產(chǎn)品經(jīng)理HP產(chǎn)品經(jīng)理培訓(xùn)第1頁/共54頁產(chǎn)品經(jīng)理培訓(xùn)產(chǎn)品經(jīng)理做什么市場(chǎng)開發(fā)的產(chǎn)品專家使運(yùn)做成本最小化專注產(chǎn)品線與產(chǎn)品分類產(chǎn)品價(jià)值的創(chuàng)造者固定的基本薪水訂購可銷售的產(chǎn)品創(chuàng)造市場(chǎng)拉力銷售經(jīng)理做什么渠道開發(fā)的銷售專家使利潤(rùn)最大化專注于客戶產(chǎn)品價(jià)值的提升與傳遞傭金薪水銷售我們所擁有的產(chǎn)品加強(qiáng)市場(chǎng)推力第2頁/共54頁ASuccessfulPMIn-depthproductandmarketknowledge-marketsurvey&research,customerstudy-channelneeds&segmentdevelopmentFocusedmarketdevelopmenteffortswithbalancedPLresult-clearsegmentidentification-successfulproductcategorymanagement-timetomarketOperationalefficiencyandadvancement-forecastandreview,readinessandaccuracyofoperationaldata-productplanatdifferentstageofthelifecycle-competitoranalysis-workwithHPinleadingthechange-valueaddedsellingmodel第3頁/共54頁

WhatshouldaPMdo?BusinessManagementunderstand“customer”needssupplychainmanagementgeneratethedemandunderstandtheenvironment&situationproactivelyrefrainthecompetitorsProductManagementproductlineandproductcategorymanagementinventoryplanningandmanagementproductcyclemanagementsellthroughmanagement第4頁/共54頁MeasurementfortheProductManagerBusinessManagementknowledgeaboutmarket,competition,channelapplydifferentstrategiestodevelopthemarketeffectiveuseofmarketingfoundcoverageandsegmentdevelopmentProductManagementPLquotaachievementsforecastaccuracy,operatingcostanalysis,inventoryturnsproductscrapcost,fire-salecostsellthroughanalysis,TAT,out-of-stockratioindustrialratio,vendorandmarketgrowthrate第5頁/共54頁P(yáng)roductManagementOverviewPMhasnotbeengivenadequatefocusManyhasnotreceivetherightlevelofleadershipfromthewholesaler’smanagementteamExample:IsitgoodforaPMtobeaPortfoliomanager?WhatdoaPMdoafterapriceisset?Whatreportingdotheymonitor?Whataretheirindictors?Howdotheygetconfirmation?Whoaretheiradvisors?Conclusion:today,mostPMareontheirown,donothaveaprocessofcommunicationorescalationandspend90%oftheirtimeadjustingprices.第6頁/共54頁TopPrioritiesforProductManagersBasicsforPM:strengthenunderstandingofmarket&industrydynamicsunderstandyourcompany’scompetitivenessandpositionwithintheinternalcompetitionandexternalcompetitionunderstandyoursalesteam’sdeploymentandtheirlocalenvironmentsetupprocessesofcommunication,pricerequest/approval3importantareasofthinking:understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecificsunderstandingwhetheryourcompanyhasastablebusinessandiftheyarestableunderstandhowyoucangrowyourbusiness第7頁/共54頁Marketdynamicsaffectingproductmanagement:BenchmarkingtherightthingPMhastraditionallybeeninternallyfocusedmycompetitionisnetDELL,itisw/sXwholesalerXissellinglowerpriceIambetterthanw/sXbecauseIhaveabiggerofficesetupinthatcityToday,PMneedtocalibratetheinternalenvironmentandquicklymoveouttohandletheexternalenvironmentAmIsellingmoreefficientthanw/sX?wheredowecompeteandwhereshouldweholdtheline?Whatarethecompetitiveadvantagethattheaveragew/shasintheregion,industry?Ismynetworkstrongerthantheaveragew/sintheindustry?WhataretheKSFintheindustry?第8頁/共54頁

Understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecifics第9頁/共54頁P(yáng)art2

如何做成功的渠道銷售員ChannelSales第10頁/共54頁渠道分類付款好壞定貨量大小潛在問題營(yíng)業(yè)額中心放棄對(duì)象明日之星第11頁/共54頁渠道分類價(jià)格高低定貨量大小利潤(rùn)中心放棄對(duì)象放棄對(duì)象情人利潤(rùn)中心放棄對(duì)象利潤(rùn)中心第12頁/共54頁渠道分類付款好壞價(jià)格高低利潤(rùn)中心放棄對(duì)象情人利潤(rùn)中心放棄對(duì)象Level1Level2Level3Level2第13頁/共54頁公司定位營(yíng)業(yè)額高低利潤(rùn)率高走向消失系統(tǒng)集成商分銷商很少存在個(gè)別廠商第14頁/共54頁競(jìng)爭(zhēng)趨勢(shì)高低市場(chǎng)容量大利潤(rùn)率競(jìng)爭(zhēng)小ProfitNon-ProfitcompetitionProfit第15頁/共54頁競(jìng)爭(zhēng)趨勢(shì)高低訂貨額大小價(jià)格第16頁/共54頁渠道銷售員任務(wù)將公司所經(jīng)營(yíng)的產(chǎn)品，以合理的價(jià)格，最大限度地銷售給你的客戶，并使你的客戶能從中獲取最大受益.WilliamLee<渠道策略和方向>第17頁/共54頁渠道銷售之角色資訊專員(Consultant)今后代理的發(fā)展業(yè)務(wù)方向長(zhǎng)期合作市場(chǎng)預(yù)測(cè)代理和產(chǎn)品

月度。季。年度銷售工作工作總結(jié)代理和產(chǎn)品

月度。季。年度

市場(chǎng)代理商支持技術(shù)。市場(chǎng)。銷售案例，廣告交流和聯(lián)系產(chǎn)品信息公司方向和存在問提渠道的開發(fā)(VAR,Dealerorretailer第18頁/共54頁渠道銷售之角色consultantForecastWinWinDirectionlongrelationtrustCompanyorder/shipmentinventorymanagementFinancialPlanSellProfit/lostrevenueReviewGainexperienceknowwhathappenandplanactionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketinginfo.Recruiting

NewBusinessMarketshare.第19頁/共54頁代理商需求關(guān)心程度低關(guān)心內(nèi)容第20頁/共54頁分銷商銷售員技巧IndustrialKnowledgeProductsKnowledgeMarketTrendCompetitionCompanyandCustomerRelationmanagementPlanning第21頁/共54頁分銷銷售員技巧CompanyImageCompanyGrowthProductsPriceAvailabilityRelationPlanningTechIndustrialKnowledgeRelationshipNegotiationProducts.MarkettrendCustomer&Company第22頁/共54頁P(yáng)lanning定單付款和欠款代理商召募第23頁/共54頁P(yáng)lanning定單付款和欠款代理商招募第24頁/共54頁P(yáng)lanning(A/R)

第25頁/共54頁P(yáng)lanning(Recruitment)Products:VectraPC,6LLaserJetTime:July.20Start:Aug.1End:Oct.30Target:6L:720PC:950數(shù)量質(zhì)量產(chǎn)品第26頁/共54頁P(yáng)art3ChannelEvolution第27頁/共54頁Supplychainlinkstodayandtomorrow

