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HPFY99wholesalerdirectionPartone:ProductManagerParttwo:ChannelSalesPartthree:Channelevolutionin1999PartfourReviewtoolsPartfiveBFTintroduction Part1如何成为成功的产品经理ProductManager 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 ASuccessfulPMIn-depthproductandmarketknowledge-marketsurvey&research,customerstudy-channelneeds&segmentdevelopmentFocusedmarketdevelopmenteffortswithbalancedPLresult-clearsegmentidentification-successfulproductcategorymanagement-timetomarketOperationalefficiencyandadvancement-forecastandreview,readinessandaccuracyofoperationaldata-productplanatdifferentstageofthelifecycle-competitoranalysis-workwithHPinleadingthechange-valueaddedsellingmodel WhatshouldaPMdo?BusinessManagementunderstand“customer”needssupplychainmanagementgeneratethedemandunderstandtheenvironment&situationproactivelyrefrainthecompetitorsProductManagementproductlineandproductcategorymanagementinventoryplanningandmanagementproductcyclemanagementsellthroughmanagement MeasurementfortheProductManagerBusinessManagementknowledgeaboutmarket,competition,channelapplydifferentstrategiestodevelopthemarketeffectiveuseofmarketingfoundcoverageandsegmentdevelopmentProductManagementPLquotaachievementsforecastaccuracy,operatingcostanalysis,inventoryturnsproductscrapcost,fire-salecostsellthroughanalysis,TAT,out-of-stockratioindustrialratio,vendorandmarketgrowthrate ProductManagementOverviewPMhasnotbeengivenadequatefocusManyhasnotreceivetherightlevelofleadershipfromthewholesaler’smanagementteamExample:IsitgoodforaPMtobeaPortfoliomanager?WhatdoaPMdoafterapriceisset?Whatreportingdotheymonitor?Whataretheirindictors?Howdotheygetconfirmation?Whoaretheiradvisors?Conclusion:today,mostPMareontheirown,donothaveaprocessofcommunicationorescalationandspend90%oftheirtimeadjustingprices. TopPrioritiesforProductManagersBasicsforPM:strengthenunderstandingofmarket&industrydynamicsunderstandyourcompany’scompetitivenessandpositionwithintheinternalcompetitionandexternalcompetitionunderstandyoursalesteam’sdeploymentandtheirlocalenvironmentsetupprocessesofcommunication,pricerequest/approval3importantareasofthinking:understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecificsunderstandingwhetheryourcompanyhasastablebusinessandiftheyarestableunderstandhowyoucangrowyourbusiness Marketdynamicsaffectingproductmanagement:BenchmarkingtherightthingPMhastraditionallybeeninternallyfocusedmycompetitionisnetDELL,itisw/sXwholesalerXissellinglowerpriceIambetterthanw/sXbecauseIhaveabiggerofficesetupinthatcityToday,PMneedtocalibratetheinternalenvironmentandquicklymoveouttohandletheexternalenvironmentAmIsellingmoreefficientthanw/sX?wheredowecompeteandwhereshouldweholdtheline?Whatarethecompetitiveadvantagethattheaveragew/shasintheregion,industry?Ismynetworkstrongerthantheaveragew/sintheindustry?WhataretheKSFintheindustry? Understandingyourcompany’scompetitivepositioninthecomplexcompetitiveenvironmentbybreakingitdowntospecifics Part2如何做成功的渠道销售员ChannelSales 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利润中心 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 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 竞争趋势高低市场容量大利润率竞争小ProfitNon-ProfitcompetitionProfit 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.WilliamLee<渠道策略和方向> 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,Dealerorretailer 渠道销售之角色consultantForecastWinWinDirectionlongrelationtrustCompanyorder/shipmentinventorymanagementFinancialPlanSellProfit/lostrevenueReviewGainexperienceknowwhathappenandplanactionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketinginfo.RecruitingNewBusinessMarketshare. 