產(chǎn)品經(jīng)理HP產(chǎn)品經(jīng)理培訓(xùn)

HP

FY99

wholesaler

directionPart

one:Product

ManagerPart

two:Channel

SalesPart

three:Channel

evolution

in

1999Part

fourReview

toolsPart

fiveBFT

introductionPart

1如何成為成功的產(chǎn)品經(jīng)理Product

Manager產(chǎn)品經(jīng)理培訓(xùn)n

產(chǎn)品經(jīng)理做什么市場開發(fā)的產(chǎn)品專家使運(yùn)做成本最小化專注產(chǎn)品線與產(chǎn)品分類產(chǎn)品價值的創(chuàng)造者固定的基本薪水訂購可銷售的產(chǎn)品創(chuàng)造市場拉力n

銷售經(jīng)理做什么渠道開發(fā)的銷售專家使利潤最大化專注于客戶產(chǎn)品價值的提升與傳遞傭金薪水銷售我們所擁有的產(chǎn)品加強(qiáng)市場推力A

Successful

PMIn-depth

product

and

market

knowledgemarket

survey

&

research,

customer

studychannel

needs

&

segment

developmentFocused

market

development

efforts

with

balanced

PL

resultclear

segment

identificationsuccessful

product

category

managementtime

to

marketOperational

efficiency

and

advancementforecast

and

review,

readiness

and

accuracy

of

operational

dataproduct

plan

at

different

stage

of

the

life

cyclecompetitor

analysiswork

with

HP

in

leading

the

changevalue

added

selling

modelWhat

should

a

PM

do?Business

Managementunderstand

“customer”

needssupply

chain

managementgenerate

the

demandunderstand

the

environment

&

situationproactively

refrain

the

competitorsProduct

Managementproduct

line

and

product

category

managementinventory

planning

and

managementproduct

cycle

managementsell

through

managementMeasurement

for

the

Product

ManagerBusiness

Managementknowledge

about

market,

competition,

channelapplydifferent

strategiesto

develop

themarketeffective

use

of

marketing

foundcoverage

and

segment

developmentProduct

ManagementPL

quotaachievementsforecast

accuracy,

operating

cost

analysis,

inventory

turnsproduct

scrap

cost,

fire-sale

costsell

through

analysis,

TAT,

out-of-stock

ratioindustrial

ratio,

vendor

and

market

growth

rateProduct

Management

Overviewn

PM

has

not

been

given

adequate

focusn

Many

has

not

receive

the

right

level

of

leadership

from

thewholesaler’s

management

teamn

Example:Is

it

good

for

a

PM

to

be

a

Portfolio

manager?What

do

a

PM

do

after

a

price

is

set?What

reporting

do

they

monitor?What

are

their

indictors?How

do

they

get

confirmation?Who

are

their

advisors?n

Conclusion:

today,

most

PM

are

on

their

own,

do

not

have

a

process

ofcommunication

or

escalation

and

spend

90%

of

their

time

adjustingprices.Top

Priorities

for

Product

ManagersBasics

for

PM:n

strengthen

understanding

of

market

&

industry

dynamicsn

understand

your

company’s

competitiveness

and

position

within

the

internalcompetition

and

external

competitionn

understand

your

sales

team’s

deployment

and

their

local

environmentn

setup

processes

of

communication,

price

request/approval3

important

areas

of

thinking:n

understanding

your

company’s

competitive

position

in

the

complex

competitiveenvironment

by

breaking

it

down

to

specificsn

understanding

whether

your

company

has

a

stable

business

and

if

they

are

stablen

understand

how

you

can

grow

your

businessMarket

dynamics

affecting

product

management

:Benchmarking

the

right

thingPM

has

traditionally

been

internally

focusedmy

competition

is

net

DELL,

it

is

w/s

Xwholesaler

X

is

selling

lower

priceI

am

better

than

w/s

X

because

I

have

a

bigger

office

setup

in

that

cityToday,

PM

need

to

calibrate

the

internal

environment

and

quicklymove

out

to

handle

the

external

environmentAm

I

selling

more

efficient

than

w/s

X?where

do

we

compete

and

where

should

we

hold

the

line?

