《HP产品经理培训》PPT课件.ppt

HPFY99wholesalerdirection Partone ProductManagerParttwo ChannelSalesPartthree Channelevolutionin1999PartfourReviewtoolsPartfiveBFTintroduction Part1 如何成为成功的产品经理ProductManager 产品经理培训 产品经理做什么市场开发的产品专家使运做成本最小化专注产品线与产品分类产品价值的创造者固定的基本薪水订购可销售的产品创造市场拉力 销售经理做什么渠道开发的销售专家使利润最大化专注于客户产品价值的提升与传递佣金薪水销售我们所拥有的产品加强市场推力 ASuccessfulPM In depthproductandmarketknowledge marketsurvey research customerstudy channelneeds segmentdevelopmentFocusedmarketdevelopmenteffortswithbalancedPLresult clearsegmentidentification successfulproductcategorymanagement timetomarketOperationalefficiencyandadvancement forecastandreview readinessandaccuracyofoperationaldata productplanatdifferentstageofthelifecycle competitoranalysis workwithHPinleadingthechange valueaddedsellingmodel WhatshouldaPMdo BusinessManagementunderstand customer needssupplychainmanagementgeneratethedemandunderstandtheenvironment situationproactivelyrefrainthecompetitorsProductManagementproductlineandproductcategorymanagementinventoryplanningandmanagementproductcyclemanagementsellthroughmanagement MeasurementfortheProductManager BusinessManagementknowledgeaboutmarket competition channelapplydifferentstrategiestodevelopthemarketeffectiveuseofmarketingfoundcoverageandsegmentdevelopmentProductManagementPLquotaachievementsforecastaccuracy operatingcostanalysis inventoryturnsproductscrapcost fire salecostsellthroughanalysis TAT out of stockratioindustrialratio vendorandmarketgrowthrate ProductManagementOverview PMhasnotbeengivenadequatefocusManyhasnotreceivetherightlevelofleadershipfromthewholesaler smanagementteamExample IsitgoodforaPMtobeaPortfoliomanager WhatdoaPMdoafterapriceisset Whatreportingdotheymonitor Whataretheirindictors Howdotheygetconfirmation Whoaretheiradvisors Conclusion today mostPMareontheirown donothaveaprocessofcommunicationorescalationandspend90 oftheirtimeadjustingprices TopPrioritiesforProductManagers BasicsforPM strengthenunderstandingofmarket industrydynamicsunderstandyourcompany scompetitivenessandpositionwithintheinternalcompetitionandexternalcompetitionunderstandyoursalesteam sdeploymentandtheirlocalenvironmentsetupprocessesofcommunication pricerequest approval3importantareasofthinking understandingyourcompany scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecificsunderstandingwhetheryourcompanyhasastablebusinessandiftheyarestableunderstandhowyoucangrowyourbusiness Marketdynamicsaffectingproductmanagement Benchmarkingtherightthing PMhastraditionallybeeninternallyfocusedmycompetitionisnetDELL itisw sXwholesalerXissellinglowerpriceIambetterthanw sXbecauseIhaveabiggerofficesetupinthatcityToday PMneedtocalibratetheinternalenvironmentandquicklymoveouttohandletheexternalenvironmentAmIsellingmoreefficientthanw sX wheredowecompeteandwhereshouldweholdtheline Whatarethecompetitiveadvantagethattheaveragew shasintheregion industry Ismynetworkstrongerthantheaveragew sintheindustry WhataretheKSFintheindustry Understandingyourcompany scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecifics Part2 如何做成功的渠道销售员ChannelSales 渠道分类 付款 好 坏 定货量 大 小 潜在问题 营业额中心 放弃对象 明日之星 渠道分类 价格 高 低 定货量 大 小 利润中心 放弃对象 放弃对象 情人 利润中心 放弃对象 利润中心 渠道分类 付款 好 坏 价格 高 低 利润中心 放弃对象 情人 利润中心 放弃对象 Level1 Level2 Level3 Level2 公司定位 营业额 高 低 利润率 高 走向消失 系统集成商 分销商 很少存在个别厂商 竞争趋势 高 低 市场容量 大 利润率竞争 小 Profit Non Profit competition Profit 竞争趋势 高 低 订货额 大 小 价格 渠道销售员任务 将公司所经营的产品 以合理的价格 最大限度地销售给你的客户 并使你的客户能从中获取最大受益 WilliamLee 渠道销售之角色 资讯专员 Consultant 今后代理的发展业务方向长期合作市场预测代理和产品月度 季 年度销售工作工作总结代理和产品月度 