产品经理HP产品经理培训课件

1、产品经理HP产品经理培训课件Part one:Product ManagerPart two:Channel SalesPart three:Channel evolution in 1999Part fourReview toolsPart fiveBFT introduction产品经理HP产品经理培训课件如何成为成功的产品经理产品经理HP产品经理培训课件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

2、场推力产品经理HP产品经理培训课件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 eff

3、iciency 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产品经理HP产品经理培训课件Business Managementunderstand “customer” needssupply chain mana

4、gementgenerate the demandunderstand the environment & situationproactively refrain the competitorsProduct Managementproduct line and product category managementinventory planning and managementproduct cycle managementsell through management产品经理HP产品经理培训课件Business Managementknowledge about market,

5、 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-

6、stock ratioindustrial ratio, vendor and market growth rate产品经理HP产品经理培训课件nPM has not been given adequate focusnMany has not receive the right level of leadership from the wholesalers management teamnExample:Is it good for a PM to be a Portfolio manager?What do a PM do after a price is set?What report

7、ing 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 their time adjusting prices.产品经理HP产品经理培训课件Top Priorities for Product ManagersBasics for

8、 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 environmentnsetup processes of communication, price request/approval3

9、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 stablenunderstand how you can grow your business产品经理HP产品经理培训课件Market dynamics

10、 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 cityToday, PM need to calibrate the internal environme

11、nt 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

12、are the KSF in the industry?产品经理HP产品经理培训课件 产品经理HP产品经理培训课件 产品经理HP产品经理培训课件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产品经理HP产品经理培训课件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产品经理HP产品经理培训课件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Level1Level2Level3Level2产品经理HP产品经理培训课件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产品经理HP产品经理培训课件竞争趋势高低市场容量大利润率竞争小ProfitNon-P

13、rofitcompetitionProfit产品经理HP产品经理培训课件竞争趋势高低订货额大小价格产品经理HP产品经理培训课件产品经理HP产品经理培训课件产品经理HP产品经理培训课件consultantForecastWin WinDirectionlong relationtrustCompany order /shipmentinventory managementFinancial PlanSellProfit /lostrevenueReviewGain experienceknow what happen and plan actionsupportingloyaltyorderCo

14、mmunicationUnderstandingRelationproducts/marketing info.Recruiting New BusinessMarket share.产品经理HP产品经理培训课件关心程度低051015202530354045priceAvaibilityRelationServiceProductsGrowthImageVARDealerRetailer关心内容产品经理HP产品经理培训课件分销商销售员技巧nIndustrial KnowledgenProducts KnowledgenMarket Trend nCompetition nCompany and

15、 CustomernRelation managementnPlanning产品经理HP产品经理培训课件分销销售员技巧Company ImageCompany GrowthProductsPriceAvailabilityRelationPlanningTechIndustrial KnowledgeRelationshipNegotiationProducts.Market trendCustomer &Company产品经理HP产品经理培训课件Planning n定单定单n付款和欠款付款和欠款n代理商召募代理商召募产品经理HP产品经理培训课件Planningn定单 n付款和欠款n代

16、理商招募orderD5602A6LTotal $R110080500R25040300R31030200Total5003001001200ProfitD5602A6LAVE. %R12%2%2%R24%2%3%R31%1%1%Total2.50%2.10%5%3.50%产品经理HP产品经理培训课件Planning (A/R) ResellerJulyAugSeptNoteA/R100300300R1Pay50100230 Shipment50300230A/R1002080R2Pay100Shipment150 A/RR3Pay Shipment240190340TotalA/R150350

17、250Pay120300400Shipment产品经理HP产品经理培训课件Planning (Recruitment)Products : Vectra PC , 6L LaserJet Time: July.20Start : Aug.1 End : Oct. 30Target : 6 L : 720 PC : 950 Vectra2T No.unitsTarget No.unitsCity1280312City25120360City341806230.Tota2T No.unitsTarget No.unitsCity1280312City2445760City

18、341806230.Total1880025950数量质量产品产品经理HP产品经理培训课件Part 3产品经理HP产品经理培训课件 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

19、exchange rateuse the best people to handle and manage these relationship产品经理HP产品经理培训课件nLow-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 modelsnMinimal/no stockingnPay where dist

20、ributor add value nOffer different values to different types of customer(new first time buyer, experience buyer, repeat buyer)nProvide more services产品经理HP产品经理培训课件nNo more margins, fair ground competitionmay totally eliminate any advantage a w/s previous have or may sudden make another w/s super-comp

21、etitive.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 peoplecollaborative relationshi

22、p产品经理HP产品经理培训课件nThe 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 better profi

23、tability.nTo understand which element is within control and which is not.产品经理HP产品经理培训课件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

24、 last 3months is less than 50% of your total business, them bother, you maybe in troublenGo for the last-tienMove out from sub-distribution产品经理HP产品经理培训课件 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 r

25、esellers 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 val

26、ue 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.产品经理HP产品经理培训课件Are you really in the distribution business?nWhere are you selling in?understand who are their 2nd-tie by types a

27、nd 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

28、 geographic coverage.How many cities 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 battle产品经理HP产品经理培训课件Are you really in the distribution business?nDo you do deals or do you put in programs?Unders

29、tand 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

30、 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.nStructure your relationshipnReward them because they make you profitable and you provide them good support and reasonable pricing by NOT becaus

31、e they “buy” from you.产品经理HP产品经理培训课件nHP 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.nSupply and

32、 demand are bare basic, bare essential in the management of product 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.产品经理HP产品经理培训课件Planning for growth, where do you look?

33、nSME 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.nExpand geographyWe have planning to find a way to support sales into 30-50 cities by mid-1999, how many cities can you participa

34、te in? how do you support these?nCompetitors 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.nIncrease p

35、roductivity and efficiencycategorize partners, business.E-commerceTele-salesNew supply chain modelnIncrease service level产品经理HP产品经理培训课件nAgree on basic principlesnBe open, always believe, trust and liston to your partner firstnCompete thru differentiation but leave the general environment intact for

36、the nextnVerify any speculation with the relevant party.nNet worknAddress difficult 2nd-tiersnjoin 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 fun产品经理HP产品经理培训课件Review ToolsReview Tools产

37、品经理HP产品经理培训课件CityNet SalesGross Margin# of 2nd-tiersProfitable 2T / % SalesBreakeven 2T / % SalesLost 2T / % SalesScore BJSHACDGZ产品经理HP产品经理培训课件CitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-Even

38、ProfitProfitMaintainVolumeMaintainMaintainMaintain产品经理HP产品经理培训课件ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesnHow many 2nd-Tiers stick with you during the price war ?nWhat were your priorities ? Did you sacrifice volume with profit or profit

39、with volume ?nRight partners = Win-Win Partners = Profitable partnersnHigher volume / Higher ProfitnSub-Distributor is not the only way to maintain your volume run-rate. Base volume generated by last-tier usually is more stable and predictablenRe-qualify and manage your customer profitability= 产品经理H

40、P产品经理培训课件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

41、, offer programs, tracks to ONLY those who has commitment.Marketing capability with regular refresh at wholesaler level is key to maintaining a energised relationship.ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of Sales产品经理HP产品经理培训课件Competitivness a

42、t 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 i

43、s 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 yi

44、eld 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 calculationCustomer Gross MarginsCustomer Net MarginsMarketingSales LogisticsInventoryTransactionFinancingCost to serveGrey Margi

45、ns产品经理HP产品经理培训课件capacity1M1M5M4Mcapability产品经理HP产品经理培训课件产品经理HP产品经理培训课件Copy 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 -3x