产品计划：产品规划是指产品规划人员通过调查研究，在了解市场、了解客户需求、了解竞争对手、了解外在机会与风险以及市场和技术发展态势的基础上，根据公司自身的情况和发展方向，制定出可以把握市场机会，满足消费者需要的产品的远景目标（Vision）以及实施该远景目标的战略、战术的过程。

产品规划的内容包括产品各类别结构规划，产品系列化规划，各机型定位规划，产品长度和宽度规划，产品生命周期规划等。

Product Planning: Product Planning refers to the vision of products that can grasp market opportunities and satisfy consumers'needs, based on the investigation and research, and on the understanding of market, customer needs, competitors, external opportunities and risks, as well as market and Technological Development situation, according to the company's own situation and development direction. And the process of implementing the strategy and tactics of the long-term goal.

The content of product planning includes product structure planning, product serialization planning, aircraft positioning planning, product length and width planning, product life cycle planning, etc.

工作概述

产品规划是一项复杂的工作，包含多方面的内容，主要有：

（1）市场与行业研究

产品规划人员研究与产品发展和市场开拓相关的各种信息，包括来自市场、销售渠道和内部的信息；研究用户提出或反馈的需求信息；研究竞争对手：研究产品市场定位；研究产品发展战略等。

（2）沟通

产品规划人员应及时与消费者以及公司内部的开发人员、管理人员、产品经理等保持良好的沟通，而且不仅仅在规划阶段，这种沟通要覆盖整个产品生命周期。

（3）数据收集与分析

产品规划工作中最基本也最重要的一项内容就是收集与产品规划相关的各类数据，并对这些数据进行科学的分析。

（4）提出产品发展的远景目标

产品规划工作的基本任务是提出产品发展的远景目标（Vision），并通过各种沟通渠道让公司内的相关人员熟悉和理解这个远景目标。

（5）建立长期的产品计划除了提出当前产品的远景目标外，产品规划人员还负责对产品的长期发展规划（如3到5年内的发展计划）进行设计和描述。

此外，产品规划工作还具有不受产品开发周期约束的特点。也就是说，产品规划上作通常会跨越整个产品开发周期，在产品开发周期的每个阶段中，产品规划人员的工作方式并没有明显的不同，他们会随时了解客户、市场、技术创新等情况，并根据内、外部的各种变化调整或完善产品规划。

产品规划三层次理论

美国学者提出了产品三层次理论，即任何一项产品从理论上都可以分解为三个层次：产品核心层、产品有形层和产品延伸层。

产品核心层次是一种解决问题的服务，即消费者真正购买或使用该产品的原因。

产品的核心层次要能帮助使用者解决最基本的问题。

产品的有形层则是将产品转化为有形实体或服务，一种看得见摸得着的产品层次。这一层次有五种特征：品质水平、产品特性、品牌名称、形式、包装。这是最直观，也是最能吸引使用者的一个层次。

产品延伸层则是指厂商能提供消费者在实体商品之外更多的服务与利益。例如：免费安装、检修服务等。这项观念使企业行销人员必须考虑得更多，提供超乎消费者预期的服务，给予完整的满足感，藉以提高消费者的满意度及再购率。

产品规划规划过程

产品规划的过程一般分为以下几个步骤

理解市场

环境分析（PEST分析）

市场分析

竞争分析

自身分析

SWOT分析

描述市场地图

业务设计评估

市场细分

明确细分市场目标

细分市场三维分析（WHO？WHAT？WHY？）

整理及归纳信息，输出细分市场描述表

组合分析

对可选细分市场进行SPAN分析

对可选细分市场进行FAN分析

结合目标进行组合分析

更新细分市场描述

制定业务策略及计划

初步假定细分市场的财务目标

进行差距分析

ANSOFF分析

综合技术生命周期分析、SWOT分析、$appeals分析、利润区分析等

更新细分市场的财务计划

制定细分市场的业务计划

整理及归纳相关信息

按业务计划6要素展开为业务计划

融合及优化业务计划

整合产品业务计划

对业务计划作出承诺

管理业务计划和评估绩效

定制任务书

确保业务计划的执行

根据业务计划评估表现

需要时对业务计划进行改变

产品规划结构规划

划分产品类别的标准可以有很多种，比如以价格，以性能，以外观等，可以就多项标准对产品进行分析，来多角度、系统性的规划产品结构。但将哪一项因素作为首要划分标准，对整个产品规划工作而言有起着举足轻重的导向性作用。

产品规划 

对于消费产品，一个以消费者为中心，以竞争为导向的划分标准其首要因素都应该是价格，其次才是性能外观等因素。

Overview of work

Product planning is a complex work, which includes many aspects, such as:

(1) Market and Industry Research

Product planners study various kinds of information related to product development and market development, including information from markets, sales channels and internal sources; demand information raised or feedback from users; competitors: product market positioning; product development strategy, etc.

(2) Communication

Product planners should maintain good communication with consumers, developers, managers and product managers within the company in a timely manner, and not only in the planning stage, but also in the whole product life cycle.

(3) Data collection and analysis

The most basic and important content of product planning is to collect and scientifically analyze all kinds of data related to product planning.