代理商需求关心程度低关心内容 分销商销售员技巧IndustrialKnowledgeProductsKnowledgeMarketTrendCompetitionCompanyandCustomerRelationmanagementPlanning 分销销售员技巧CompanyImageCompanyGrowthProductsPriceAvailabilityRelationPlanningTechIndustrialKnowledgeRelationshipNegotiationProducts.MarkettrendCustomer&Company Planning定单付款和欠款代理商召募 Planning定单付款和欠款代理商招募 Planning(A/R) Planning(Recruitment)Products:VectraPC,6LLaserJetTime:July.20Start:Aug.1End:Oct.30Target:6L:720PC:950数量质量产品 Part3ChannelEvolution SupplychainlinkstodayandtomorrowKeyElementsinformersupplychainmodelReliabilityofimporterscostofimportationvsriskstabilityoflogisticsshipmentcapacityVATreceiptinvestinrelationshipbuildingpreparingfundstohandlemishapblackmarketforeigncurrencyexchangerateusethebestpeopletohandleandmanagetheserelationship Howwillthedistributionlandscapechange?Low-margin,theneedtodrivecostdown.Shortenthesupplychain,eliminatemiddle-tier,gotolast-tie,godirectI.e.Dell.ReduceinventorymovementstandardizeonkeymodelsMinimal/nostockingPaywheredistributoraddvalueOfferdifferentvaluestodifferenttypesofcustomer(newfirsttimebuyer,experiencebuyer,repeatbuyer)Providemoreservices TopprioritiesforwholesalersNomoremargins,fairgroundcompetitionmaytotallyeliminateanyadvantageaw/sprevioushaveormaysuddenmakeanotherw/ssuper-competitive.Largescaledistributorfall-outlikely.entryofnewinternational,regionalplayerwillspeedup.Newelementsofcompetition2nd-tienetworkgeographiccoveragecost-efficientinfrastructurewellalign,wellbalancestrongexecution&implementationcalibreofpeoplecollaborativerelationship Areyoureallyinthedistributionbusiness?Howdoyoumeasurecost&profit?ThecostofdistributionisarathercomplexasitcontainmanyvariableandcomponentsEveryw/shasdifferentweightonindividualelementToday,feww/sactuallyworktowardsanindustrybenchmarkEfficientandeliminatingfatsinacoststructureisthefirststeptobetterprofitability.Tounderstandwhichelementiswithincontrolandwhichisnot. Areyoureallyinthedistributionbusiness?Doyouhavetherighttypeofpartners?Howdoyouknowyouifyoucanresolveaninternalpriceissueorbeprofitable?Understandwhoaretheir2nd-tiebytypestake#oflast-tievs2nd-ties/sub-distributionifvoloflast-tievs2nd-tie/sub-doverthelast3monthsislessthan50%ofyourtotalbusiness,thembother,youmaybeintroubleGoforthelast-tieMoveoutfromsub-distribution Areyoureallyinthedistributionbusiness?Areyouadistributionorcorporatelogisticcompany?Howmuchofyourbusinessisalignedtocompetitioninthedistributionarea?Understandwhoaretheir2nd-tiebytypesandthevolume.Take#ofresellersthatyourdobitdealfulfillmentvsthoseyouselltowhoselltoSMEcustomers.MeasureVoloffulfillmentvsowndistribution.IfVoloffulfillmentoverthelast3monthsismorethan50%ofyourtotalbusiness,thembother,youmaybeintrouble.Onthesevolumethatyoufulfill,whatvaluedoyouadd?Doyoudosimplehardwaresolutionconfigurations?Doyoudosoftwareoptimization?Doyouofferattractivebundles?Ifyoudonot,youareindeedintrouble. Areyoureallyinthedistributionbusiness?Whereareyousellingin?understandwhoaretheir2nd-tiebytypesandthevolumeandwheretheyarein.take#ofresellersthatyouhave.Howmanyarerepeatcustomers?Takethevolumeofnumberofrepeatcustomers.Distributethemintonumberofcities.Ifmorethan50%ormoreareinonly3majorcities,arethesecitiesyourhomeground?Ifnot,youdonothaveenoughgeographiccoverage.Howmanycitiesdoyoucoverconsistentlyeverymonth.Doyouhavetherightresourcesandsystemstomaintainthesegeobusiness?Geographiccoverageisvitalinanybattle Areyoureallyinthedistributionbusiness?Doyoudodealsordoyouputinprograms?Understandwhoaretheir2nd-tiebytypes,thevolume,wheretheyareinandthebusinessrelationshipyouhavewiththem.Take#ofresellersthatyouhave.Howmanyarerepeatcustomer?Howmanyofthemhaveabusinessagreement/programwithyou?Howmanyareonadeal-by-dealbasis?Ifmorethan50%ofyourbusinessareonadealbydealbasis,youmaybenotprofitable.Youneedbecompetitivebutworkingonadealbydealbasisdonotmakegoodbusinesssense.StructureyourrelationshipRewardthembecausetheymakeyouprofitableandyouprovidethemgoodsupportandreasonablepricingbyNOTbecausethey“buy”fromyou. Areyoureallyinthedistributionbusiness?Understandingsupply&demandHPmanagessupplyanddemandatacountryleveloverallmarketsharegoalsbasedonprofitability,competitivetermsgeneralseasonalitypredictabledisruptionssell-thru/inventorylevelverysoon...Wewillgetindowntogeoregionsandweeks-window.Supplyanddemandarebarebasic,bareessentialinthemanagementofproductpricing.Youneedtofactorinprobablyasimilarsetoffactorstosettheframeworkforpricingandbreakitdownbygeography.Youneedtounderstandyoucapacityvscapability. Planningforgrowth,wheredoyoulook?SMEsegmentandbusinessopportunity.Formanyw/s,youneedtomoveoutfromthedependenciesofthecorporatebigdealfromCARs.CreativewaystotapintoSMEbusiness.ExpandgeographyWehaveplanningtofindawaytosupportsalesinto30-50citiesbymid-1999,howmanycitiescanyouparticipatein?howdoyousupportthese?Competitor’schannelisexposecompetitorsdohavebetterlocalgeographiccoveragevsHPinsmallcitiestoday.Butmanyw/sstilldependheavilyonsub-distribution,notmanyareaheadinthisrace.Therearestillhugeroomforustoregaincompetitiveness.Increaseproductivityandefficiencycategorizepartners,business.E-commerceTele-salesNewsupplychainmodelIncreaseservicelevel Buildinguptrust,worktogetherintheHPcircleAgreeonbasicprinciplesBeopen,alwaysbelieve,trustandlistontoyourpartnerfirstCompetethrudifferentiationbutleavethegeneralenvironmentintactforthenextVerifyanyspeculationwiththerelevantparty.NetworkAddressdifficult2nd-tiersjoinforcesonmarketingeventatcitylevelMaketimeforpeopledevelopmentnotjusttoaddresspriceissueEnsureaminimallevelofleisureactivity,havesomefun Part4ReviewTools ReviewandRateyourSituationCityNetSalesGrossMargin#of2nd-tiersProfitable2T/%SalesBreakeven2T/%SalesLost2T/%SalesScoreBJSHACDGZ RectifyingthesituationCitySalesObjectiveGrossMarginTargetVolumeTargetChannelSupportResourcesChannelDevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintain ABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSalesLessonsLearnt….Howmany2nd-Tiersstickwithyouduringthepricewar?Whatwereyourpriorities?Didyousacrificevolumewithprofitorprofitwithvolume?Rightpartners=Win-WinPartners=ProfitablepartnersHighervolume/HigherProfitSub-Distributorisnottheonlywaytomaintainyourvolumerun-rate.Basevolumegeneratedbylast-tierusuallyismorestableandpredictableRe-qualifyandmanageyourcustomerprofitability= RelookingatResellerRelationshipsFixyourdistributionstrategy,don’tgobackwardsI.e.sub-distributionProfitabilityiskey,measurement,trackingdowntoeachreselleriscriticaltodecisionmaking.Pickyourpartners,chosethosethathelpyougetclosertothecustomer.I.e.“thecloserthebetter”.Protectyourmembers,offerprograms,trackstoONLYthosewhohascommitment.Marketingcapabilitywithregularrefreshatwholesalerleveliskeytomaintainingaenergisedrelationship.ABDECGrossMarginResellersIncreasePenetrationRenegotiatetermsordropBreakevenNetMarginCostofSales DistributorCompetitivenessCompetitivnessatitsbestistheabilitytosurvivewithlowmargins.ThereforeCompetitiveness=Highestefficiency.Itismeasuredbythereturnyougetvsyourinvestment.Intoday’ssaturatedandcompetitiveenvironment,itisdifficulttoyieldhighreturnwithlowinvestment.Itisalmostimpossible.Butitistooeasytoyieldlowefficiencywithhighinvestment.WastageistheBiggestissueformostdistributors.Manydonotmaximisetheirresources.Manydistributorshavelow-efficiencybecausetheydonothavetherightmeasuresateachcomponents.Youcannotlookatjustthefinalmargin.CustomeryieldneedtobesetandmeasuredbysegmentsI.e.VARs,TraditionalResellers,SI,Sub-DistGreymarginisunstableandshouldnotbeusedasaregularcomponentformargincalculationCustomerGrossMarginsCustomerNetMarginsMarketingSalesLogisticsInventoryTransactionFinancingCosttoserveGreyMargins CapacityvsCapabilityInthebusinessofdistribution,opportunityisoftenmis-interpretedasmycapabilityismorethanmycapacitycapacity1M1M5M4Mcapability Part5BFT(BusinessFundamentalTable) JointWholesalerBusinessFundamentalTable JointWholesalerBusinessFundamentalTable JointWholesalerBusinessFundamentalTable JointWholesalerBusinessFundamentalTable JointWholesalerBusinessFundamentalTable Thanks!