What

are

the

competitive

advantage

that

the

average

w/s

has

in

the

region,industry?Is

my

network

stronger

than

the

average

w/s

in

the

industry?What

are

the

KSF

in

the

industry?Understanding

yourcompany’s

competitiveposition

in

the

complexcompetitive

environment

bybreaking

it

down

to

specificsPart

2如何做成功的渠道銷售員Channel

Sales渠道分類付款好壞定貨量大小潛在問題營業(yè)額中心放棄對象明日之星渠道分類價格高低定貨量大小利潤中心放棄對象放棄對象利潤中心放棄對象

情人利潤中心渠道分類付款好壞價格高低利潤中心情人利潤中心Level1Level2Level3Level2放棄對象放棄對象公司定位營業(yè)額高低利潤率高走向消失系統(tǒng)集成商分銷商很少存在個別廠商競爭趨勢高低市場容量大利潤率競爭小ProfitNon-ProfitcompetitionProfit競爭趨勢高低訂貨額大小價格渠道銷售員任務(wù)將公司所經(jīng)營的產(chǎn)品，以合理的價格，最大限度地銷售給你的客戶，并使你

的客戶能從中獲取最大受益.William

Lee<渠道策略和方向>渠道銷售之角色n

資訊專員(Consultant)今后代理的發(fā)展業(yè)務(wù)方向長期合作n

市場預(yù)測代理和產(chǎn)品月度。季。年度n

銷售工作n

工作總結(jié)代理和產(chǎn)品月度。季。年度市場n

代理商支持–

技術(shù)。市場。銷售案例，廣告n

交流和聯(lián)系產(chǎn)品信息公司方向和存在問提n

渠道的開發(fā)–

(VAR,

Dealer

or

retailer渠道銷售之角色consultantForecastWinWinDirectionlong

relationtrustCompany

order

/shipmentinventory

managementFinancial

PlanSellProfit

/lostrevenueReviewGain

experienceknow

what

happen

and

plan

actionsupportingloyaltyorderCommunicationRecruitingUnderstandingRelationproducts/marketing

info.New

BusinessMarket

share.代理商需求關(guān)心程度低關(guān)心內(nèi)容分銷商銷售員技巧n

Industrial

Knowledgen

Products

Knowledgen

Market

Trendn

Competitionn

Companyand

Customern

Relation

managementn

Planning分銷銷售員技巧Company

GrowthCompany

ImageProductsPriceAvailabilityPlanningTechRelationIndustrial

KnowledgeRelationshipNegotiationProducts.Market

trendCustomer

&CompanyPlanningn

定單n

付款和欠款n

代理商召募Planningn

定單n

付款和欠款n

代理商招募Planning

(A/R)Planning

(Recruitment)Products

:

Vectra

PC

,

6L

LaserJetTime:July.20Start

:Aug.1End

:Oct.

30Target

:6

L

:

720PC

:

950數(shù)量質(zhì)量產(chǎn)品Part

3Channel

EvolutionSupply

chain

links

today

and

tomorrowKey

Elements

in

former

supply

chain

modelReliability

of

importerscost

of

importation

vs

riskstability

of

logisticsshipment

capacityVAT

receiptinvest

in

relationship

buildingpreparing

funds

to

handle

mishapblackmarket

foreign

currency

exchange

rateuse

the

best

people

to

handle

and

manage

these

relationshipHow

will

the

distribution

landscape

change?n

Low-margin,

the

need

to

drive

cost

down.n

Shorten

the

supply

chain,

eliminate

middle-tier,

go

to

last-tie,

gdirect

I.e.