季 年度市场代理商支持技术 市场 销售案例 广告交流和联系产品信息公司方向和存在问提渠道的开发 VAR Dealerorretailer 渠道销售之角色 consultant Forecast WinWin Directionlongrelationtrust Companyorder shipmentinventorymanagementFinancialPlan Sell Profit lostrevenue Review Gainexperienceknowwhathappenandplanaction supporting loyaltyorder Communication UnderstandingRelationproducts marketinginfo Recruiting NewBusinessMarketshare 代理商需求 关心程度 低 关心内容 分销商销售员技巧 IndustrialKnowledgeProductsKnowledgeMarketTrendCompetitionCompanyandCustomerRelationmanagementPlanning 分销销售员技巧 CompanyImage CompanyGrowth Products Price Availability Relation Planning Tech IndustrialKnowledge Relationship Negotiation Products Markettrend Customer Company Planning 定单付款和欠款代理商召募 Planning 定单付款和欠款代理商招募 Planning A R Planning Recruitment Products VectraPC 6LLaserJetTime July 20Start Aug 1End Oct 30Target 6L 720PC 950 Part3 ChannelEvolution Supplychainlinkstodayandtomorrow KeyElementsinformersupplychainmodelReliabilityofimporterscostofimportationvsriskstabilityoflogisticsshipmentcapacityVATreceiptinvestinrelationshipbuildingpreparingfundstohandlemishapblackmarketforeigncurrencyexchangerateusethebestpeopletohandleandmanagetheserelationship Howwillthedistributionlandscapechange Low margin theneedtodrivecostdown Shortenthesupplychain eliminatemiddle tier gotolast tie godirectI e Dell ReduceinventorymovementstandardizeonkeymodelsMinimal nostockingPaywheredistributoraddvalueOfferdifferentvaluestodifferenttypesofcustomer newfirsttimebuyer experiencebuyer repeatbuyer Providemoreservices Topprioritiesforwholesalers Nomoremargins fairgroundcompetitionmaytotallyeliminateanyadvantageaw sprevioushaveormaysuddenmakeanotherw ssuper competitive Largescaledistributorfall outlikely entryofnewinternational regionalplayerwillspeedup Newelementsofcompetition2nd tienetworkgeographiccoveragecost efficientinfrastructurewellalign wellbalancestrongexecution implementationcalibreofpeoplecollaborativerelationship Areyoureallyinthedistributionbusiness Howdoyoumeasurecost profit ThecostofdistributionisarathercomplexasitcontainmanyvariableandcomponentsEveryw shasdifferentweightonindividualelementToday feww sactuallyworktowardsanindustrybenchmarkEfficientandeliminatingfatsinacoststructureisthefirststeptobetterprofitability Tounderstandwhichelementiswithincontrolandwhichisnot Areyoureallyinthedistributionbusiness Doyouhavetherighttypeofpartners Howdoyouknowyouifyoucanresolveaninternalpriceissueorbeprofitable Understandwhoaretheir2nd tiebytypestake oflast tievs2nd ties sub distributionifvoloflast tievs2nd tie sub doverthelast3monthsislessthan50 ofyourtotalbusiness thembother youmaybeintroubleGoforthelast tieMoveoutfromsub distribution Areyoureallyinthedistributionbusiness Areyouadistributionorcorporatelogisticcompany Howmuchofyourbusinessisalignedtocompetitioninthedistributionarea Understandwhoaretheir2nd tiebytypesandthevolume Take ofresellersthatyourdobitdealfulfillmentvsthoseyouselltowhoselltoSMEcustomers MeasureVoloffulfillmentvsowndistribution IfVoloffulfillmentoverthelast3monthsismorethan50 ofyourtotalbusiness thembother youmaybeintrouble Onthesevolumethatyoufulfill whatvaluedoyouadd Doyoudosimplehardwaresolutionconfigurations Doyoudosoftwareoptimization Doyouofferattractivebundles Ifyoudonot youareindeedintrouble Areyoureallyinthedistributionbusiness Whereareyousellingin understandwhoaretheir2nd tiebytypesandthevolumeandwheretheyarein take ofresellersthatyouhave Howmanyarerepeatcustomers Takethevolumeofnumberofrepeatcustomers