Product Management 101
4.5 (4,715 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
40,093 students enrolled

Product Management 101

Learn to become a more strategic product manager - and have a greater impact on your company and your products.
4.5 (4,724 ratings)
Course Ratings are calculated from individual students’ ratings and a variety of other signals, like age of rating and reliability, to ensure that they reflect course quality fairly and accurately.
40,107 students enrolled
Created by Todd Birzer
Last updated 7/2020
English [Auto], Polish [Auto]
Current price: $12.99 Original price: $19.99 Discount: 35% off
8 hours left at this price!
30-Day Money-Back Guarantee
This course includes
  • 5 hours on-demand video
  • 15 articles
  • 54 downloadable resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
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What you'll learn
  • Learn to become a more strategic product manager, with a much greater impact on your company and its products.
  • Learn the best practices for the work of product management - spanning market intelligence, strategy, new product development and lifecycle management.
  • Product management experience is helpful, although not required.

The goal of Product Management 101 is to help you become a more strategic product manager - with a greater impact on your company and its future product portfolio.  

We will cover the spectrum of product management work from market intelligence, strategy, new product development, and lifecycle management.  

We will step through best practices for working with development teams to create market-leading, breakthrough productsWe will look at how to best position, price and manage these products in the market as part of our section on lifecycle management (i.e. product marketing).  

This course has been designed for product managers with 0-5 years of experience, who work with engineers (software developers, hardware developers, scientists, etc.) to develop next generation products.  

Product Management 101 can help you meet the fundamental purpose of product management: to manage the full lifecycle of products and services to create exceptional customer value, generate long-term competitive advantage, and deliver year-after-year profitability.  

Who this course is for:
  • Product managers with 0-5 years of experience
  • Product managers who work with engineering teams (software developers, hardware developers, scientists, etc.) to develop next generation products.
Course content
Expand all 67 lectures 05:01:14
+ Introduction
2 lectures 13:09

We introduce the course in this lecture, with objectives and course structure. We also talk about the purpose and work of product management.

Preview 04:54

In this lecture, we talk about the strategic role of product management, and how product managers can get buried in the tactical elements of their job, and underinvest in the more strategic elements. A self-assessment is attached.

Preview 08:15
+ Market Intelligence
19 lectures 01:24:37

In this lecture, we talk about market analysis and identifying market segments.

Market analysis

We look at how to profile market segments in this lecture.

Profiling market segments

In this activity, students can try profiling market segments for their own products.

Practice Activity: profiling market segments

The lecture focuses on the quantitative side of market segmentation - clarifying market size and growth.

Sizing market segments

In this activity, we'll practice determining market size and market share.

Practice Activity: Size a market

Test what you have learned about market analysis and market segmentation.

Market analysis
4 questions

In this lecture, we discuss customer analysis - and why a deep and intuitive understanding of our customers is the foundation of excellent product management.

Customer analysis

Ethnographic research - interviewing and observing customers in their office or home - is one of our best approaches for understanding needs and motivations.  In this lecture, we discuss how to conduct ethnographic research, and tips and tricks for success.

Interviewing customers

Let's do a practice interview with Uber, Lyft, or another ridesharing service

Practice Activity: Uber, Lyft, and ridesharing interview

The Kano model is an excellent tool for analyzing customers needs.  In this lecture we discuss how to separate user needs into basic, performance and attractive needs.

The Kano Model for analyzing customer needs

We look at London-based publishing marketplace site Reedsy, and practice using the Kano model

Practice Activity: Reedsy & the Kano Model

The companies KeepTruckin and Steelcase do a nice job with customer research. In this lecture, we look at their work with electronic logging devices and office chairs.

Customer analysis examples: KeepTruckin and Steelcase

Test your knowledge around customer analysis, ethnographic research and the Kano model.

Customer analysis
4 questions

In this lecture, we discuss why we should analyze competition, and talk about direct competition and disruptive technology

Competitive analysis

In this lecture, we look at analyzing direct competition, with a focus on competitors' revenue, market share, and longer-term trends

Analyzing direct competition: market share and trends

We focus on analyzing our direct competitors' strategy, strengths, weaknesses, gaps, and go-to-market approaches in this lecture.

Competitors' strategy and go-to-market

In this lecture, we talk about competitive positioning, and using a competitive positioning matrix.

Competitive positioning

We look at side-by-side product comparisons of our products vs. competitors, and discuss competitive product teardowns. Competitive analysis templates are attached to this lecture.

Competitive product comparisons

Let's think about Omnitracs competitive analysis of new market entrant KeepTruckin

Practice Activity: Omnitracs competitive analysis

In this lecture, we dive into disruptive technology and why companies (and product managers) get blindsided.  We use Kodak as an historical example and autonomous vehicles (trucks and cars) as a current example.

Disruptive technology and autonomous vehicles

We wrap up our lectures on competitive analysis, and talk about on-going competitive monitoring.

Competitive monitoring
Competitive analysis and disruptive technology
4 questions
+ Strategy
5 lectures 17:55

In this lecture, we discuss the importance of developing a product strategy, and begin to step through the process of creating a strategy - including product vision and objectives.

Strategy development

In this activity, students read the article by Hambrick and Fredrickson where they outline the concept of strategy diamonds.

Activity: Read Hambrick and Fredrickson's strategy paper

In this lecture, we give an overview of the five elements of strategy that form the core of the "strategy diamonds" approach.

Five elements of strategy

In this lecture, students begin applying the strategy diamonds approach to their product.

