One of the challenges of being a product manager is that it’s sometimes difficult to read between the lines of what your (potential) customers want in order to determine what they actually need. This article explains how to identify and differentiate between needs, features and benefits.

I’ve just kicked off another project through my firm, Product People Limited. With the inevitable flurry of project start-up activity, a couple of basic tasks have reminded me how important it is for product managers to be flexible, whenever possible.

Business networking used to hold about as much appeal for me as speed-dating with alligators. It was only later that I came to tolerate it, even enjoy it, but only after I learned to think about it differently. If the prospect of a room of people at an event fills you with dread, read on, this may help.

Now that I’ve started up a product management consultancy, I’ve found myself having to explain a bit more often than before what a product manager actually is. There are, of course, eminently more articulate and relevant descriptions available of what being a product manager means. But as it’s a Monday, and we’re all need more frivolity in our lives, I’ve come to the conclusion that product managers would make excellent dinner guests. Here’s why: