H产品经理培训教材

HPFY99wholesalerdirectionPartone:ProductManagerParttwo:ChannelSalesPartthree:Channelevolutionin1999PartfourReviewtoolsPartfiveBFTintroductionPart1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ASuccessfulPMIn-depthproductandmarketknowledge-marketsurvey&research,customerstudy-channelneeds&segmentdevelopmentFocusedmarketdevelopmenteffortswithbalancedPLresult-clearsegmentidentification-successfulproductcategorymanagement-timetomarketOperationalefficiencyandadvancement-forecastandreview,readinessandaccuracyofoperationaldata-productplanatdifferentstageofthelifecycle-competitoranalysis-workwithHPinleadingthechange-valueaddedsellingmodel

WhatshouldaPMdo?BusinessManagementunderstand“customer”needssupplychainmanagementgeneratethedemandunderstandtheenvironment&situationproactivelyrefrainthecompetitorsProductManagementproductlineandproductcategorymanagementinventoryplanningandmanagementproductcyclemanagementsellthroughmanagementMeasurementfortheProductManagerBusinessManagementknowledgeaboutmarket,competition,channelapplydifferentstrategiestodevelopthemarketeffectiveuseofmarketingfoundcoverageandsegmentdevelopmentProductManagementPLquotaachievementsforecastaccuracy,operatingcostanalysis,inventoryturnsproductscrapcost,fire-salecostsellthroughanalysis,TAT,out-of-stockratioindustrialratio,vendorandmarketgrowthrateProductManagementOverviewPMhasnotbeengivenadequatefocusManyhasnotreceivetherightlevelofleadershipfromthewholesaler’smanagementteamExample:IsitgoodforaPMtobeaPortfoliomanager?WhatdoaPMdoafterapriceisset?Whatreportingdotheymonitor?Whataretheirindictors?Howdotheygetconfirmation?Whoaretheiradvisors?Conclusion:today,mostPMareontheirown,donothaveaprocessofcommunicationorescalationandspend90%oftheirtimeadjustingprices.TopPrioritiesforProductManagersBasicsforPM:strengthenunderstandingofmarket&industrydynamicsunderstandyourcompany’scompetitivenessandpositionwithintheinternalcompetitionandexternalcompetitionunderstandyoursalesteam’sdeploymentandtheirlocalenvironmentsetupprocessesofcommunication,pricerequest/approval3importantareasofthinking:understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecificsunderstandingwhetheryourcompanyhasastablebusinessandiftheyarestableunderstandhowyoucangrowyourbusinessMarketdynamicsaffectingproductmanagement:BenchmarkingtherightthingPMhastraditionallybeeninternallyfocusedmycompetitionisnetDELL,itisw/sXwholesalerXissellinglowerpriceIambetterthanw/sXbecauseIhaveabiggerofficesetupinthatcityToday,PMneedtocalibratetheinternalenvironmentandquicklymoveouttohandletheexternalenvironmentAmIsellingmoreefficientthanw/sX?wheredowecompeteandwhereshouldweholdtheline?Whatarethecompetitiveadvantagethattheaveragew/shasintheregion,industry?Ismynetworkstrongerthantheaveragew/sintheindustry?WhataretheKSFintheindustry?

Understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecificsPart2如何做成功功的渠道销销售员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Level1Level2Level3Level2公司定位营业额高低利润率高走向消失系统集成商商分销商很少存在个别厂商竞争争趋趋势势高低市场场容容量量大利润润率率竞争争小ProfitNon-ProfitcompetitionProfit竞争争趋趋势势高低订货货额额大小价格格渠道道销销售售员员任任务务将公公司司所所经经营营的的产产品品，，以以合合理理的的价价格格，，最大大限限度度地地销销售售给给你你的的客客户户，，并并使使你你的客客户户能能从从中中获获取取最最大大受受益益.WilliamLee<渠道道策策略略和和方方向向>渠道道销销售售之之角角色色资讯讯专专员员(Consultant)今后后代代理理的的发发展展业务务方方向向长期期合合作作市场场预预测测代理理和和产产品品月度度。。季季。。年年度度销售售工工作作工作作总总结结代理理和和产产品品月度度。。季季。。年年度度市场场代理理商商支支持持技术术。。市市场场。。销销售售案案例例，，广广告告交流流和和联联系系产品品信信息息公司司方方向向和和存存在在问问提提渠道道的的开开发发(VAR,Dealerorretailer渠道道销销售售之之角角色色consultantForecastWinWinDirectionlongrelationtrustCompanyorder/shipmentinventorymanagementFinancialPlanSellProfit/lostrevenueReviewGainexperienceknowwhathappenandplanactionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketinginfo.RecruitingNewBusinessMarketshare.代理理商商需需求求关心心程程度度低关心心内内容容分销销商商销销售售员员技技巧巧IndustrialKnowledgeProductsKnowledgeMarketTrendCompetitionCompanyandCustomerRelationmanagementPlanning分销销销销售售员员技技巧巧CompanyImageCompanyGrowthProductsPriceAvailabilityRelationPlanningTechIndustrialKnowledgeRelationshipNegotiationProducts.MarkettrendCustomer&CompanyPlanning定单单付款款和和欠欠款款代理理商商召召募募Planning定单单付款款和和欠欠款款代理理商商招招募募Planning(A/R)Planning(Recruitment)Products:VectraPC,6LLaserJetTime:July.20Start:Aug.1End:Oct.30Target:6L:720PC:950数量质量产品Part3ChannelEvolutionSupplychainlinkstodayandtomorrowKeyElementsinformersupplychainmodelReliabilityofimporterscostofimportationvsriskstabilityoflogisticsshipmentcapacityVATreceiptinvestinrelationshipbuildingpreparingfundstohandlemishapblackmarketforeigncurrencyexchangerateusethebestpeopletohandleandmanagetheserelationshipHowwillthedistributionlandscapechange?Low-margin,theneedtodrivecostdown.Shortenthesupplychain,eliminatemiddle-tier,gotolast-tie,godirectI.e.Dell.ReduceinventorymovementstandardizeonkeymodelsMinimal/nostockingPaywheredistributoraddvalueOfferdifferentvaluestodifferenttypesofcustomer(newfirsttimebuyer,experiencebuyer,repeatbuyer)ProvidemoreservicesTopprioritiesforwholesalersNomoremargins,fairgroundcompetitionmaytotallyeliminateanyadvantageaw/sprevioushaveormaysuddenmakeanotherw/ssuper-competitive.Largescaledistributorfall-outlikely.entryofnewinternational,regionalplayerwillspeedup.Newelementsofcompetition2nd-tienetworkgeographiccoveragecost-efficientinfrastructurewellalign,wellbalancestrongexecution&implementationcalibreofpeoplecollaborativerelationshipAreyoureallyinthedistributionbusiness?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-distributionAreyoureallyinthedistributionbusiness?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?GeographiccoverageisvitalinanybattleAreyoureallyinthedistributionbusiness?Doyoudodealsordoyouputinprograms?Understandwhoaretheir2nd-tiebytypes,thevolume,wheretheyareinandthebusinessrelationshipyouhavewiththem.Take#ofresellersthatyouhave.Howmanyarerepeatcustomer?Howmanyofthemhaveabusinessagreement/programwithyou?Howmanyareonadeal-by-dealbasis?Ifmorethan50%ofyourbusinessareonadealbydealbasis,youmaybenotprofitable.Youneedbecompetitivebutworkingonadealbydealbasisdonotmakegoodbusinesssense.StructureyourrelationshipRewardthembecausetheymakeyouprofitableandyouprovidethemgoodsupportandreasonablepricingbyNOTbecausethey“buy”fromyou.Areyoureallyinthedistributionbusiness?Understandingsupply&demandHPmanagessupplyanddemandatacountryleveloverallmarketsharegoalsbasedonprofitability,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-salesNewsupplychainmodelIncreaseservicelevelBuildinguptrust,worktogetherintheHPcircleAgreeonbasicprinciplesBeopen,alwaysbelieve,trustandlistontoyourpartnerfirstCompetethrudifferentiationbutleavethegeneralenvironmentintactforthenextVerifyanyspeculationwiththerelevantparty.\NetworkAddressdifficult2nd-tiersjoinforcesonmarketingeventatcitylevelMaketimeforpeopledevelopmentnotjusttoaddresspriceissueEnsureaminimallevelofleisureactivity,havesomefunPart4ReviewToolsReviewandRateyourSituationCityNetSalesGrossMargin#of2nd-tiersProfitable2T/%SalesBreakeven2T/%SalesLost2T/%SalesScoreBJSHACDGZRectifyingthesituationCitySalesObjectiveGrossMarginTargetVolumeTargetChannelSupportResourcesChannelDevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintainABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSalesLessonsLearnt…….Howmany2nd-Tiersstickwithyouduringthepricewar?Whatwereyourpriorities?Didyousacrificevolumewithprofitorprofitwithvolume?Rightpartners=Win-WinPartners=ProfitablepartnersHighervolume/HigherProfitSub-Distributorisnottheonlywaytomaintainyourvolumerun-rate.Basevolumegeneratedbylast-tierusuallyismorestableandpredictableRe-qualifyandmanageyourcustomerprofitability=RelookingatResellerRelationshipsFixyourdistributionstrategy,don’tgobackwardsI.e.sub-distributionProfitabilityiskey,measurement,trackingdowntoeachreselleriscriticaltodecisionmaking.Pickyourpartners,chosethosethathelpyougetclosertothecustomer.I.e.“thecloserthebetter”.Protectyourmembers,offerprograms,trackstoONLYthosewhohascommitment.Marketingcapabilitywithregularrefreshatwholesalerleveliskeytomaintainingaenergisedrelationship.ABDECGrossMarginResellersIncreasePenetrationRenegotiatete