產品經理培訓課件(-54張)

1、HPFY99wholesalerdirectionPartone:ProductManagerParttwo:ChannelSalesPartthree:Channelevolutionin1999PartfourReviewtoolsPartfiveBFTintroductionHPFY99wholesalerdirectionPartoPart 1如何成為成功的產品經理Product ManagerPart 1如何成為成功的產品經理產品經理培訓產品經理做什么市場開發(fā)的產品專家使運做成本最小化專注產品線與產品分類產品價值的創(chuàng)造者固定的基本薪水訂購可銷售的產品創(chuàng)造市場拉力銷售經理做什么渠道開發(fā)

2、的銷售專家使利潤最大化專注于客戶產品價值的提升與傳遞傭金薪水銷售我們所擁有的產品加強市場推力產品經理培訓產品經理做什么銷售經理做什么A Successful PMIn-depth product and market knowledge- market survey & research, customer study- channel needs & segment developmentFocused market development efforts with balanced PL result- clear segment identification- successful pr

3、oduct category management- time to marketOperational efficiency and advancement- forecast and review, readiness and accuracy of operational data- product plan at different stage of the life cycle- competitor analysis- work with HP in leading the change- value added selling modelA Successful PMIn-dep

4、th producWhat 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 m

5、anagementsell through managementWhat should a PM do?Business Measurement for the Product ManagerBusiness Managementknowledge about market, competition, channelapply different strategies to develop the marketeffective use of marketing foundcoverage and segment developmentProduct ManagementPL quota ac

6、hievementsforecast accuracy, operating cost analysis, inventory turnsproduct scrap cost, fire-sale costsell through analysis, TAT, out-of-stock ratioindustrial ratio, vendor and market growth rateMeasurement for the Product MaProduct Management OverviewPM has not been given adequate focusMany has no

7、t receive the right level of leadership from the wholesalers management teamExample: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?Conclusion: today, most P

8、M are on their own, do not have a process of communication or escalation and spend 90% of their time adjusting prices.Product Management OverviewPM Top Priorities for Product ManagersBasics for PM:strengthen understanding of market & industry dynamicsunderstand your companys competitiveness and posi

9、tion within the internal competition and external competitionunderstand your sales teams deployment and their local environmentsetup processes of communication, price request/approval3 important areas of thinking:understanding your companys competitive position in the complex competitive environment

10、 by breaking it down to specificsunderstanding whether your company has a stable business and if they are stableunderstand how you can grow your businessTop Priorities for Product ManMarket dynamics affecting product management : Benchmarking the right thingPM has traditionally been internally focus

11、edmy 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 quickly move out to handle the external environmentAm I selling more efficient than w/s X?where

12、 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?Market dynamics affecting prod Understanding your companys competitive pos

13、ition in the complex competitive environment by breaking it down to specifics Understanding your companyPart 2 如何做成功的渠道銷售員Channel SalesPart 2 如何做成功的渠道銷售員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情人利潤中心放棄對象利潤中心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情人利潤中渠道分類付款好壞價格高低利潤中心放棄

14、對象情人利潤中心放棄對象Level1Level2Level3Level2渠道分類付款好壞價格高低利潤中心放棄對象情人利潤中心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競爭趨勢高低市場容量大利潤率小ProfitNon-Profi競爭趨勢高低訂貨額大小價格競爭趨勢高低訂貨額大小價格渠道銷售員任務將公司所經營的產品，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

15、道銷售員任務將公司所經營的產品，以合理的價格，Willia渠道銷售之角色資訊專員(Consultant)今后代理的發(fā)展業(yè)務方向長期合作市場預測代理和產品 月度。季。年度銷售工作工作總結代理和產品 月度。季。年度 市場代理商支持技術 。市場 。銷售案例 ，廣告交流和聯系產品信息公司方向和存在問提渠道的開發(fā)(VAR, Dealer or retailer渠道銷售之角色資訊專員(Consultant)渠道銷售之角色consultantForecastWin WinDirectionlong relationtrustCompany order /shipmentinventory managemen