Distributethemintonumberofcities Ifmorethan50 ormoreareinonly3majorcities arethesecitiesyourhomeground Ifnot youdonothaveenoughgeographiccoverage Howmanycitiesdoyoucoverconsistentlyeverymonth Doyouhavetherightresourcesandsystemstomaintainthesegeobusiness Geographiccoverageisvitalinanybattle Areyoureallyinthedistributionbusiness Doyoudodealsordoyouputinprograms Understandwhoaretheir2nd tiebytypes thevolume wheretheyareinandthebusinessrelationshipyouhavewiththem Take ofresellersthatyouhave Howmanyarerepeatcustomer Howmanyofthemhaveabusinessagreement programwithyou Howmanyareonadeal by dealbasis Ifmorethan50 ofyourbusinessareonadealbydealbasis youmaybenotprofitable Youneedbecompetitivebutworkingonadealbydealbasisdonotmakegoodbusinesssense StructureyourrelationshipRewardthembecausetheymakeyouprofitableandyouprovidethemgoodsupportandreasonablepricingbyNOTbecausethey buy fromyou Areyoureallyinthedistributionbusiness Understandingsupply demand HPmanagessupplyanddemandatacountryleveloverallmarketsharegoalsbasedonprofitability competitivetermsgeneralseasonalitypredictabledisruptionssell thru inventorylevelverysoon Wewillgetindowntogeoregionsandweeks window Supplyanddemandarebarebasic bareessentialinthemanagementofproductpricing Youneedtofactorinprobablyasimilarsetoffactorstosettheframeworkforpricingandbreakitdownbygeography Youneedtounderstandyoucapacityvscapability Planningforgrowth wheredoyoulook SMEsegmentandbusinessopportunity Formanyw s youneedtomoveoutfromthedependenciesofthecorporatebigdealfromCARs CreativewaystotapintoSMEbusiness ExpandgeographyWehaveplanningtofindawaytosupportsalesinto30 50citiesbymid 1999 howmanycitiescanyouparticipatein howdoyousupportthese Competitor schannelisexposecompetitorsdohavebetterlocalgeographiccoveragevsHPinsmallcitiestoday Butmanyw sstilldependheavilyonsub distribution notmanyareaheadinthisrace Therearestillhugeroomforustoregaincompetitiveness Increaseproductivityandefficiencycategorizepartners business E commerceTele salesNewsupplychainmodelIncreaseservicelevel Buildinguptrust worktogetherintheHPcircle AgreeonbasicprinciplesBeopen alwaysbelieve trustandlistontoyourpartnerfirstCompetethrudifferentiationbutleavethegeneralenvironmentintactforthenextVerifyanyspeculationwiththerelevantparty NetworkAddressdifficult2nd tiersjoinforcesonmarketingeventatcitylevelMaketimeforpeopledevelopmentnotjusttoaddresspriceissueEnsureaminimallevelofleisureactivity havesomefun Part4 ReviewTools ReviewandRateyourSituation BJ SHA CD GZ Rectifyingthesituation City SalesObjective GrossMarginTarget VolumeTarget ChannelSupport Resources ChannelDevelopment BJ SHA CD GZ Maintain Maintain Maintain Maintain Maintain Maintain B Even Profit Profit Maintain Volume Maintain Maintain Maintain LessonsLearnt Howmany2nd Tiersstickwithyouduringthepricewar Whatwereyourpriorities Didyousacrificevolumewithprofitorprofitwithvolume Rightpartners Win WinPartners ProfitablepartnersHighervolume HigherProfitSub Distributorisnottheonlywaytomaintainyourvolumerun rate Basevolumegeneratedbylast tierusuallyismorestableandpredictableRe qualifyandmanageyourcustomerprofitability RelookingatResellerRelationships Fixyourdistributionstrategy don tgobackwardsI e sub distributionProfitabilityiskey measurement trackingdowntoeachreselleriscriticaltodecisionmaking Pickyourpartners chosethosethathelpyougetclosertothecustomer I e thecloserthebetter Protectyourmembers offerprograms trackstoONLYthosewhohascommitment Marketingcapabilitywithregula