产品经理HP产品经理培训

HP

FY99

wholesaler

directionPart

one:Product

ManagerPart

two:Channel

SalesPart

three:Channel

evolution

in

1999Part

fourReview

toolsPart

fiveBFT

introduction第一页，编辑于星期二：一点四十三分。Part

1如何成为成功的产品经理Product

Manager第二页，编辑于星期二：一点四十三分。产品经理培训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第三页，编辑于星期二：一点四十三分。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

model第四页，编辑于星期二：一点四十三分。What

should

a

PM

do?Business

Managementunderstand

“customer”

needssupplychainmanagement

generate

the

demandunderstand

the

environment

&

situationproactively

refrain

the

competitorsProduct

Managementproduct

line

and

product

category

management

inventory

planning

and

management

product

cycle

managementsell

through

management第五页，编辑于星期二：一点四十三分。Measurement

for

the

Product

ManagerBusiness

Managementknowledge

about

market,

competition,

channelapply

different

strategies

to

develop

the

marketeffective

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

rate第六页，编辑于星期二：一点四十三分。Product

Management

Overviewn

PM

has

not

been

given

adequate

focusn

Many

has

not

receive

the

right

level

of

leadership

from

the

wholesaler’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.第七页，编辑于星期二：一点四十三分。Top

Priorities

for

Product

ManagersBasics

for

PM:n

strengthen

understanding

of

market

&

industry

dynamicsn

understand

your

company’s

competitiveness

and

position

within

the

internal

competition

andexternal

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

competitivenvironment

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

business第八页，编辑于星期二：一点四十三分。Market

dynamics

affecting

product

management

:Benchmarking

the

right

thingPM

has

traditionally

been

internallyfocusedmy

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

tohandle

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?第九页，编辑于星期二：一点四十三分。Understanding

yourcompany’s

competitiveposition

in

the

complexcompetitive

environment

bybreaking

it

down

to

specifics第十页，编辑于星期二：一点四十三分。Part

2如何做成功的渠道销售员Channel

Sales第十一页，编辑于星期二：一点四十三分。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第十二页，编辑于星期二：一点四十三分。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第十三页，编辑于星期二：一点四十三分。渠道分类付款好坏高低利润中心价格放弃对象情人利润中心Level1Level2Level3Level2放弃对象第十四页，编辑于星期二：一点四十三分。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第十五页，编辑于星期二：一点四十三分。竞争趋势高低市场容量大利润率竞争小ProfitNon-ProfitcompetitionProfit第十六页，编辑于星期二：一点四十三分。竞争趋势低订货额大小价格高第十七页，编辑于星期二：一点四十三分。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.William

Lee<渠道策略和方向>第十八页，编辑于星期二：一点四十三分。渠道销售之角色n

资讯专员(Consultant)今后代理的发展业务方向长期合作n

市场预测––

代理和产品月度。季。年度n

销售工作n

工作总结代理和产品月度。季。年度市场n

代理商支持–

技术。市场。销售案例，广告n

交流和联系产品信息公司方向和存在问提n

渠道的开发–

(VAR,

Dealer

or

retailer第十九页，编辑于星期二：一点四十三分。渠道销售之角色consultantForecastWinWinDirectionlong

relationtrustCompany

order

/shipmentinventory

managementFinancial

PlanSellProfit

/lostrevenueReviewGain

experienceknow

what

happen

and

plan

actionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketing

info.RecruitingNew

BusinessMarket

share.第二十页，编辑于星期二：一点四十三分。代理商需求关心程度低关心内容第二十一页，编辑于星期二：一点四十三分。分销商销售员技巧n

Industrial

Knowledgen

Products

Knowledgen

Market

Trendn

Competitionn

Companyand

Customern

Relation

managementn

Planning第二十二页，编辑于星期二：一点四十三分。分销销售员技巧Company

GrowthCompany

ImageProductsPriceAvailabilityPlanningTechRelationIndustrial

KnowledgeRelationshipNegotiationProducts.Market

trendCustomer

&Company第二十三页，编辑于星期二：一点四十三分。Planningn

定单n

付款和欠款n

代理商召募第二十四页，编辑于星期二：一点四十三分。Planningn

定单n

付款和欠款n

代理商招募第二十五页，编辑于星期二：一点四十三分。Planning

(A/R)第二十六页，编辑于星期二：一点四十三分。Planning

(Recruitment)Products:

Vectra

PC

,

6L

LaserJetJuly.20Aug.1

End

:

Oct.

30Time:Start

:Target

:6

L

:

720PC

:

950数量质量产品第二十七页，编辑于星期二：一点四十三分。Part

3Channel

Evolution第二十八页，编辑于星期二：一点四十三分。Supply

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

relationship第二十九页，编辑于星期二：一点四十三分。How

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,

goI.e.