Practice Activity: Strategy diamonds for your product

In this lecture, we discuss how to share your product strategy with your management team, and how to refine this over time.

Sharing and enhancing a product strategy

Check what you have learned about strategy development.

Strategy development
4 questions
+ New Product Development
15 lectures 01:08:24

In this lecture, we look at the importance of prioritizing a development team's work - for breakthrough products and competitive advantage.


OKRs are an important tool for guiding a development team's work - and empowering them in the process.

Objectives and key results (OKRs)

Students can use the attached templates, and create draft OKRs for their products.

Practice Activity: OKRs

In this lecture, we look at prioritizing engineering work using development buckets.

Development buckets

Roadmaps are a nice way to visualize product evolution over time, in line with product strategy.  They also come with some dangers to avoid.


In this activity, we look at an example of a small company struggling to get innovative products out the door.  As a product manager, what would you do?

Practice Activity: Case study - prioritization

Check what you have learned about prioritization and roadmapping

Prioritization and roadmapping
4 questions

In this lecture, we look at the new product development process of "discovery and delivery" -  a process used by some of our best product development companies.

Discovery and delivery

In this activity, we look at advice from Marty Cagan, Silicon Valley Product Group.

Activity: OKRs and discovery & delivery

In this lecture, we look at the Stage-Gate model of new product development.


We look at two tools - UserVoice and WalkMe - that help with the discovery & delivery process.

Product management tools for discovery & delivery

In this lecture, we look at how a hospital compliance company, with a SaaS platform, applies the discovery & delivery method of new product development.

Example: discovery & delivery

We practice discovery & delivery methods with Big Agnes backpacking tents

Practice Activity: Discovery & delivery with Big Agnes tents

Test your knowledge about discovery & delivery.

Discovery and delivery
4 questions

We look at the importance of impactful launches in this lecture, together with launch priorities.


Learn from a best practice example, and think through how you can make your launches more impactful.

Activity: Excellent launches - company example

In this lecture, we look at how to create an effective launch plan.

Launch planning

Check what you have learned about creating effective product launches

4 questions
+ Lifecycle management
23 lectures 01:42:25

In this lecture, we will look at value propositions for our products - and how we use these to clarify our key benefits and competitive differentiation.

Positioning and communication

Using a straight-forward template (with an example), you can craft a value proposition for your product in this activity.

Practice Activity: Value propositions

In this lecture, we'll talk about how to create benefit trees - which are a useful way of mapping a hierarchy of product benefits.

Benefit trees

We talk about the buyer's journey in this lecture - and how to tailor our communication for each step of this journey. 

Buyer's journey

Check what you have learned about positioning and communication

Positioning and communication
3 questions

In this lecture, we look at the importance of pricing - and its impact on profitability.


We look at the "3C's" of pricing in this lecture - cost of product, competitive environment and customer value.

3C's of pricing

In this lecture, we look at the eight steps product managers go through to price a new product, or revise pricing for products in the market today.

Pricing process

In this activity, you can use a pricing worksheet to look at your own product pricing.

Practice Activity: Pricing your product

In this activity, we'll look at LinkedIn's pricing - and use the pricing concepts from these lectures to analyze LinkedIn's approach.

Practice Activity: LinkedIn pricing - case study

In this lecture, we'll look at "price setting" vs. "price getting" - and how to manage your discounts to improve profitability.

Discount management

Test your newfound knowledge on pricing

4 questions

In this lecture, we'll look at how to effectively enable our sales teams to sell our products.

Sales support

In this activity, you'll read Rich Mironov's blog post on working with sales teams.

Activity: Working with sales teams

In this activity, you can craft a competitive selling-against tool for your product vs. a key competitor.

Practice Activity: Competitive selling-against tools

Test your knowledge on how to best enable sales teams.

Sales support
4 questions

In this lecture, we will look at using sales channels as partners to co-create customer value.

Sales channels

In this lecture, we'll look at adding new sales channels, and editing your current channels.

Finding and refining sales channels

In this activity, we'll analyze HP's choice of sales channels for its inkjet cartridge business.

Practice Activity: Sales channels case study

Test what you have learned about sales channels.

Sales channels
3 questions

In this lecture, we will look at how to best manage product support issues.

Product support

Check what you have learned about product support.

Product support
1 question

In this lecture, we will look at growth strategies throughout the product lifecycle.

Finding growth

In this activity, we'll seek out growth opportunities for your product.

Practice Activity: Growth analysis for your product

In this lecture, we will look at growth hacking - an experimental, data-driven approach to drive rapid growth.

Growth hacking

In this lecture, we'll discuss the history of Udemy - and how the company found rapid growth.

Growth hacking case study

Test what you have learned about finding growth as a product manager.

Finding growth
3 questions

In this lecture, we will at obsoleting products that have declining sales, or no longer fit with your strategy.


In this activity, we will look at a case study for obsolescence - and determine if the product should be retired (or not).

Practice Activity: Obsolescence case study

Check what you have learned about obsolescence.

2 questions
+ Wrap-up
3 lectures 14:42

We'll talk through how - in the first 90 days - to set yourself up for longer-term success

The first 90 days

We conclude the course in this lecture.

Course wrap-up

We discuss how to do effective video conference interviews of your customers (during this corona virus time). This lecture is from our new course "Insightful Customer Interviews for Product Managers." I've included the link to the course. Hope you'll join us!

Bonus lecture: Interviewing customers via video conference