產(chǎn)品經(jīng)理+HP產(chǎn)品經(jīng)理培訓(xùn)

1、產(chǎn)品經(jīng)理產(chǎn)品經(jīng)理+HP產(chǎn)品經(jīng)理培訓(xùn)產(chǎn)品經(jīng)理培訓(xùn)如何成為成功的產(chǎn)品經(jīng)理n產(chǎn)品經(jīng)理做什么市場開發(fā)的產(chǎn)品專家使運做成本最小化專注產(chǎn)品線與產(chǎn)品分類產(chǎn)品價值的創(chuàng)造者固定的基本薪水訂購可銷售的產(chǎn)品創(chuàng)造市場拉力n銷售經(jīng)理做什么渠道開發(fā)的銷售專家使利潤最大化專注于客戶產(chǎn)品價值的提升與傳遞傭金薪水銷售我們所擁有的產(chǎn)品加強市場推力In-depth product and market knowledge- market survey & research, customer study- channel needs & segment developmentFocused market development e

2、fforts 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 wi

3、th HP in leading the change- value added selling modelBusiness Managementunderstand “customer” needssupply chain managementgenerate the demandunderstand the environment & situationproactively refrain the competitorsProduct Managementproduct line and product category managementinventory planning and

4、managementproduct cycle managementsell through managementBusiness Managementknowledge about market, competition, channelapply different strategies to develop the marketeffective use of marketing foundcoverage and segment developmentProduct ManagementPL quota achievementsforecast accuracy, operating

5、cost analysis, inventory turnsproduct scrap cost, fire-sale costsell through analysis, TAT, out-of-stock ratioindustrial ratio, vendor and market growth ratenPM has not been given adequate focusnMany has not receive the right level of leadership from the wholesalers management teamnExample:Is it goo

6、d 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?nConclusion: today, most PM are on their own, do not have a process of communication or escalation and spend 90% of th

7、eir time adjusting prices.Top Priorities for Product ManagersBasics for PM:nstrengthen understanding of market & industry dynamicsnunderstand your companys competitiveness and position within the internal competition and external competitionnunderstand your sales teams deployment and their local env

8、ironmentnsetup processes of communication, price request/approval3 important areas of thinking:nunderstanding your companys competitive position in the complex competitive environment by breaking it down to specificsnunderstanding whether your company has a stable business and if they are stablenund

9、erstand how you can grow your businessMarket dynamics affecting product management : Benchmarking the right thingPM 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 c

10、ityToday, 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 networ

11、k stronger than the average w/s in the industry?What are the KSF in the industry? 付款好壞定貨量大小潛在問題營業(yè)額中心放棄對象明日之星價格高低定貨量大小利潤中心放棄對象放棄對象情人利潤中心放棄對象利潤中心渠道分類付款好壞價格高低利潤中心放棄對象情人利潤中心放棄對象Level1Level2Level3Level2營業(yè)額高低利潤率高走向消失系統(tǒng)集成商分銷商很少存在個別廠商競爭趨勢高低市場容量大利潤率競爭小ProfitNon-ProfitcompetitionProfit競爭趨勢高低訂貨額大小價格consultantF

12、orecastWin WinDirectionlong relationtrustCompany order /shipmentinventory managementFinancial PlanSellProfit /lostrevenueReviewGain experienceknow what happen and plan actionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketing info.Recruiting New BusinessMarket share.關(guān)心程度低05101

13、5202530354045priceAvaibilityRelationServiceProductsGrowthImageVARDealerRetailer關(guān)心內(nèi)容分銷商銷售員技巧nIndustrial KnowledgenProducts KnowledgenMarket Trend nCompetition nCompany and CustomernRelation managementnPlanning分銷銷售員技巧Company ImageCompany GrowthProductsPriceAvailabilityRelationPlanningTechIndustrial Kn

14、owledgeRelationshipNegotiationProducts.Market trendCustomer &CompanyPlanning n定單定單n付款和欠款付款和欠款n代理商召募代理商召募Planningn定單 n付款和欠款n代理商招募o(jì)rderD5602A6LTotal $R110080500R25040300R31030200Total5003001001200ProfitD5602A6LAVE. %R12%2%2%R24%2%3%R31%1%1%Total2.50%2.10%5%3.50%Planning (A/R) ResellerJulyAugSeptNoteA/

15、R100300300R1Pay50100230 Shipment50300230A/R1002080R2Pay100Shipment150 A/RR3Pay Shipment240190340TotalA/R150350250Pay120300400ShipmentPlanning (Recruitment)Products : Vectra PC , 6L LaserJet Start : Aug.1 End : Oct. 30Target : 6 L : 720 PC : 950 Vectra2T No.unitsTarget No.unitsCity1280312City25120360

