HP产品经理培训教材

1、Part one:Product ManagerPart two:Channel SalesPart three:Channel evolution in 1999Part fourReview toolsPart fiveBFT introduction如何成为成功的产品经理n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n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In-depth product and market knowledge-

2、market survey & research, customer study- channel needs & segment developmentFocused market development efforts with balanced PL result- clear segment identification- successful product category management- time to marketOperational efficiency and advancement- forecast and review, readiness

3、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 modelBusiness Managementunderstand “customer” needssupply chain managementgenerate the demandunderstand the environment & situationpro

4、actively refrain the competitorsProduct Managementproduct line and product category managementinventory planning and managementproduct cycle managementsell through managementBusiness Managementknowledge about market, competition, channelapply different strategies to develop the marketeffective use o

5、f marketing foundcoverage and segment developmentProduct ManagementPL quota achievementsforecast accuracy, operating cost analysis, inventory turnsproduct scrap cost, fire-sale costsell through analysis, TAT, out-of-stock ratioindustrial ratio, vendor and market growth ratenPM has not been given ade

6、quate focusnMany has not receive the right level of leadership from the wholesalers management teamnExample: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

7、Conclusion: today, most PM are on their own, do not have a process of communication or escalation and spend 90% of their time adjusting prices.Top Priorities for Product ManagersBasics for PM:nstrengthen understanding of market & industry dynamicsnunderstand your companys competitiveness and pos

8、ition within the internal competition and external competitionnunderstand your sales teams deployment and their local environmentnsetup processes of communication, price request/approval3 important areas of thinking:nunderstanding your companys competitive position in the complex competitive environ

9、ment by breaking it down to specificsnunderstanding whether your company has a stable business and if they are stablenunderstand how you can grow your businessMarket dynamics affecting product management : Benchmarking the right thingPM has traditionally been internally focusedmy competition is net

10、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 do we compete and where

11、 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? 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

12、Level2Level3Level2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ProfitNon-ProfitcompetitionProfit竞争趋势高低订货额大小价格consultantForecastWin WinDirectionlong relationtrustCompany order /shipmentinventory managementFinancial PlanSellProfit /lostrevenueReviewGain experienceknow what happen and plan actionsuppo

13、rtingloyaltyorderCommunicationUnderstandingRelationproducts/marketing info.Recruiting New BusinessMarket share.关心程度低051015202530354045priceAvaibilityRelationServiceProductsGrowthImageVARDealerRetailer关心内容分销商销售员技巧nIndustrial KnowledgenProducts KnowledgenMarket Trend nCompetition nCompany and Customer

14、nRelation managementnPlanning分销销售员技巧Company ImageCompany GrowthProductsPriceAvailabilityRelationPlanningTechIndustrial KnowledgeRelationshipNegotiationProducts.Market trendCustomer &CompanyPlanning n定单定单n付款和欠款付款和欠款n代理商召募代理商召募Planningn定单 n付款和欠款n代理商招募orderD5602A6LTotal $R110080500R25040300R3103020

15、0Total5003001001200ProfitD5602A6LAVE. %R12%2%2%R24%2%3%R31%1%1%Total2.50%2.10%5%3.50%Planning (A/R) ResellerJulyAugSeptNoteA/R100300300R1Pay50100230 Shipment50300230A/R1002080R2Pay100Shipment150 A/RR3Pay Shipment240190340TotalA/R150350250Pay120300400ShipmentPlanning (Recruitment)Products : Vectra PC

16、 , 6L LaserJet Time: July.20Start : Aug.1 End : Oct. 30Target : 6 L : 720 PC : 950 Vectra2T No.unitsTarget No.unitsCity1280312City25120360City341806230.Tota2T No.unitsTarget No.unitsCity1280312City2445760City341806230.Total1880025950数量质量产品Part 3 Key Elements in former supply chain model

17、Reliability 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 relationshipnLow-margin, the need to drive cost

18、 down.nShorten the supply chain, eliminate middle-tier, go to last-tie, go direct I.e. Dell.nReduce inventory movementnstandardize on key modelsnMinimal/no stockingnPay where distributor add value nOffer different values to different types of customer(new first time buyer, experience buyer, repeat b

19、uyer)nProvide more servicesnNo more margins, fair ground competitionmay totally eliminate any advantage a w/s previous 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.nNew elements of competition2

20、nd-tie networkgeographic coveragecost-efficient infrastructurewell align, well balancestrong execution & implementationcalibre of peoplecollaborative relationshipnThe cost of distribution is a rather complex as it contain many variable and componentsnEvery w/s has different weight on individual