16、tFinancial PlanSellProfit /lostrevenueReviewGain experienceknow what happen and plan actionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketing info.Recruiting New BusinessMarket share.渠道銷售之角色consultantForecastWDire代理商需求關心程度低關心內容代理商需求關心程度低關心內容分銷商銷售員技巧Industrial KnowledgeProduct

17、s KnowledgeMarket Trend Competition Company and CustomerRelation managementPlanning分銷商銷售員技巧Industrial Knowledge分銷銷售員技巧Company ImageCompany GrowthProductsPriceAvailabilityRelationPlanningTechIndustrial KnowledgeRelationshipNegotiationProducts.Market trendCustomer &Company分銷銷售員技巧Company ImageCompaPlan

18、ning 定單付款和欠款代理商召募Planning 定單Planning定單 付款和欠款代理商招募Planning定單 Planning (A/R) Planning (A/R) Planning (Recruitment)Products : Vectra PC , 6L LaserJet Time: July.20Start : Aug.1 End : Oct. 30Target : 6 L : 720 PC : 950 數量質量產品Planning (Recruitment)ProductsPart 3Channel EvolutionPart 3Supply chain links t

19、oday and tomorrow Key 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 m

20、anage these relationshipSupply chain links today and tHow will the distribution landscape change?Low-margin, the need to drive cost down.Shorten the supply chain, eliminate middle-tier, go to last-tie, go direct I.e. Dell.Reduce inventory movementstandardize on key modelsMinimal/no stockingPay where

21、 distributor add value Offer different values to different types of customer(new first time buyer, experience buyer, repeat buyer)Provide more servicesHow will the distribution landTop priorities for wholesalersNo more margins, fair ground competitionmay totally eliminate any advantage a w/s previou

22、s have or may sudden make another w/s super-competitive.Large scale distributor fall-out likely.entry of new international, regional player will speed up.New elements of competition2nd-tie networkgeographic coveragecost-efficient infrastructurewell align, well balancestrong execution & implementatio

23、ncalibre of peoplecollaborative relationshipTop priorities for wholesalersAre you really in the distribution business?How do you measure cost & profit?The cost of distribution is a rather complex as it contain many variable and componentsEvery w/s has different weight on individual elementToday, few

24、 w/s actually work towards an industry benchmarkEfficient and eliminating fats in a cost structure is the first step to better profitability.To understand which element is within control and which is not.Are you really in the distribuAre you really in the distribution business?Do you have the right

25、type of partners?How do you know you if you can resolve an internal price issue or be profitable?Understand who are their 2nd-tie by typestake # of last-tie vs 2nd-ties/sub-distributionif vol of last-tie vs 2nd-tie/sub-d over the last 3months is less than 50% of your total business, them bother, you

26、 maybe in troubleGo for the last-tieMove out from sub-distributionAre you really in the distribuAre you really in the distribution business?Are you a distribution or corporate logistic company? How much of your business is aligned to competition in the distribution area?Understand who are their 2nd-

27、tie by types and the volume.Take # of resellers that your do bit deal fulfillment vs those you sell to who sell to SME customers.Measure Vol of fulfillment vs own distribution .If Vol of fulfillment over the last 3 months is more than 50% of your total business, them bother, you maybe in trouble.On

28、these volume that you fulfill, what value do you add? Do you do simple hardware solution configurations? Do you do software optimization? Do you offer attractive bundles? If you do not, you are indeed in trouble.Are you really in the distribuAre you really in the distribution business?Where are you

29、selling in?understand who are their 2nd-tie by types and the volume and where they are in.take # 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

30、 cities your homeground?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?Geographic coverage is vital in any battleAre you really in the distribuAre you really in the di

31、stribution business?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 the business 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 wi

32、th 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 profitable.You need be competitive but working on a deal by deal basis do not make good business sense.Structure your relationshipReward them because they make you profitable and

33、you provide them good support and reasonable pricing by NOT because they “buy” from you.Are you really in the distribuAre you really in the distribution business?Understanding supply & demandHP manages supply and demand at a country leveloverall market share goals based on profitability, competitive

