HP FY99 wholesaler directionPart 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Part1Part1如何成为成功的产品经理ProductManagerProductManager产品经理HP产品经理培训课件产品经理培训产品经理培训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场推力产品经理HP产品经理培训课件A Successful PMIn-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产品经理HP产品经理培训课件WhatshouldaPMdo?WhatshouldaPMdo?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产品经理HP产品经理培训课件Measurement for the Product ManagerMeasurement for the Product ManagerBusiness 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产品经理HP产品经理培训课件Product Management OverviewnPM 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 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 their time adjusting prices.产品经理HP产品经理培训课件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 environmentnsetup 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 stablenunderstand how you can grow your business产品经理HP产品经理培训课件Market 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 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?产品经理HP产品经理培训课件 Understandingyourcompanyscompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecifics产品经理HP产品经理培训课件Part2Part2如何做成功的渠道销售员如何做成功的渠道销售员Channel Sales产品经理HP产品经理培训课件渠道分类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产品经理HP产品经理培训课件渠道分类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产品经理培训课件公司定位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-ProfitcompetitionProfit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产品经理培训课件渠道销售员任务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 LeeWilliam Lee 产品经理HP产品经理培训课件渠道销售之角色渠道销售之角色n n资讯专员资讯专员资讯专员资讯专员( (Consultant)Consultant) 今后代理的发展今后代理的发展今后代理的发展今后代理的发展 业务方向业务方向业务方向业务方向 长期合作长期合作长期合作长期合作n n市场预测市场预测市场预测市场预测 代理和产品代理和产品代理和产品代理和产品 月度。季。年度月度。季。年度月度。季。年度月度。季。年度n n销售工作销售工作销售工作销售工作n n工作总结工作总结工作总结工作总结 代理和产品代理和产品代理和产品代理和产品 月度。季。年度月度。季。年度月度。季。年度月度。季。年度 市场市场市场市场n n代理商支持代理商支持代理商支持代理商支持 技术技术技术技术 。市场。市场。市场。市场 。销售案例。销售案例。销售案例。销售案例 ，广告，广告，广告，广告n n交流和联系交流和联系交流和联系交流和联系 产品信息产品信息产品信息产品信息 公司方向和存在问提公司方向和存在问提公司方向和存在问提公司方向和存在问提n n渠道的开发渠道的开发渠道的开发渠道的开发 ( (VAR,DealerorretailerVAR,Dealerorretailer产品经理HP产品经理培训课件渠道销售之角色渠道销售之角色consultantForecastWin WinDirectionlong relationtrustCompany order /shipmentinventory managementFinancial PlanSellProfit /lostrevenueReviewGain experienceknow what happen and plan actionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketing info.RecruitingNewBusinessMarketshare.产品经理HP产品经理培训课件代理商需求代理商需求关心程度低关心内容产品经理HP产品经理培训课件分销商销售员技巧nIndustrial KnowledgenProducts KnowledgenMarket Trend nCompetition nCompany and 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代理商招募产品经理HP产品经理培训课件Planning (A/R) 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 数量质量产品产品经理HP产品经理培训课件Part 3Channel Evolution产品经理HP产品经理培训课件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产品经理HP产品经理培训课件How will the distribution landscape change?How will the distribution landscape change?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 distributor 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Top priorities for wholesalersnNo 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.nNew elements of competition2nd-tie networkgeographic coveragecost-efficient infrastructurewell align, well balancestrong execution & implementationcalibre of peoplecollaborative relationship产品经理HP产品经理培训课件Are you really in the distribution business?How do you measure cost & profit?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 profitability.nTo understand which element is within control and which is not.产品经理HP产品经理培训课件Are you really in the distribution business?Are you really in the distribution business?Do you have the right type of partners?Do you have the right type of partners?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 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Are you really in the distribution business?Are you really in the distribution business?Are you a distribution or corporate logistic company?Are you a distribution or corporate logistic company? 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 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.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 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?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?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.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.产品经理HP产品经理培训课件Are you really in the distribution business?Understanding supply & demandnHP 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 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?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 participate 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 productivity 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Building up trust, work together in the HP circleBuilding up trust, work together in the HP circlenAgree 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-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Part 4ReviewTools产品经理HP产品经理培训课件Review and Rate your SituationCityNet 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Rectifying the situationCitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintain产品经理HP产品经理培训课件ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesLessons Learnt.nHow 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 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HP产品经理培训课件Relooking at Reseller RelationshipsFix 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.ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of Sales产品经理HP产品经理培训课件Distributor CompetitivenessCompetitivness 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 calculationCustomer Gross MarginsCustomer Net MarginsMarketingSales LogisticsInventoryTransactionFinancingCost to serveGrey Margins产品经理HP产品经理培训课件Capacity vs CapabilityIn the business of In the business of distribution, distribution, opportunity is opportunity is often mis-often mis-interpreted as interpreted as my capability is my capability is more than my more than my capacitycapacitycapacity1M1M5M4Mcapability产品经理HP产品经理培训课件Part 5BFT(Business Fundamental Table)产品经理HP产品经理培训课件Joint Wholesaler Business Fundamental Table产品经理HP产品经理培训课件Joint Wholesaler Business Fundamental Table产品经理HP产品经理培训课件Joint Wholesaler Business Fundamental Table产品经理HP产品经理培训课件Joint Wholesaler Business Fundamental Table产品经理HP产品经理培训课件Joint Wholesaler Business Fundamental Table产品经理HP产品经理培训课件Thanks!产品经理HP产品经理培训课件