16、City341806230.Tota2T No.unitsTarget No.unitsCity1280312City2445760City341806230.Total1880025950數(shù)量質(zhì)量產(chǎn)品Part 3 Key Elements in former supply chain modelReliability of importerscost of importation vs riskstability of logisticsshipment capacityVAT receiptinvest in relationship buildingprepar

17、ing funds to handle mishapblackmarket foreign currency exchange rateuse the best people to handle and manage these relationshipnLow-margin, the need to drive cost down.nShorten the supply chain, eliminate middle-tier, go to last-tie, go direct I.e. Dell.nReduce inventory movementnstandardize on key

18、modelsnMinimal/no stockingnPay where distributor add value nOffer different values to different types of customer(new first time buyer, experience buyer, repeat buyer)nProvide more servicesnNo more margins, fair ground competitionmay totally eliminate any advantage a w/s previous have or may sudden

19、make another w/s super-competitive.Large scale distributor fall-out likely.entry of new international, regional player will speed up.nNew elements of competition2nd-tie networkgeographic coveragecost-efficient infrastructurewell align, well balancestrong execution & implementationcalibre of peopleco

20、llaborative relationshipnThe cost of distribution is a rather complex as it contain many variable and componentsnEvery w/s has different weight on individual elementnToday, few w/s actually work towards an industry benchmarknEfficient and eliminating fats in a cost structure is the first step to bet

21、ter profitability.nTo understand which element is within control and which is not.nHow 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

22、 3months is less than 50% of your total business, them bother, you maybe in troublenGo for the last-tienMove out from sub-distribution nHow 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

23、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 y

24、ou 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?nWhere are you selling in?understand who are their 2nd-tie by types and the volume and where they are

25、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 cit

26、ies do you cover consistently every month.Do you have the right resources and systems to maintain these geo business?nGeographic coverage is vital in any battleAre you really in the distribution business?nDo you do deals or do you put in programs?Understand who are their 2nd-tie by types, the volume

27、, 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 mayb

28、e not profitable.You need be competitive but working on a deal by deal basis do not make good business sense.nStructure your relationshipnReward them because they make you profitable and you provide them good support and reasonable pricing by NOT because they “buy” from you.nHP manages supply and de

29、mand 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.nSupply and demand are bare basic, bare essential in the management of p

30、roduct pricing.nYou need to factor in probably a similar set of factors toset the framework for pricing and break it down by geography.nYou need to understand you capacity vs capability.Planning for growth, where do you look?nSME segment and business opportunity.For many w/s , you need to move out f

31、rom the dependencies of the corporate big deal from CARs.Creative ways to tap into SME business.nExpand 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?nCompetitors channel is exposecompetitors d

32、o 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.nIncrease productivity and efficiencycategorize partners, business.E-commerceTele-sale

33、sNew supply chain modelnIncrease service levelnAgree on basic principlesnBe open, always believe, trust and liston to your partner firstnCompete thru differentiation but leave the general environment intact for the nextnVerify any speculation with the relevant party.nNet worknAddress difficult 2nd-t

34、iersnjoin forces on marketing event at city levelnMake time for people development not just to address price issuenEnsure a minimal level of leisure activity, have some funReview ToolsCityNet SalesGross Margin# of 2nd-tiersProfitable 2T / % SalesBreakeven 2T / % SalesLost 2T / % SalesScore BJSHACDGZ

35、CitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintainABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCos

36、t of SalesnHow many 2nd-Tiers stick with you during the price war ?nWhat were your priorities ? Did you sacrifice volume with profit or profit with volume ?nRight partners = Win-Win Partners = Profitable partnersnHigher volume / Higher ProfitnSub-Distributor is not the only way to maintain your volu

37、me run-rate. Base volume generated by last-tier usually is more stable and predictablenRe-qualify and manage your customer profitability= Fix your distribution strategy, dont go backwards I.e. sub-distributionProfitability is key, measurement, tracking down to each reseller is critical to decision m

38、aking.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.ABDE

39、CGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesCompetitivness 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 c

40、ompetitive 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 b

41、ecause 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 calculationCus

42、tomer Gross MarginsCustomer Net MarginsMarketingSales LogisticsInventoryTransactionFinancingCost to serveGrey Marginscapacity1M1M5M4McapabilityCopy symbol (select cell) from here to paste =Owner:ON TRACK WARNING OFF TRACK METRICS PROBLEMN.AGoal / Action Limit (_Warning limits)NovDecJanFebMarAprMayJunJulAugSepOctRemarks = 100%1North W/S 2BJ W/S 3Shanghai W/S4ISG / AN = 100%, =90% 5Shipment Rev / Freq (PCs only) 6Turns per year15 for PCs, 12 for others Timely RSI ReportBefore dateline miss 2x -3x7Monthly Shipment PerformanceShipm