HP产品经理培训教材

HP产品(chǎnpǐn)经理培训教材第一页，共52页。Part1如何成为成功的产品(chǎnpǐn)经理ProductManager第二页，共52页。产品(chǎnpǐn)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(xīnshui)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(chǎnpǐn)价值的提升与传递佣金薪水销售我们所拥有的产品(chǎnpǐn)加强市场推力第三页，共52页。ASuccessfulPMIn-depthproductandmarketknowledge-marketsurvey&research,customerstudy-channelneeds&segmentdevelopmentFocusedmarketdevelopmenteffortswithbalancedPLresult-clearsegmentidentification-successfulproductcategorymanagement-timetomarketOperationalefficiencyandadvancement-forecastandreview,readinessandaccuracyofoperationaldata-productplanatdifferentstageofthelifecycle-competitoranalysis-workwithHPinleadingthechange-valueaddedsellingmodel第四页，共52页。

WhatshouldaPMdo?BusinessManagementunderstand“customer”needssupplychainmanagementgeneratethedemandunderstandtheenvironment&situationproactivelyrefrainthecompetitorsProductManagementproductlineandproductcategorymanagementinventoryplanningandmanagementproductcyclemanagementsellthroughmanagement第五页，共52页。MeasurementfortheProductManagerBusinessManagementknowledgeaboutmarket,competition,channelapplydifferentstrategiestodevelopthemarketeffectiveuseofmarketingfoundcoverageandsegmentdevelopmentProductManagementPLquotaachievementsforecastaccuracy,operatingcostanalysis,inventoryturnsproductscrapcost,fire-salecostsellthroughanalysis,TAT,out-of-stockratioindustrialratio,vendorandmarketgrowthrate第六页，共52页。ProductManagementOverviewPMhasnotbeengivenadequatefocusManyhasnotreceivetherightlevelofleadershipfromthewholesaler’smanagementteamExample:IsitgoodforaPMtobeaPortfoliomanager?WhatdoaPMdoafterapriceisset?Whatreportingdotheymonitor?Whataretheirindictors?Howdotheygetconfirmation?Whoaretheiradvisors?Conclusion:today,mostPMareontheirown,donothaveaprocessofcommunicationorescalationandspend90%oftheirtimeadjustingprices.第七页，共52页。TopPrioritiesforProductManagersBasicsforPM:strengthenunderstandingofmarket&industrydynamicsunderstandyourcompany’scompetitivenessandpositionwithintheinternalcompetitionandexternalcompetitionunderstandyoursalesteam’sdeploymentandtheirlocalenvironmentsetupprocessesofcommunication,pricerequest/approval3importantareasofthinking:understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecificsunderstandingwhetheryourcompanyhasastablebusinessandiftheyarestableunderstandhowyoucangrowyourbusiness第八页，共52页。Marketdynamicsaffectingproductmanagement:BenchmarkingtherightthingPMhastraditionallybeeninternallyfocusedmycompetitionisnetDELL,itisw/sXwholesalerXissellinglowerpriceIambetterthanw/sXbecauseIhaveabiggerofficesetupinthatcityToday,PMneedtocalibratetheinternalenvironmentandquicklymoveouttohandletheexternalenvironmentAmIsellingmoreefficientthanw/sX?wheredowecompeteandwhereshouldweholdtheline?Whatarethecompetitiveadvantagethattheaveragew/shasintheregion,industry?Ismynetworkstrongerthantheaveragew/sintheindustry?WhataretheKSFintheindustry?第九页，共52页。

Understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecifics第十页，共52页。Part2

如何(rúhé)做成功的渠道销售员ChannelSales第十一页，共52页。渠道(qúdào)分类付款(fùkuǎn)好坏定货量大小潜在(qiánzài)问题营业额中心放弃对象明日之星第十二页，共52页。渠道(qúdào)分类价格(jiàgé)高低定货量大小利润(lìrùn)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，共52页。渠道(qúdào)分类付款(fùkuǎn)好坏价格(jiàgé)高低利润中心放弃对象情人利润中心放弃对象Level1Level2Level3Level2第十四页，共52页。公司(ɡōnɡsī)定位营业额高低利润率高走向(zǒuxiàng)消失系统(xìtǒng)集成商分销商很少存在个别厂商第十五页，共52页。竞争(jìngzhēng)趋势高低市场(shìchǎng)容量大利润率竞争(jìngzhēng)小ProfitNon-ProfitcompetitionProfit第十六页，共52页。竞争(jìngzhēng)趋势高低订货(dìnghuò)额大小价格(jiàgé)第十七页，共52页。渠道(qúdào)销售员任务将公司所经营的产品，以合理的价格(jiàgé)，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(qúdào)策略和方向>第十八页，共52页。渠道(qúdào)销售之角色资讯专员(Consultant)今后代理的发展业务方向长期(chángqī)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第十九页，共52页。渠道销售(xiāoshòu)之角色consultantForecastWinWinDirectionlongrelationtrustCompanyorder/shipmentinventorymanagementFinancialPlanSellProfit/lostrevenueReviewGainexperienceknowwhathappenandplanactionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketinginfo.RecruitingNewBusinessMarketshare.第二十页，共52页。代理商需求(xūqiú)关心(guān〃xīn)程度低关心(guān〃xīn)内容第二十一页，共52页。分销商销售员技巧(jìqiǎo)IndustrialKnowledgeProductsKnowledgeMarketTrendCompetitionCompanyandCustomerRelationmanagementPlanning第二十二页，共52页。分销销售员技巧(jìqiǎo)CompanyImageCompanyGrowthProductsPriceAvailabilityRelationPlanningTechIndustrialKnowledgeRelationshipNegotiationProducts.MarkettrendCustomer&Company第二十三页，共52页。Planning定单(dìngdān)付款和欠款代理商召募第二十四页，共52页。Planning定单付款(fùkuǎn)和欠款代理商招募第二十五页，共52页。Planning(A/R)