Dell.n

Reduce

inventory

movement

n

standardize

on

key

modelsn

Minimal/no

stockingn

Pay

where

distributor

add

valuen

Offer

different

values

to

different

types

of

customer(new

first

tibuyer,

experience

buyer,

repeat

buyer)n

Provide

more

servicesTop

priorities

for

wholesalersn

No

more

margins,

fair

ground

competition

may

totally

eliminate

any

advantage

a

w/s

previous

have

or

may

suddenmake

another

w/s

super-competitive.Large

scale

distributor

fall-out

likely.entry

of

new

international,

regional

player

will

speed

up.n

New

elements

of

competition2nd-tie

networkgeographic

coveragecost-efficient

infrastructurewell

align,

well

balancestrong

execution

&

implementationcalibre

of

peoplecollaborative

relationshipAre

you

really

in

the

distribution

businesHow

do

you

measure

cost

&

profit?n

The

cost

of

distribution

is

a

rather

complex

as

itcontain

many

variable

and

componentsn

Every

w/s

has

different

weight

on

individual

elementn

Today,

few

w/s

actually

work

towards

an

industrybenchmarkn

Efficient

and

eliminating

fats

in

a

cost

structure

isfirst

step

to

better

profitability.n

To

understand

which

element

is

within

control

andwhich

is

not.Are

you

really

in

the

distribution

business?Do

you

have

the

right

type

of

partners?n

How

do

you

know

you

if

you

can

resolve

an

internal

price

issue

orbe

profitable?Understand

whoaretheir

2nd-tie

by

typestake

#

of

last-tie

vs

2nd-ties/sub-distribution

if

vol

oflast-tie

vs

2nd-tie/sub-d

over

the

last

3months

is

less

thaof

your

total

business,

them

bother,

you

maybe

in

troublen

Go

for

the

last-tien

Move

out

from

sub-distributionAre

you

really

in

the

distribution

business?Are

you

a

distribution

or

corporate

logistic

compan

How

much

of

your

business

is

aligned

to

competition

in

thedistribution

area?Understand

who

are

their

2nd-tie

by

types

and

thevolume.

Take

#

of

resellers

that

your

do

bit

deal

fulfillment

vs

those

you

sewho

sell

to

SMEcustomers.MeasureVol

of

fulfillment

vs

own

distribution

.

If

Vol

of

fulfillment

over

the

last

3

months

is

more

than

50%

of

yourtotal

business,

them

bother,

you

maybe

in

trouble.

Onthese

volume

that

you

fulfill,

what

value

do

you

add?

Do

you

dosimple

hardware

solution

configurations?

Do

you

do

softwareoptimization?

Do

you

offer

attractive

bundles?

If

you

do

not,

you

areindeed

in

trouble.Are

you

really

in

the

distribution

businesn

Where

are

you

selling

in?understand

who

are

their

2nd-tie

by

types

and

the

volume

and

where

they

are

itake

#

of

resellers

that

you

have.How

many

are

repeat

customers?Take

the

volume

of

number

of

repeat

customers.Distribute

them

into

number

of

cities.

If

more

than

50%

or

more

are

in

only

3

major

cities,

are

these

cities

yourhomeground?If

not,

you

do

not

have

enough

geographic

coverage.How

many

cities

do

you

cover

consistently

every

month.Do

you

have

the

right

resources

and

systems

to

maintain

these

geo

business?n

Geographic

coverage

is

vital

in

any

battleAre

you

really

in

the

distribution

businesn

Do

you

do

deals

or

do

you

put

in

programs?

Understand

who

are

their

2nd-tie

by

types,

the

volume,

where

they

are

in

and

thebusiness

relationship

you

have

with

them.Take

#

of

resellers

that

you

have.How

many

are

repeat

customer?How

many

of

them

have

a

business

agreement/program

with

you?How

many

are

on

a

deal-by-deal

basis?If

more

than

50%

of

your

business

are

on

a

deal

by

deal

basis,

you

maybe

not

profita

You

need

be

competitive

but

working

on

a

deal

by

deal

basis

do

not

make

good

businessense.n

Structure

your

relationshipn

Reward

them

because

they

make

you

profitable

and

you

provide

them

goodsupport

and

reasonable

pricing

by

NOT

because

they“buy”

from

you.Are

you

really

in

the

distribution

businesUnderstanding

supply

&

demandn

HP

manages

supply

and

demand

at

a

country

leveloverall

market

share

goals

based

on

profitability,

competitive

termsgeneral

seasonalitypredictable

disruptionssell-thru

/

inventory

levelvery

soon.