(4) Put forward the long-term goal of product development.

The basic task of product planning is to propose the vision of product development, and to familiarize and understand the vision through various communication channels.

(5) To establish a long-term product plan, product planners are responsible for designing and describing the long-term development plan of the product (such as the development plan within 3 to 5 years) in addition to presenting the long-term objectives of the current product.

In addition, product planning is not constrained by product development cycle. That is to say, product planning usually spans the whole product development cycle. In each stage of the product development cycle, the working methods of product planners are not obviously different. They will keep abreast of customers, markets, technological innovation, and adjust or improve product planning according to internal and external changes.

THREE-LEVEL THEORY OF PRODUCT PLANNING

American scholars put forward the three-level theory of product, that is, any product can be theoretically divided into three levels: product core layer, product tangible layer and product extension layer.

The core level of a product is a problem-solving service, that is, the reason why consumers actually buy or use the product.

The core level of the product should help users solve the most basic problems.

The tangible layer of a product is a visible and tangible product layer that transforms a product into a tangible entity or service. This level has five characteristics: quality level, product characteristics, brand name, form, packaging. This is the most intuitive and attractive level for users.

The product extension layer refers to the fact that manufacturers can provide consumers with more services and benefits than real goods. For example: free installation, maintenance services, etc. This concept makes enterprise marketing personnel have to consider more, provide services beyond consumer expectations, and give a complete sense of satisfaction, in order to improve consumer satisfaction and repurchase rate.

Product Planning Process

The process of product planning is generally divided into the following steps

Understanding the market

Environmental analysis (PEST analysis)

market analysis

Competition Analysis

Self-analysis

SWOT analysis

Descriptive market map

Business Design Assessment

Market Segmentation

Definitely Segmenting Market Targets

Three-dimensional Market Segmentation Analysis (WHO? WHAT? WHY?)

Collate and summarize information, output market segmentation description table

Combination analysis

SPAN Analysis of Optional Segmentation Markets

FAN Analysis of Optional Segmentation Markets

Combination analysis combined with target

Update Segmented Market Description

Developing Business Strategies and Plans

Preliminary assumptions on the financial objectives of market segments

Gap analysis

ANSOFF Analysis

Comprehensive technology life cycle analysis, SWOT analysis, $appeals analysis, profit zone analysis, etc.

Updating Financial Plans for Segmented Markets

Develop business plans for market segmentation

Organize and summarize relevant information

Develop into business plan according to six elements of business plan

Integration and optimization of business plans

Integration of Product Business Plans

Commitment to Business Plans

Managing Business Plans and Evaluating Performance

Customized task book

Ensure the implementation of business plan

Evaluate performance according to business plan

Change business plans as needed

Product Planning Structural Planning

There are many kinds of criteria to classify products, such as price, performance, appearance, etc. We can analyze products according to a number of criteria, and plan product structure systematically from multiple angles. However, which factor is the primary criterion plays a decisive guiding role in the whole product planning work.

Product Planning

For consumer products, the primary factor of a consumer-centered, competition-oriented division standard should be price, followed by performance and appearance.

第一，以价格为指标划分消费者类别是最具代表性的，一名消费者对性能外观的坚定远不如对价格的执着，如果他只肯花1000--1500元买一台吸油烟机，那么让他接受一台2500元的产品几乎是不可能的。但在价格因素相差不大的情况下，经促销员一推销，顾客可能一转念就会变买直吸为买侧吸。

第二，以价格为标准最能反映市场上产品的竞争态势，并可依此非常有指向性的确立如何应对市场竞争。比如发现市场上帅康、老板、方太中式烟机（不论直吸还是侧吸）的主销价格区间均在800—1500元之间，在这一区间每个品牌均密集分布了5款左右（以终端实际出样为准）的机型，而在这一区间能与之抗衡的产品很少，明显处于弱势，根据这一竞争态势，基本可以确定在这一价格区间内应提供与之款数相当的机型，然后再进一步研究各机型在技术性能上的竞争对策。

第三，产品的价格区间通常会保持一定的平稳性，不论性能外观发生了多少次改朝换代，其销售价格区间确总还是死咬位某个范围区间。

First, it is the most representative to classify consumers according to price. A consumer is far less firm about performance and appearance than on price. If he only spends 1000-1500 yuan to buy a lampblack machine, it is almost impossible for him to accept a 2500 yuan product. However, in the case of little difference in price factors, as soon as a salesman sells a product, the customer may change from direct purchase to side purchase.

Secondly, taking price as the standard can best reflect the competitive situation of products in the market, and according to this, we can establish how to deal with the market competition. For example, it is found that the main selling price range of Shuaikang, Boss and Fangtai Chinese-style cigarette machines (whether direct or side-smoking) in the market is between 800-1500 yuan. In this range, each brand has densely distributed about five models (based on the actual sample of the terminal). In this range, there are few products that can compete with them, and they are obviously in a weak position. According to this competitive situation, we can basically do so. It is determined that the number of models should be provided within this price range, and then the competitive strategies for technical performance of each model should be further studied.

Thirdly, the price range of products usually keeps a certain stability. No matter how many times the performance and appearance have been changed, the selling price range is always a certain range of dead bite.