第二十六页，共52页。Planning(Recruitment)Products:VectraPC,6LLaserJetTime:July.20Start:Aug.1End:Oct.30Target:6L:720PC:950数量质量产品第二十七页，共52页。Part3ChannelEvolution第二十八页，共52页。Supplychainlinkstodayandtomorrow

KeyElementsinformersupplychainmodelReliabilityofimporterscostofimportationvsriskstabilityoflogisticsshipmentcapacityVATreceiptinvestinrelationshipbuildingpreparingfundstohandlemishapblackmarketforeigncurrencyexchangerateusethebestpeopletohandleandmanagetheserelationship第二十九页，共52页。Howwillthedistributionlandscapechange?Low-margin,theneedtodrivecostdown.Shortenthesupplychain,eliminatemiddle-tier,gotolast-tie,godirectI.e.Dell.ReduceinventorymovementstandardizeonkeymodelsMinimal/nostockingPaywheredistributoraddvalueOfferdifferentvaluestodifferenttypesofcustomer(newfirsttimebuyer,experiencebuyer,repeatbuyer)Providemoreservices第三十页，共52页。TopprioritiesforwholesalersNomoremargins,fairgroundcompetitionmaytotallyeliminateanyadvantageaw/sprevioushaveormaysuddenmakeanotherw/ssuper-competitive.Largescaledistributorfall-outlikely.entryofnewinternational,regionalplayerwillspeedup.Newelementsofcompetition2nd-tienetworkgeographiccoveragecost-efficientinfrastructurewellalign,wellbalancestrongexecution&implementationcalibreofpeoplecollaborativerelationship第三十一页，共52页。Areyoureallyinthedistributionbusiness?

Howdoyoumeasurecost&profit?ThecostofdistributionisarathercomplexasitcontainmanyvariableandcomponentsEveryw/shasdifferentweightonindividualelementToday,feww/sactuallyworktowardsanindustrybenchmarkEfficientandeliminatingfatsinacoststructureisthefirststeptobetterprofitability.Tounderstandwhichelementiswithincontrolandwhichisnot.第三十二页，共52页。Areyoureallyinthedistributionbusiness?

Doyouhavetherighttypeofpartners?Howdoyouknowyouifyoucanresolveaninternalpriceissueorbeprofitable?Understandwhoaretheir2nd-tiebytypestake#oflast-tievs2nd-ties/sub-distributionifvoloflast-tievs2nd-tie/sub-doverthelast3monthsislessthan50%ofyourtotalbusiness,thembother,youmaybeintroubleGoforthelast-tieMoveoutfromsub-distribution第三十三页，共52页。Areyoureallyinthedistributionbusiness?

Areyouadistributionorcorporatelogisticcompany?

Howmuchofyourbusinessisalignedtocompetitioninthedistributionarea?Understandwhoaretheir2nd-tiebytypesandthevolume.Take#ofresellersthatyourdobitdealfulfillmentvsthoseyouselltowhoselltoSMEcustomers.MeasureVoloffulfillmentvsowndistribution.IfVoloffulfillmentoverthelast3monthsismorethan50%ofyourtotalbusiness,thembother,youmaybeintrouble.Onthesevolumethatyoufulfill,whatvaluedoyouadd?Doyoudosimplehardwaresolutionconfigurations?Doyoudosoftwareoptimization?Doyouofferattractivebundles?Ifyoudonot,youareindeedintrouble.第三十四页，共52页。Areyoureallyinthedistributionbusiness?Whereareyousellingin?understandwhoaretheir2nd-tiebytypesandthevolumeandwheretheyarein.take#ofresellersthatyouhave.Howmanyarerepeatcustomers?Takethevolumeofnumberofrepeatcustomers.Distributethemintonumberofcities.Ifmorethan50%ormoreareinonly3majorcities,arethesecitiesyourhomeground?Ifnot,youdonothaveenoughgeographiccoverage.Howmanycitiesdoyoucoverconsistentlyeverymonth.Doyouhavetherightresourcesandsystemstomaintainthesegeobusiness?Geographiccoverageisvitalinanybattle第三十五页，共52页。Areyoureallyinthedistributionbusiness?

