Customer Rating: 
Summary: Product Management Book Review
Comment: Product Strategy for High technology Companies by Robert Cooper. I purchased the book with the intention of getting my professional certification in product management. The is extremely helpful in the area of product planning and development. It links the technology strategy of a company to its product platform development strategy down to its product line planning strategy. I like the way the book is structured, building up from vision to techniques. His case studies / examples (though not in depth)are very good in illustrating what he was trying to say.
Customer Rating:
Summary: very good - lots of examples
Comment: the Core Strategic Vision approach for determining strategy is interesting, and is a good framework to develop a realistic vision.
The boundaries test to determine whether your vision will deliver what you expect (it forces you to expect something!) is something companies can't forget.
And the vision of a set of product's as not only one offering, but as one containing a platform and its pre-planned offerings, with pricing strategy, is essential to get profits for a long time.
It is full with examples, specially from the software arena. Recommended.
Customer Rating:
Summary: Comprehensive coverage
Comment: This book offers a study of the strategic options for high tech firms. The coverage is wide and detailed. This is a great book.
Customer Rating: 
Summary: A first approach to Product Strategy
Comment: A big number of business examples, and good explanation of concepts. A deeper vision could be found in another books about this subject, so in my oppinion this book could be a good starting point, not recomended for advanced IT product managers.
Customer Rating:
Summary: targeted for core products at large companies
Comment: I love this book: the concept of a "vector" for product
development is a terrific way to think about competition.
IMHO, this book is a must-read for all product managers,
product marketers and people involved in strategic decisions,
i.e. all senior executives.That said, speaking as a five-time startup engineer, the advice
and examples in this book seem geared towards the core product
lines in larger companies, where you can credibly talk about
"two years from now" as opposed to wondering if you'll even be
in business, which is also the problem for new product lines at
large companies. The experience for the book comes from the
PRTM consulting firm, which was made famous for their work with
parallel product development at Intel. We hired them in the
early days at Inktomi, and found mixed success with their
process because we were terrified of immediate failure, and
they wanted to talk about version 3. Obviously, there's a
successful middle ground because Inktomi was a huge success in
the short term, but ultimately lost its strategic direction.