34、 terms general seasonalitypredictable disruptionssell-thru / inventory levelvery soon. . . We will get in down to geo regions and weeks-window.Supply and demand are bare basic, bare essential in the management of product pricing.You need to factor in probably a similar set of factors toset the frame

35、work for pricing and break it down by geography.You need to understand you capacity vs capability.Are you really in the distribuPlanning for growth, where do you look?SME segment and business opportunity.For many w/s , you need to move out from the dependencies of the corporate big deal from CARs.Cr

36、eative ways to tap into SME business.Expand geographyWe have planning to find a way to support sales into 30-50 cities by mid-1999, how many cities can you participate in? how do you support these?Competitors channel is exposecompetitors do have better local geographic coverage vs HP in small cities

37、 today.But many w/s still depend heavily on sub-distribution, not many are ahead in this race.There are still huge room for us to regain competitiveness.Increase productivity and efficiencycategorize partners, business.E-commerceTele-salesNew supply chain modelIncrease service levelPlanning for grow

38、th, where do Building up trust, work together in the HP circleAgree on basic principlesBe open, always believe, trust and liston to your partner firstCompete thru differentiation but leave the general environment intact for the nextVerify any speculation with the relevant party.Net workAddress diffi

39、cult 2nd-tiersjoin forces on marketing event at city levelMake time for people development not just to address price issueEnsure a minimal level of leisure activity, have some funBuilding up trust, work togethPart 4Review ToolsPart 4Review and Rate your SituationCityNet SalesGross Margin# of 2nd-tie

40、rsProfitable 2T / % SalesBreakeven 2T / % SalesLost 2T / % SalesScore BJSHACDGZReview and Rate your SituationRectifying the situationCitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProf

41、itMaintainVolumeMaintainMaintainMaintainRectifying the situationCitySaABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesLessons Learnt.How many 2nd-Tiers stick with you during the price war ?What were your priorities ? Did you sacrifice volume wit

42、h profit or profit with volume ?Right partners = Win-Win Partners = Profitable partnersHigher volume / Higher ProfitSub-Distributor is not the only way to maintain your volume run-rate. Base volume generated by last-tier usually is more stable and predictableRe-qualify and manage your customer profi

43、tability= ABDECGross MarginResellersIncrRelooking at Reseller RelationshipsFix your distribution strategy, dont go backwards I.e. sub-distributionProfitability is key, measurement, tracking down to each reseller is critical to decision making.Pick your partners, chose those that help you get closer

44、to the customer. I.e. “the closer the better”.Protect your members, offer programs, tracks to ONLY those who has commitment.Marketing capability with regular refresh at wholesaler level is key to maintaining a energised relationship.ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or

45、dropBreakevenNet MarginCost of SalesRelooking at Reseller RelationDistributor CompetitivenessCompetitivness at its best is the ability to survive with low margins. Therefore Competitiveness = Highest efficiency. It is measured by the return you get vs your investment. In todays saturated and competi

46、tive environment, it is difficult to yield high return with low investment. It is almost impossible. But it is too easy to yield low efficiency with high investment. Wastage is the Biggest issue for most distributors. Many do not maximise their resources.Many distributors have low-efficiency because

47、 they do not have the right measures at each components. You cannot look at just the final margin.Customer yield need to be set and measured by segments I.e. VARs, Traditional Resellers, SI, Sub-DistGrey margin is unstable and should not be used as a regular component for margin calculationCustomer

48、Gross MarginsCustomer Net MarginsMarketingSales LogisticsInventoryTransactionFinancingCost to serveGrey MarginsDistributor CompetitivenessComCapacity vs CapabilityIn the business of distribution, opportunity is often mis-interpreted as my capability is more than my capacitycapacity1M1M5M4McapabilityCapacity vs CapabilityIn the bPart 5BFT(Business Fundamental Table)Part 5BFT產品經理培訓課件(-54張)Joint Wholesaler Business Fundamental Table Joint Wholesaler