Doyoudodealsordoyouputinprograms?Understandwhoaretheir2nd-tiebytypes,thevolume,wheretheyareinandthebusinessrelationshipyouhavewiththem.Take#ofresellersthatyouhave.Howmanyarerepeatcustomer?Howmanyofthemhaveabusinessagreement/programwithyou?Howmanyareonadeal-by-dealbasis?Ifmorethan50%ofyourbusinessareonadealbydealbasis,youmaybenotprofitable.Youneedbecompetitivebutworkingonadealbydealbasisdonotmakegoodbusinesssense.StructureyourrelationshipRewardthembecausetheymakeyouprofitableandyouprovidethemgoodsupportandreasonablepricingbyNOTbecausethey“buy”fromyou.第三十六页，共52页。Areyoureallyinthedistributionbusiness?

Understandingsupply&demandHPmanagessupplyanddemandatacountryleveloverallmarketsharegoalsbasedonprofitability,competitivetermsgeneralseasonalitypredictabledisruptionssell-thru/inventorylevelverysoon...Wewillgetindowntogeoregionsandweeks-window.Supplyanddemandarebarebasic,bareessentialinthemanagementofproductpricing.Youneedtofactorinprobablyasimilarsetoffactorstosettheframeworkforpricingandbreakitdownbygeography.Youneedtounderstandyoucapacityvscapability.第三十七页，共52页。Planningforgrowth,wheredoyoulook?SMEsegmentandbusinessopportunity.Formanyw/s,youneedtomoveoutfromthedependenciesofthecorporatebigdealfromCARs.CreativewaystotapintoSMEbusiness.ExpandgeographyWehaveplanningtofindawaytosupportsalesinto30-50citiesbymid-1999,howmanycitiescanyouparticipatein?howdoyousupportthese?Competitor’schannelisexposecompetitorsdohavebetterlocalgeographiccoveragevsHPinsmallcitiestoday.Butmanyw/sstilldependheavilyonsub-distribution,notmanyareaheadinthisrace.Therearestillhugeroomforustoregaincompetitiveness.Increaseproductivityandefficiencycategorizepartners,business.E-commerceTele-salesNewsupplychainmodelIncreaseservicelevel第三十八页，共52页。Buildinguptrust,worktogetherintheHPcircleAgreeonbasicprinciplesBeopen,alwaysbelieve,trustandlistontoyourpartnerfirstCompetethrudifferentiationbutleavethegeneralenvironmentintactforthenextVerifyanyspeculationwiththerelevantparty.\NetworkAddressdifficult2nd-tiersjoinforcesonmarketingeventatcitylevelMaketimeforpeopledevelopmentnotjusttoaddresspriceissueEnsureaminimallevelofleisureactivity,havesomefun第三十九页，共52页。Part4ReviewTools第四十页，共52页。ReviewandRateyourSituationCityNetSalesGrossMargin#of2nd-tiersProfitable2T/%SalesBreakeven2T/%SalesLost2T/%SalesScoreBJSHACDGZ第四十一页，共52页。RectifyingthesituationCitySalesObjectiveGrossMarginTargetVolumeTargetChannelSupportResourcesChannelDevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintain第四十二页，共52页。ABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSalesLessonsLearnt….Howmany2nd-Tiersstickwithyouduringthepricewar?Whatwereyourpriorities?Didyousacrificevolumewithprofitorprofitwithvolume?Rightpartners=Win-WinPartners=ProfitablepartnersHighervolume/HigherProfitSub-Distributorisnottheonlywaytomaintainyourvolumerun-rate.Basevolumegeneratedbylast-tierusuallyismorestableandpredictableRe-qualifyandmanageyourcustomerprofitability=第四十三页，共52页。RelookingatResellerRelationshipsFixyourdistributionstrategy,don’tgobackwardsI.e.sub-distributionProfitabilityiskey,measurement,trackingdowntoeachreselleriscriticaltodecisionmaking.Pickyourpartners,chosethosethathelpyougetclosertothecustomer.I.e.“thecloserthebetter”.Protectyourmembers,offerprograms,trackstoONLYthosewhohascommitment.Marketingcapabilitywithregularrefreshatwholesalerleveliskeytomaintainingaenergisedrelationship.ABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSales第四十四页，共52页。DistributorCompetitivenessCompetitivnessat