers have good oral and written communication skills. Before making a telephone call, calling a meeting, or making an oral presentation, good Product Managers at least mentally, and often on paper, organize their thoughts. Effective Product Managers write clear, concise and accurate documents, and make clear, concise and accurate oral presentations. B. SPECIFIC RESPONSIBILITIES The Product Manager’s specific responsibilities can be divided into three major areas: 1) Planning a) Establishment of Business Objectives - The Product Manager is responsible for establishing realistic sales and profit targets for the product over the short and long term. b) Development of Strategies – The Product Manager is responsible for developing an overall brand marketing strategy that provides specific direction for the development of the most effective marketing plans. Additionally, the Product Manager is responsible for developing strategies in all of the key functional areas of the business (product, promotion, media, copy, pricing, package) which must be logical extensions of the marketing strategy.
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  c) Development ofPlans – The Product Manager must develop annual marketing plans that will achieve the product's business objectives in accordance with the agreed strategies. d) Management Approval – The Product Manager must “sell” all strategies, objectives and plans to Management. 2) Execution of Plans a) Preparing and issuing all documents necessary to ensure the smooth expedition of all marketing plans. This must be done on time and in accordance with established Company procedures. b) Co-ordinating the work by other Departments on projects involving the products. c) Evaluating the marketplace results of the product's marketing effort and reaching conclusions that will lead to the development of improved plans in the future. d) Communicating to Management the results of the marketing plans plus all important market environment. e) Forecasting, as accurately as possible, the sales trends of the product and alerting management to any necessary sales/profit changes as quickly as possible. 3) Training It is the Product Manager's responsibility to train subordinates in a way which permits them to develop their management potential as rapidly as possible. This involves: a) Instructing their people in all phases of the product management operation. b) Motivating and stimulating others to achieve the highest possible levels of creativity and productivity. c) Evaluating the performance of subordinates to enhance areas of strength and correct areas of weakness.