产品经理+HP产品经理培训.ppt

HP FY99 wholesaler direction,Part one:Product ManagerPart two:Channel SalesPart three:Channel evolution in 1999Part fourReview toolsPart fiveBFT introduction,Part 1,如何成为成功的产品经理Product Manager,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,A Successful PM,In-depth product and market knowledge-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 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 model,What should a PM do?,Business Managementunderstand“customer”needssupply chain managementgenerate the demandunderstand the environment&situationproactively refrain the competitorsProduct Managementproduct line and product category managementinventory planning and managementproduct cycle managementsell through management,Measurement for the Product Manager,Business Managementknowledge about market,competition,channelapply different strategies to develop the marketeffective use of 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 rate,Product Management Overview,PM has not been given adequate focusMany has not receive the right level of leadership from the wholesalers management teamExample: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?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 Managers,Basics for PM:strengthen understanding of market&industry dynamicsunderstand your companys competitiveness and position within the internal competition and external competitionunderstand your sales teams deployment and their local environmentsetup processes of communication,price request/approval3 important areas of thinking:understanding your companys competitive position in the complex competitive environment by breaking it down to specificsunderstanding whether your company has a stable business and if they are stableunderstand how you can grow your business,Market dynamics affecting product management:Benchmarking the right thing,PM has traditionally been internally focusedmy 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 to handle 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?,Understanding your companys competitive position in the complex competitive environment by breaking it down to specifics,Part 2,如何做成功的渠道销售员Channel Sales,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.,William Lee,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,Dealer or retailer,渠道销售之角色,consultant,Forecast,Win Win,Directionlong relationtrust,Company order/shipmentinventory managementFinancial Plan,Sell,Profit/lostrevenue,Review,Gain experienceknow what happen and plan action,supporting,loyaltyorder,Communication,UnderstandingRelationproducts/marketing info.,Recruiting,New BusinessMarket share.,代理商需求,关心程度,低,关心内容,分销商销售员技巧,Industrial KnowledgeProducts KnowledgeMarket Trend Competition Company and CustomerRelation managementPlanning,分销销售员技巧,Company Image,Company Growth,Products,Price,Availability,Relation,Planning,Tech,Industrial Knowledge,Relationship,Negotiation,Products.,Market trend,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:Vectra PC,6L LaserJet Time:July.20Start:Aug.1 End:Oct.30Target:6 L:720 PC:950,Part 3,Channel Evolution,Supply chain links today and tomorrow,Key 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,How will the distribution landscape change?,Low-margin,the need to drive cost down.Shorten the supply chain,eliminate middle-tier,go to last-tie,go direct I.e.Dell.Reduce inventory movementstandardize on key modelsMinimal/no stockingPay where distributor add value Offer different values to different types of customer(new first time buyer,experience buyer,repeat buyer)Provide more services,Top priorities for wholesalers,No 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.New elements of competition2nd-tie networkgeographic coveragecost-efficient infrastructurewell align,well balancestrong execution&implementationcalibre of peoplecollaborative relationship,Are you really in the distribution business?How do you measure cost&profit?,The cost of distribution is a rather complex as it contain many variable and componentsEvery w/s has different weight on individual elementToday,few w/s actually work towards an industry benchmarkEfficient and eliminating fats in a cost structure is the first step to better profitability.To understand which element is within control and which is not.,Are you really in the distribution business?Do you have the right type of partners?,How do you know you if you can resolve an internal price issue or be profitable?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 troubleGo for the last-tieMove out from sub-distribution,Are you really in the distribution business?Are you a distribution or corporate logistic company?,How much of your business 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 months 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 you really in the distribution business?,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 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?Geographic coverage is vital in any battle,Are you really in the distribution business?,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 business relationship 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 profitable.You need be competitive but working on a deal by deal basis do not make good business sense.Structure your relationshipReward them because they make you profitable and you provide them good support and reasonable pricing by NOT because they“buy”from you.,Are you really in the distribution business?Understanding supply&demand,HP manages supply and demand at a country leveloverall market share goals based on profitability,competitive terms general seasonalitypredictable disruptionssell-thru/inventory levelvery soon.We will get in down to geo regions and weeks-window.Supply and demand are bare basic,bare essential in the management of product pricing.You need to factor in probably a similar set of factors toset the framework for pricing and break it down by geography.You need to understand you capacity vs capability.,Planning for growth,where do you look?,SME 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.Expand geographyWe have planning to find a way to support sales into 30-50 cities by mid-1999,how many cities can you participate in?how do you support these?Competitors 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.There are still huge room for us to regain competitiveness.Increase productivity and efficiencycategorize partners,business.E-commerceTele-salesNew supply chain modelIncrease service level,Building up trust,work together in the HP circle,Agree on basic principlesBe open,always believe,trust and liston to your partner firstCompete thru differentiation but leave the general environment intact for the nextVerify any speculation with the relevant party.Net workAddress difficult 2nd-tiersjoin forces on marketing event at city levelMake time for people development not just to address price issueEnsure a minimal level of leisure activity,have some fun,Part 4,Review Tools,Review and Rate your Situation,BJ,SHA,CD,GZ,Rectifying the situation,City,Sales Objective,Gross Margin Target,Volume Target,Channel Support,Resources,Channel Development,BJ,SHA,CD,GZ,Maintain,Maintain,Maintain,Maintain,Maintain,Maintain,B-Even,Profit,Profit,Maintain,Volume,Maintain,Maintain,Maintain,Lessons Learnt.,How many 2nd-Tiers stick with you during the price war?What were your priorities?Did you sacrifice volume with profit or profit with volume?Right partners=Win-Win Partners=Profitable partnersHigher volume/Higher ProfitSub-Distributor is not the only way to maintain your volume run-rate.Base volume generated by last-tier usually is more stable and predictableRe-qualify and manage your customer profitability,=,Relooking at Reseller Relationships,Fix your distribution 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 ONLY those who has commitment.Marketing capability with regular refresh at wholesaler level is key to maintaining a energised relationship.,Distributor Competitiveness,Competitivness at its best is the ability to survive with low 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 high 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 I.e.VARs,Traditional Resellers,SI,Sub-DistGrey margin is unstable and should not be used as a regular component for margin calculation,Capacity vs Capability,In the business of distribution,opportunity is often mis-interpreted as my capability is more than my capacity,capacity,1M,1M,5M,4M,capability,Part 5,BFT(Business Fundamental Table),Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fundamental Table,Thanks!,