Dell.n

Reduce

inventory

movement

n

standardize

on

key

modelsn

Minimal/no

stockingn

Pay

where

distributor

add

valuen

Offer

different

values

to

differenttypesof

customer(new

first

timbuyer,

experience

buyer,

repeat

buyer)n

Provide

more

services第三十页，编辑于星期二：一点四十三分。Top

priorities

for

wholesalersn

No

more

margins,

fair

ground

competition

may

totally

eliminate

any

advantage

a

w/s

previous

have

or

may

sudden

makeanother

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

relationship第三十一页，编辑于星期二：一点四十三分。Are

you

really

in

the

distribution

business?How

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

is

the

firstto

better

profitability.n

To

understand

which

element

is

within

control

and

which

isnot.第三十二页，编辑于星期二：一点四十三分。Are

you

really

in

the

distribution

business?Do

you

have

the

right

type

of

partners?n

How

do

you

know

you

if

you

can

resolvean

internal

price

issue

orbe

profitable?Understand

who

are

their

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

thanof

your

total

business,

them

bother,

you

maybe

in

troublen

Go

for

the

last-tien

Move

out

from

sub-distribution第三十三页，编辑于星期二：一点四十三分。Are

you

really

in

the

distribution

business?Are

you

a

distribution

or

corporate

logistic

company?n

How

muchof

your

business

is

alignedto

competition

in

the

distributionarea?Understand

who

are

their

2nd-tie

by

types

and

thevolume.

Take

#

of

resellers

that

your

do

bit

deal

fulfillment

vs

those

you

sell

to

whsell

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

totalbusiness,

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.第三十四页，编辑于星期二：一点四十三分。Are

you

really

in

the

distribution

business?n

Where

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

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

battle第三十五页，编辑于星期二：一点四十三分。Are

you

really

in

the

distribution

business?n

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

businessrelationship

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

profitabl

You

need

be

competitive

but

working

on

a

deal

by

deal

basis

do

not

make

good

businesssense.n

Structure

your

relationshipn

Reward

them

because

they

make

you

profitable

and

you

provide

them

good

support

andreasonablepricing

by

NOT

because

they

“buy”

from

you.第三十六页，编辑于星期二：一点四十三分。Are

you

really

in

the

distribution

businessUnderstanding

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

the

managementofproduct

pricing.n

You

need

to

factor

in

probably

a

similar

set

of

factors

toset

theframework

forpricing

and

break

it

down

by

geography.n

You

need

to

understand

you

capacity

vs

capability.第三十七页，编辑于星期二：一点四十三分。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

deal

fromCARs.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,

how

manycities

can

you

participate

in?

how

do

you

support

these?n

Competitor’schannelis

exposecompetitors

do

have

better

local

geographic

coverage

vs

HP

in

small

cities

todayBut

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.n

Increase

productivity

and

efficiencycategorize

partners,

business.E-commerceTele-salesNew

supply

chain

modeln

Increase

service

level第三十八页，编辑于星期二：一点四十三分。Building

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

environment

intact

for

thenextn

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

Ensure

a

minimal

level

of

leisure

activity,

have

some

fun第三十九页，编辑于星期二：一点四十三分。Part

4Review

Tools第四十页，编辑于星期二：一点四十三分。Review

and

Rate

your

SituationCityNet

SalesGross

Margin#

of

2nd-tiersProfitable

2T

/

%

SalesBreakeven

2T

/

%

SalesLost

2T

/

%

SalesScoreBJSHACDGZ第四十一页，编辑于星期二：一点四十三分。Rectifying

the

situationCitySales

ObjectiveGross

Margin

TargetVolume

TargetChannel

SupportResourcesChannel

DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintain第四十二页，编辑于星期二：一点四十三分。BDECGrossMarginResellersIncrease

PenetrationBreakeven

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

volume

with

profitor

profit

with

volume

?n

Right

partners

=

Win-Win

Partners

=

Profitable

partnersn

Higher

volume

/

Higher

Profitn

Sub-Distributor

is

not

the

only

way

to

maintain

your

volumerun-rate.

Base

volume

generated

by

last-tier

usually

is

morestable

and

predictablen

Re-qualify

and

manage

your

customer

profitabilityRenegotiate

terms

or

drop=第四十三页，编辑于星期二：一点四十三分。Relooking

at

Reseller

RelationshipsFix

your

distribution

strategy,

don’t

gobackwards

I.e.

sub-distributionProfitability

is

key,

measurement,

tracking

down

to

eachreseller

is

critical

to

decision

making.Pick

your

partners,

chose

those

that

help

you

getcloser

to

the

customer.

I.e.

“the

closer

the

better”.Protect

your

members,

offer

programs,

tracks

to

ONLYthose

who

has

commitment.Marketing

capability

with

regular

refresh

at

wholesaler

levelis

key

to

maintaining

a

energised

relationship.BDECGrossMarginResellersIncrease

PenetrationRenegotiate

terms

or

dropBreakeven

ANet

MarginCost

of

Sales第四十四页，编辑于星期二：一点四十三分。Distributor

Comp