.

.

We

will

get

in

down

to

geo

regions

and

weeks-window.n

Supply

and

demand

are

bare

basic,

bare

essential

in

themanagement

of

product

pricing.n

You

need

to

factor

in

probably

a

similar

set

of

factors

toset

theframework

for

pricing

and

break

it

down

by

geography.n

You

need

to

understand

you

capacity

vs

capability.Planning

for

growth,

where

do

you

look?n

SME

segment

and

business

opportunity.

For

many

w/s

,

you

need

to

move

out

from

the

dependencies

of

the

corporate

big

defrom

CARs.Creative

ways

to

tap

into

SME

business.n

Expand

geography–

We

have

planning

to

find

a

way

to

support

sales

into

30-50

cities

by

mid-1999,

hmany

cities

can

you

participate

in?

how

do

you

support

these?n

Competitor’s

channel

is

exposecompetitors

do

have

better

local

geographic

coverage

vs

HP

in

small

cities

todaBut

many

w/s

still

depend

heavily

on

sub-distribution,

not

many

are

ahead

in

thThere

are

still

huge

room

for

us

to

regain

competitiveness.n

Increase

productivity

and

efficiencycategorize

partners,

business.E-commerceTele-salesNew

supply

chain

modeln

Increase

service

levelBuilding

up

trust,

work

together

in

the

HP

circlen

Agree

on

basic

principlesn

Be

open,

always

believe,

trust

and

liston

to

your

partner

firstn

Compete

thru

differentiation

but

leave

the

general

environmentintact

for

the

nextn

Verify

any

speculation

with

the

relevant

party.\n

Net

workn

Address

difficult

2nd-tiersn

join

forces

on

marketing

event

at

city

leveln

Make

time

for

people

development

not

just

to

address

price

issuen

Ensureaminimal

levelof

leisure

activity,

have

some

funPart

4Review

ToolsReview

and

Rate

your

SituationCityNet

SalesGross

Margin#

of

2nd-tiersProfitable

2T

/

%

SalesBreakeven

2T

/

%

SalesLost

2T

/

%

SalesScoreBJSHACDGZRectifying

the

situationCitySales

ObjectiveGross

Margin

TargetVolume

TargetChannel

SupportResourcesChannel

DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintainBDECGrossMarginResellersIncrease

PenetrationRenegotiate

terms

or

dropBreakeven

ANet

MarginCost

of

SalesLessons

Learnt….n

How

many

2nd-Tiers

stick

with

you

during

the

price

war?n

What

were

your

priorities

?

Did

you

sacrifice

volumewith

profit

or

profit

with

volume

?n

Right

partners

=

Win-Win

Partners

=

Profitable

partnersn

Sub-Distributor

is

not

the

only

way

to

maintain

yourvolume

run-rate.

Base

volume

generated

by

last-tierusually

is

more

stable

and

predictablen

Re-qualify

and

manage

your

customer

profitabilityn

Higher

volume

/=Higher

ProfitRelooking

at

Reseller

RelationshipFix

your

distribution

strategy,

don’t

gobackwards

I.e.

sub-distributionPick

your

partners,

chose

those

that

help

you

getcloser

to

the

customer.

I.e.

“the

closer

the

better”Protect

your

members,

offer

programs,

tracks

toONLY

those

who

has

commitment.Marketing

capability

with

regular

refresh

atwholesaler

level

is

key

to

maintaining

aenergised

relationship.BDECGrossMarginResellersIncrease

PenetrationRenegotiate

terms

or

dropBreakeven

AProfitability

is

key,

measurement,

tracking

downto

each

reseller

is