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1、HP FY99 wholesaler directionPart one:Product ManagerPart two:Channel SalesPart three:Channel evolution in 1999Part fourReview toolsPart fiveBFT introductionPart 1如何成為成功的產品經理Product Manager產品經理培訓產品經理培訓n產品經理做什么市場開發(fā)的產品專家使運做成本最小化專注產品線與產品分類產品價值的創(chuàng)造者固定的基本薪水訂購可銷售的產品創(chuàng)造市場拉力n銷售經理做什么渠道開發(fā)的銷售專家使利潤最大化專注于客戶產品價值的提升與

2、傳遞傭金薪水銷售我們所擁有的產品加強市場推力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 e

3、fficiency 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 modelWhat should a PM do?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 managementMeasurement for the Product ManagerMeasurement for the Product

5、 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

6、-sale costsell through analysis,TAT,out-of-stock ratioindustrial ratio,vendor and market growth rateProduct 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 m

7、anager?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.Top Prio

8、rities 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 communic

9、ation,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 busines

10、sMarket 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 intern

11、al 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 ind

12、ustry?What are the KSF in the industry?Understanding your companys competitive position in the complex competitive environment by breaking it down to specificsPart 2 如何做成功的渠道銷售員如何做成功的渠道銷售員Channel Sales渠道分類渠道分類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渠道分類渠道分類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

13、利潤中心放棄對象Level1Level2Level3Level2公司定位公司定位營業(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渠道銷售員任務渠道銷售員任務將公司所經營的產品，以合理的價格，最大限度地銷售給你的客戶，并使你的客戶能從中獲取最大受益.William LeeWilliam Lee 渠道銷售之角色渠道銷售之角色n n資訊專員資訊專員資訊專員資訊專員(Consultant)Consultant)今后代理的發(fā)展今后代理的發(fā)展今后代理的發(fā)展今后代理的發(fā)展

14、業(yè)務方向業(yè)務方向業(yè)務方向業(yè)務方向 長期合作長期合作長期合作長期合作n n市場預測市場預測市場預測市場預測 代理和產品代理和產品代理和產品代理和產品 月度。季。年度月度。季。年度月度。季。年度月度。季。年度n n銷售工作銷售工作銷售工作銷售工作n n工作總結工作總結工作總結工作總結 代理和產品代理和產品代理和產品代理和產品 月度。季。年度月度。季。年度月度。季。年度月度。季。年度 市場市場市場市場n n代理商支持代理商支持代理商支持代理商支持 技術技術技術技術 。市場。市場。市場。市場 。銷售案例。銷售案例。銷售案例。銷售案例 ，廣告，廣告，廣告，廣告n n交流和聯系交流和聯系交流和聯系交流和聯

15、系 產品信息產品信息產品信息產品信息 公司方向和存在問提公司方向和存在問提公司方向和存在問提公司方向和存在問提n n渠道的開發(fā)渠道的開發(fā)渠道的開發(fā)渠道的開發(fā)(VAR,Dealer or retailerVAR,Dealer or retailer渠道銷售之角色渠道銷售之角色consultantForecastWin WinDirectionlong relationtrustCompany order/shipmentinventory managementFinancial PlanSellProfit/lostrevenueReviewGain experienceknow what ha

16、ppen and plan actionsupportingloyaltyorderCommunicationUnderstandingRelationproducts/marketing info.Recruiting New BusinessMarket share.代理商需求代理商需求關心程度低關心內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 Image

17、Company GrowthProductsPriceAvailabilityRelationPlanningTechIndustrial KnowledgeRelationshipNegotiationProducts.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Planning(A/R)Planning(Recruitment)Products:Vectra PC,6L LaserJet Time:July.20Start:Aug.1 End:Oct.30Ta

18、rget:6 L :720 PC :950 數量質量產品Part 3Channel EvolutionSupply 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 mishapblackm

19、arket foreign currency exchange rateuse the best people to handle and manage these relationshipHow 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.De

20、ll.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 servicesTop priorities for wholesalersnNo more margins,fair ground compe

21、titionmay 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 infrastructurew

22、ell align,well balancestrong execution&implementationcalibre of peoplecollaborative relationshipAre 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 indivi

23、dual 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.Are you really in the distribution business?Are you really in the distri

24、bution 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 ove

25、r the last 3months is less than 50%of your total business,them bother,you maybe in troublenGo for the last-tienMove out from sub-distributionAre you really in the distribution business?Are you really in the distribution business?Are you a distribution or corporate logistic company?Are you a distribu

26、tion 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 o

27、wn 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 bundle

28、s?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 in.take#of resellers that you have.How many are repeat customers?Take the volume of number of repeat customers.D

29、istribute 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?

30、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,where they are in and the business relationship you have with them.Take#of resellers that you have.How many are repea

31、t 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 you

32、r relationshipnReward 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 distribution business?Understanding supply&demandnHP manages supply and demand at a country leveloverall market share goals base

33、d 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

34、 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 from the dependencies of the corporate big deal from CARs.Creative

35、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.

36、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 levelBuilding up trust,work t

37、ogether 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 work

38、nAddress 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 funPart 4Review ToolsReview and Rate your SituationCityNet SalesGross Margin#of 2nd-tiersProfitable 2T/%Sale

39、sBreakeven 2T/%SalesLost 2T/%SalesScore BJSHACDGZRectifying the situationCitySales ObjectiveGross Margin TargetVolume TargetChannel SupportResourcesChannel DevelopmentBJSHACDGZMaintainMaintainMaintainMaintainMaintainMaintainB-EvenProfitProfitMaintainVolumeMaintainMaintainMaintainABDECGross MarginRes

40、ellersIncrease 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

41、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=Relooking at Reseller RelationshipsFix your distribution strategy,dont go backwards I

42、.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

43、capability with regular refresh at wholesaler level is key to maintaining a energised relationship.ABDECGross MarginResellersIncrease PenetrationRenegotiate terms or dropBreakevenNet MarginCost of SalesDistributor CompetitivenessCompetitivness at its best is the ability to survive with low margins.T

44、herefore 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

45、 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 R

46、esellers,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 MarginsCapacity vs CapabilityIn the business of In the business of distribu

47、tion,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 capacitycapacitycapacity1M1M5M4McapabilityPart 5BFT(Business Fundamental Table)Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Joint Wholesaler Business Fundamental Table Thanks!演講完畢，謝謝觀看！