KeyElementsinformersupplychainmodelReliabilityofimporterscostofimportationvsriskstabilityoflogisticsshipmentcapacityVATreceiptinvestinrelationshipbuildingpreparingfundstohandlemishapblackmarketforeigncurrencyexchangerateusethebestpeopletohandleandmanagetheserelationship第28頁/共54頁Howwillthedistributionlandscapechange?Low-margin,theneedtodrivecostdown.Shortenthesupplychain,eliminatemiddle-tier,gotolast-tie,godirectI.e.Dell.ReduceinventorymovementstandardizeonkeymodelsMinimal/nostockingPaywheredistributoraddvalueOfferdifferentvaluestodifferenttypesofcustomer(newfirsttimebuyer,experiencebuyer,repeatbuyer)Providemoreservices第29頁/共54頁TopprioritiesforwholesalersNomoremargins,fairgroundcompetitionmaytotallyeliminateanyadvantageaw/sprevioushaveormaysuddenmakeanotherw/ssuper-competitive.Largescaledistributorfall-outlikely.entryofnewinternational,regionalplayerwillspeedup.Newelementsofcompetition2nd-tienetworkgeographiccoveragecost-efficientinfrastructurewellalign,wellbalancestrongexecution&implementationcalibreofpeoplecollaborativerelationship第30頁/共54頁Areyoureallyinthedistributionbusiness?

Howdoyoumeasurecost&profit?ThecostofdistributionisarathercomplexasitcontainmanyvariableandcomponentsEveryw/shasdifferentweightonindividualelementToday,feww/sactuallyworktowardsanindustrybenchmarkEfficientandeliminatingfatsinacoststructureisthefirststeptobetterprofitability.Tounderstandwhichelementiswithincontrolandwhichisnot.第31頁/共54頁Areyoureallyinthedistributionbusiness?

Doyouhavetherighttypeofpartners?Howdoyouknowyouifyoucanresolveaninternalpriceissueorbeprofitable?Understandwhoaretheir2nd-tiebytypestake#oflast-tievs2nd-ties/sub-distributionifvoloflast-tievs2nd-tie/sub-doverthelast3monthsislessthan50%ofyourtotalbusiness,thembother,youmaybeintroubleGoforthelast-tieMoveoutfromsub-distribution第32頁/共54頁Areyoureallyinthedistributionbusiness?

Areyouadistributionorcorporatelogisticcompany?

Howmuchofyourbusinessisalignedtocompetitioninthedistributionarea?Understandwhoaretheir2nd-tiebytypesandthevolume.Take#ofresellersthatyourdobitdealfulfillmentvsthoseyouselltowhoselltoSMEcustomers.MeasureVoloffulfillmentvsowndistribution.IfVoloffulfillmentoverthelast3monthsismorethan50%ofyourtotalbusiness,thembother,youmaybeintrouble.Onthesevolumethatyoufulfill,whatvaluedoyouadd?Doyoudosimplehardwaresolutionconfigurations?Doyoudosoftwareoptimization?Doyouofferattractivebundles?Ifyoudonot,youareindeedintrouble.第33頁/共54頁Areyoureallyinthedistributionbusiness?Whereareyousellingin?understandwhoaretheir2nd-tiebytypesandthevolumeandwheretheyarein.take#ofresellersthatyouhave.Howmanyarerepeatcustomers?Takethevolumeofnumberofrepeatcustomers.Distributethemintonumberofcities.Ifmorethan50%ormoreareinonly3majorcities,arethesecitiesyourhomeground?Ifnot,youdonothaveenoughgeographiccoverage.Howmanycitiesdoyoucoverconsistentlyeverymonth.Doyouhavetherightresourcesandsystemstomaintainthesegeobusiness?Geographiccoverageisvitalinanybattle第34頁/共54頁Areyoureallyinthedistributionbusiness?

Doyoudodealsordoyouputinprograms?Understandwhoaretheir2nd-tiebytypes,thevolume,wheretheyareinandthebusinessrelationshipyouhavewiththem.Take#ofresellersthatyouhave.Howmanyarerepeatcustomer?Howmanyofthemhaveabusinessagreement/programwithyou?Howmanyareonadeal-by-dealbasis?Ifmorethan50%ofyourbusinessareonadealbydealbasis,youmaybenotprofitable.Youneedbecompetitivebutworkingonadealbydealbasisdonotmakegoodbusinesssense.StructureyourrelationshipRewardthembecausetheymakeyouprofitableandyouprovidethemgoodsupportandreasonablepricingbyNOTbecausethey“buy”fromyou.第35頁/共54頁Areyoureallyinthedistributionbusiness?