21、elementnToday, few w/s actually work towards an industry benchmarknEfficient and eliminating fats in a cost structure is the first step to better profitability.nTo understand which element is within control and which is not.nHow do you know you if you can resolve an internal price issue or be profit

22、able?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 maybe in troublenGo for the last-tienMove out from sub-distribution nHow much of your busin

23、ess is aligned to competition in the distribution area?Understand who are their 2nd-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 m

24、onths is more than 50% of your total business, them bother, you maybe in trouble.On 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

25、you really in the distribution business?nWhere are you 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

26、 than 50% or more are in only 3 major cities, are these 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?nGeographic coverage is vital in any batt

27、leAre you really in the distribution business?nDo 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 bu

28、siness 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 profitable.You need be competitive but working on a deal by deal basis do not make good business sense.nStructure your relationshipnReward them because

29、they make you profitable and you provide them good support and reasonable pricing by NOT because they “buy” from you.nHP manages supply and demand at a country leveloverall market share goals based on profitability, competitive terms general seasonalitypredictable disruptionssell-thru / inventory le

30、velvery soon. . . We will get in down to geo regions and weeks-window.nSupply and demand are bare basic, bare essential in the management of product pricing.nYou need to factor in probably a similar set of factors toset the framework for pricing and break it down by geography.nYou need to understand

31、 you capacity vs capability.Planning for growth, where do you look?nSME segment and business opportunity.For many w/s , you need to move out from the dependencies of the corporate big deal from CARs.Creative ways to tap into SME business.nExpand geographyWe have planning to find a way to support sal

32、es into 30-50 cities by mid-1999, how many cities can you participate in? how do you support these?nCompetitors channel is exposecompetitors do have better local geographic coverage vs HP in small cities today.But many w/s still depend heavily on sub-distribution, not many are ahead in this race.The

33、re are still huge room for us to regain competitiveness.nIncrease productivity and efficiencycategorize partners, business.E-commerceTele-salesNew supply chain modelnIncrease service levelnAgree on basic principlesnBe open, always believe, trust and liston to your partner firstnCompete thru differen

34、tiation but leave the general environment intact for the nextnVerify any speculation with the relevant party.nNet worknAddress difficult 2nd-tiersnjoin forces on marketing event at city levelnMake time for people development not just to address price issuenEnsure a minimal level of leisure activity,

35、 have some funReview ToolsCityNet SalesGross Margin# of 2nd-tiersProfitable 2T / % SalesBreakeven 2T / % SalesLost 2T / % SalesScore BJSHACDGZCitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenP

36、rofitProfitMaintainVolumeMaintainMaintainMaintainABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesnHow many 2nd-Tiers stick with you during the price war ?nWhat were your priorities ? Did you sacrifice volume with profit or profit with volume ?nR

37、ight partners = Win-Win Partners = Profitable partnersnHigher volume / Higher ProfitnSub-Distributor is not the only way to maintain your volume run-rate. Base volume generated by last-tier usually is more stable and predictablenRe-qualify and manage your customer profitability= Fix your distributio

38、n 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 to the customer. I.e. “the closer the better”.Protect your members, offer programs, tracks to O

39、NLY those who has commitment.Marketing capability with regular refresh at wholesaler level is key to maintaining a energised relationship.ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesCompetitivness at its best is the ability to survive with l

40、ow margins. Therefore Competitiveness = Highest efficiency. It is measured by the return you get vs your investment. In todays saturated and competitive 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 hig

41、h investment. Wastage is the Biggest issue for most distributors. Many do not maximise their resources.Many distributors have low-efficiency because 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

42、 I.e. VARs, Traditional Resellers, SI, Sub-DistGrey margin is unstable and should not be used as a regular component for margin calculationCustomer Gross MarginsCustomer Net MarginsMarketingSales LogisticsInventoryTransactionFinancingCost to serveGrey Marginscapacity1M1M5M4McapabilityCopy symbol (se

43、lect cell) from here to paste =Owner:ON TRACK WARNING OFF TRACK METRICS PROBLEMN.AGoal / Action Limit (_Warning limits)NovDecJanFebMarAprMayJunJulAugSepOctRemarks = 100%1North W/S 2BJ W/S 3Shanghai W/S4ISG / AN = 100%, =90% 5Shipment Rev / Freq (PCs only) 6Turns per year15 for PCs, 12 for others Timely RSI ReportBefore dateline miss 2x -3x7Monthly Shipment