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1、HPFY99wholesalerdirection,Partone:ProductManagerParttwo:ChannelSalesPartthree:Channelevolutionin1999PartfourReviewtoolsPartfiveBFTintroduction,HPFY99wholesalerdirectionParto,Part 1,如何成为成功的产品经理Product Manager,Part 1如何成为成功的产品经理,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
2、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,产品经理培训产品经理做什么销售经理做什么,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- su
3、ccessful 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,A Success
4、ful PMIn-depth produc,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 managementp
5、roduct cycle managementsell through management,What should a PM do?Business,Measurement for the Product Manager,Business Managementknowledge about market, competition, channelapply different strategies to develop the marketeffective use of marketing foundcoverage and segment developmentProduct Manag
6、ementPL 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,Measurement for the Product Ma,Product Management Overview,PM has not been given adequa
7、te 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?Conclu
8、sion: today, most PM are on their own, do not have a process of communication or escalation and spend 90% of their time adjusting prices.,Product Management OverviewPM,Top Priorities for Product Managers,Basics for PM:strengthen understanding of market & industry dynamicsunderstand your companys com
9、petitiveness 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 co
10、mpetitive 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,Top Priorities for Product Man,Market dynamics affecting product management : Benchmarking the right thing,PM has traditional
11、ly 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 ef
12、ficient 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?,Market dynamics affecting prod,Understanding your
13、 companys competitive position in the complex competitive environment by breaking it down to specifics,Understanding your company,Part 2,如何做成功的渠道销售员Channel Sales,Part 2 如何做成功的渠道销售员,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
14、,利润中心,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,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,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,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,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,竞争趋势,高,低,市场容量,大,利润率竞争,小,Profit,Non-Profit,competition,Profit,竞争趋势高低市场容量大利润率小ProfitNon-Pro
15、fi,竞争趋势,高,低,订货额,大,小,价格,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 ,渠道销售员任务将公司所经营的产品，以合理的价格，Willia,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,渠道销售之角色资讯专员(Con
16、sultant),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.,Recru
17、iting,New BusinessMarket share.,渠道销售之角色consultantForecastWDire,代理商需求,关心程度,低,关心内容,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,分销商销售员技巧Industrial Knowledge,分销销售员技巧,Company Image,Company Growth,Products,Price,Ava
18、ilability,Relation,Planning,Tech,Industrial Knowledge,Relationship,Negotiation,Products.,Market trend,Customer &Company,分销销售员技巧Company ImageCompa,Planning,定单付款和欠款代理商召募,Planning 定单,Planning,定单 付款和欠款代理商招募,Planning定单,Planning (A/R),Planning (A/R),Planning (Recruitment),Products : Vectra PC , 6L LaserJe
19、t Time: July.20Start : Aug.1 End : Oct. 30Target : 6 L : 720 PC : 950,Planning (Recruitment)Products,Part 3,Channel Evolution,Part 3,Supply chain links today and tomorrow,Key Elements in former supply chain modelReliability of importerscost of importation vs riskstability of logisticsshipment capaci
20、tyVAT receiptinvest in relationship buildingpreparing funds to handle mishapblackmarket foreign currency exchange rateuse the best people to handle and manage these relationship,Supply chain links today and t,How will the distribution landscape change?,Low-margin, the need to drive cost down.Shorten
21、 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 s
22、ervices,How will the distribution land,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 w
23、ill speed up.New elements of competition2nd-tie networkgeographic coveragecost-efficient infrastructurewell align, well balancestrong execution & implementationcalibre of peoplecollaborative relationship,Top priorities for wholesalers,Are you really in the distribution business?How do you measure co
24、st & 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 profitabili
25、ty.To understand which element is within control and which is not.,Are you really in the distribu,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 ty
26、pestake # 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 distribu,Are you really in the distribution bu
27、siness?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.Meas
28、ure 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 optimizat
29、ion? Do you offer attractive bundles? If you do not, you are indeed in trouble.,Are you really in the distribu,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 ma
30、ny 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.D
31、o you have the right resources and systems to maintain these geo business?Geographic coverage is vital in any battle,Are you really in the distribu,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
32、 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 profit
33、able.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 distribu,Are you
34、 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 region
35、s 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.,Are you really in the dis
36、tribu,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
37、 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 f
38、or us to regain competitiveness.Increase productivity and efficiencycategorize partners, business.E-commerceTele-salesNew supply chain modelIncrease service level,Planning for growth, where do,Building up trust, work together in the HP circle,Agree on basic principlesBe open, always believe, trust a
39、nd 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 is
40、sueEnsure a minimal level of leisure activity, have some fun,Building up trust, work togeth,Part 4,Review Tools,Part 4,Review and Rate your Situation,BJ,SHA,CD,GZ,Review and Rate your Situation,Rectifying the situation,City,Sales Objective,Gross Margin Target,Volume Target,Channel Support,Resources,
41、Channel Development,BJ,SHA,CD,GZ,Maintain,Maintain,Maintain,Maintain,Maintain,Maintain,B-Even,Profit,Profit,Maintain,Volume,Maintain,Maintain,Maintain,Rectifying the situationCitySa,Lessons Learnt.,How many 2nd-Tiers stick with you during the price war ?What were your priorities ? Did you sacrifice
42、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 cust
43、omer profitability,=,ABDECGross MarginResellersIncr,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 yo
44、u 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.,Relooking at Reseller Relation,Distributor Competitiv
45、eness,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 almos
46、t 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 fi
47、nal 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,Distributor CompetitivenessCom,Capacity vs Capability,In the business of distribution, opportun
48、ity is often mis-interpreted as my capability is more than my capacity,capacity,1M,1M,5M,4M,capability,Capacity vs CapabilityIn the b,Part 5,BFT(Business Fundamental Table),Part 5BFT,产品经理培训课件(-54张),Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fun,Joint Wholesaler Business Fu
49、ndamental Table,Joint Wholesaler Business Fun,Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fun,Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fun,Joint Wholesaler Business Fundamental Table,Joint Wholesaler Business Fun,Thanks!,Thanks!,1、不是井里没有水，而是你挖的不
50、够深。不是成功来得慢，而是你努力的不够多。2、孤单一人的时间使自己变得优秀，给来的人一个惊喜，也给自己一个好的交代。3、命运给你一个比别人低的起点是想告诉你，让你用你的一生去奋斗出一个绝地反击的故事，所以有什么理由不努力!4、心中没有过分的贪求，自然苦就少。口里不说多余的话，自然祸就少。腹内的食物能减少，自然病就少。思绪中没有过分欲，自然忧就少。大悲是无泪的，同样大悟无言。缘来尽量要惜，缘尽就放。人生本来就空，对人家笑笑，对自己笑笑，笑着看天下，看日出日落，花谢花开，岂不自在，哪里来的尘埃!5、心情就像衣服，脏了就拿去洗洗，晒晒，阳光自然就会蔓延开来。阳光那么好，何必自寻烦恼，过好每一个当下，