Understandingsupply&demandHPmanagessupplyanddemandatacountryleveloverallmarketsharegoalsbasedonprofitability,competitivetermsgeneralseasonalitypredictabledisruptionssell-thru/inventorylevelverysoon...Wewillgetindowntogeoregionsandweeks-window.Supplyanddemandarebarebasic,bareessentialinthemanagementofproductpricing.Youneedtofactorinprobablyasimilarsetoffactorstosettheframeworkforpricingandbreakitdownbygeography.Youneedtounderstandyoucapacityvscapability.第36頁/共54頁P(yáng)lanningforgrowth,wheredoyoulook?SMEsegmentandbusinessopportunity.Formanyw/s,youneedtomoveoutfromthedependenciesofthecorporatebigdealfromCARs.CreativewaystotapintoSMEbusiness.ExpandgeographyWehaveplanningtofindawaytosupportsalesinto30-50citiesbymid-1999,howmanycitiescanyouparticipatein?howdoyousupportthese?Competitor’schannelisexposecompetitorsdohavebetterlocalgeographiccoveragevsHPinsmallcitiestoday.Butmanyw/sstilldependheavilyonsub-distribution,notmanyareaheadinthisrace.Therearestillhugeroomforustoregaincompetitiveness.Increaseproductivityandefficiencycategorizepartners,business.E-commerceTele-salesNewsupplychainmodelIncreaseservicelevel第37頁/共54頁Buildinguptrust,worktogetherintheHPcircleAgreeonbasicprinciplesBeopen,alwaysbelieve,trustandlistontoyourpartnerfirstCompetethrudifferentiationbutleavethegeneralenvironmentintactforthenextVerifyanyspeculationwiththerelevantparty.\NetworkAddressdifficult2nd-tiersjoinforcesonmarketingeventatcitylevelMaketimeforpeopledevelopmentnotjusttoaddresspriceissueEnsureaminimallevelofleisureactivity,havesomefun第38頁/共54頁P(yáng)art4ReviewTools第39頁/共54頁ReviewandRateyourSituationCityNetSalesGrossMargin#of2nd-tiersProfitable2T/%SalesBreakeven2T/%SalesLost2T/%SalesScoreBJSHACDGZ第40頁/共54頁RectifyingthesituationCitySalesObjectiveGrossMarginTargetVolumeTargetChannelSupportResourcesChannelDevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintain第41頁/共54頁ABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSalesLessonsLearnt….Howmany2nd-Tiersstickwithyouduringthepricewar?Whatwereyourpriorities?Didyousacrificevolumewithprofitorprofitwithvolume?Rightpartners=Win-WinPartners=ProfitablepartnersHighervolume/HigherProfitSub-Distributorisnottheonlywaytomaintainyourvolumerun-rate.Basevolumegeneratedbylast-tierusuallyismorestableandpredictableRe-qualifyandmanageyourcustomerprofitability=第42頁/共54頁RelookingatResellerRelationshipsFixyourdistributionstrategy,don’tgobackwardsI.e.sub-distributionProfitabilityiskey,measurement,trackingdowntoeachreselleriscriticaltodecisionmaking.Pickyourpartners,chosethosethathelpyougetclosertothecustomer.I.e.“thecloserthebetter”.Protectyourmembers,offerprograms,trackstoONLYthosewhohascommitment.Marketingcapabilitywithregularrefreshatwholesalerleveliskeytomaintainingaenergisedrelationship.ABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSales第43頁/共54頁DistributorCompetitivenessCompetitivnessatitsbestistheabilitytosurvivewithlowmargins.ThereforeCompetitiveness=Highestefficiency.Itismeasuredbythereturnyougetvsyourinvestme