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1、HP FY99 wholesaler direction Part one: Product Manager Part two: Channel Sales Part three: Channel evolution in 1999 Part four Review tools Part five BFT introduction Part 1 如何成為成功的產(chǎn)品經(jīng)理 Product Manager 產(chǎn)品經(jīng)理培訓(xùn) 產(chǎn)品經(jīng)理做什么 市場開發(fā)的產(chǎn)品專家 使運(yùn)做成本最小化 專注產(chǎn)品線與產(chǎn)品分類 產(chǎn)品價(jià)值的創(chuàng)造者 固定的基本薪水 訂購可銷售的產(chǎn)品 創(chuàng)造市場拉力 銷售經(jīng)理做什么 渠道開發(fā)的銷售專家 使利

2、潤最大化 專注于客戶 產(chǎn)品價(jià)值的提升與傳遞 傭金薪水 銷售我們所擁有的產(chǎn)品 加強(qiáng)市場推力 A Successful PM In-depth product and market knowledge - market survey & research, customer study - channel needs & segment development Focused market development efforts with balanced PL result - clear segment identification - successful product category

3、management - time to market Operational 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 What should a PM do? Busines

4、s Management understand “customer” needs supply chain management generate the demand understand the environment & situation proactively refrain the competitors Product Management product line and product category management inventory planning and management product cycle management sell through mana

5、gement Measurement for the Product Manager Business Management knowledge about market, competition, channel apply different strategies to develop the market effective use of marketing found coverage and segment development Product Management PL quota achievements forecast accuracy, operating cost an

6、alysis, inventory turns product scrap cost, fire-sale cost sell through analysis, TAT, out-of-stock ratio industrial ratio, vendor and market growth rate Product Management Overview PM has not been given adequate focus Many has not receive the right level of leadership from the wholesalers managemen

7、t team Example: 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? Conclusion: today, most PM are on their own, do not have a process of communication or

8、escalation and spend 90% of their time adjusting prices. Top Priorities for Product Managers Basics for PM: strengthen understanding of market & industry dynamics understand your companys competitiveness and position within the internal competition and external competition understand your sales team

9、s deployment and their local environment setup processes of communication, price request/approval 3 important areas of thinking: understanding your companys competitive position in the complex competitive environment by breaking it down to specifics understanding whether your company has a stable bu

10、siness and if they are stable understand how you can grow your business Market dynamics affecting product management : Benchmarking the right thing PM has traditionally been internally focused my competition is net DELL, it is w/s X wholesaler X is selling lower price I am better than w/s X because

11、I have a bigger office setup in that city Today, PM need to calibrate the internal environment and quickly move out to handle the external environment Am 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/

12、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? Understanding your companys competitive position in the complex competitive environment by breaking it down to specifics Part 2 如何做成功的渠道銷售員 Channel Sales 渠道分類 付款 好 壞 定 貨 量 大

13、小 潛在問題 營業(yè)額 中心 放棄對象 明日之星 渠道分類 價(jià)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(jià) 格 高 低 利潤中心 放棄對象 情人 利潤中心 放棄對象 Level1 Level2 Level3 Level2 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(gè)別廠商 競爭趨勢 高 低 市場容量 大 利潤率 競爭 小 Profit Non-Profit competition Profit 競爭趨勢 高 低 訂貨額 大 小 價(jià)格 渠道銷售員任務(wù) 將公司所經(jīng)營的產(chǎn)品，以合理的

14、價(jià)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 Lee 渠道銷售之角色 資訊專員 (Consultant) 今后代理的發(fā)展 業(yè)務(wù)方向 長期合作 市場預(yù)測 代理和產(chǎn)品 月度。季。年度 銷售工作 工作總結(jié) 代理和產(chǎn)品 月度。季。年度 市場 代理商支持 技術(shù) 。市場 。銷售案例 ，廣告 交流和聯(lián)系 產(chǎn)品信息 公司方向和存在問提 渠道的開發(fā) (VAR, Dealer or retailer 渠道銷售之角色 consultant Forecast W i n W i n Direction long relation trust Company order /sh

15、ipment inventory management Financial Plan Sell Profit /lost revenue Review Gain experience know what happen and plan action supporting loyalty order Communication Understanding Relation products/marketing info. Recruiting New Business Market share. 代理商需求 關(guān) 心 程 度 低 0 5 10 15 20 25 30 35 40 45 p r ic

16、 e A v a ib ili t y R e la t io n S e r v ic e P r o d u c t s G r o w t h I m a g e V A R D e a le r R e t a ile r 關(guān)心內(nèi)容 分銷商銷售員技巧 Industrial Knowledge Products Knowledge Market Trend Competition Company and Customer Relation management Planning 分銷銷售員技巧 Company Image Company Growth Products Price Ava

17、ilability Relation Planning Tech Industrial Knowledge Relationship Negotiation Products. Market trend Customer & Company Planning 定單 付款和欠款 代理商召募 Planning 定單 付款和欠款 代理商招募 o r d e r D 5 6 0 2 A 6L T o t a l $ R1 100 80 500 R2 50 40 300 R3 10 30 200 T o t a l 500 300 100 1200 P r o f i t D 5 6 0 2 A 6L

18、A V E . % R1 2% 2% 2% R2 4% 2% 3% R3 1% 1% 1% T o t a l 2 . 5 0 % 2 . 1 0 % 5% 3 . 5 0 % Planning (A/R) R e s e l l e r J u l y A u g S e p t N o t e A / R 100 300 300 R1 P a y 50 100 230 S h i p m e n t 50 300 230 A / R 100 20 80 R2 P a y 100 S h i p m e n t 150 A / R R3 P a y S h i p m e n t 240 1

19、90 340 T o t a l A / R 150 350 250 P a y 120 300 400 S h i p m e n t Planning (Recruitment) Products : Vectra PC , 6L LaserJet Time: July.20 Start : Aug.1 End : Oct. 30 Target : 6 L : 720 PC : 950 V e c t r a 2 T N o . u n i t s T a r g e t N o .u n i t s C i t y 1 2 80 3 12 C i t y 2 5 120 3 60 C i

20、 t y 3 4 180 6 230 . . T o t a l 18 600 23 720 6L 2 T N o . u n i t s T a r g e t N o .u n i t s C i t y 1 2 80 3 12 C i t y 2 4 45 7 60 C i t y 3 4 180 6 230 . . T o t a l 18 800 25 950 數(shù)量 質(zhì)量 產(chǎn)品 Part 3 Channel Evolution Supply chain links today and tomorrow Key Elements in former supply chain model

21、 Reliability of importers cost of importation vs risk stability of logistics shipment capacity VAT receipt invest in relationship building preparing funds to handle mishap blackmarket foreign currency exchange rate use the best people to handle and manage these relationship How will the distribution

22、 landscape change? Low-margin, the need to drive cost down. Shorten the supply chain, eliminate middle-tier, go to last-tie, go direct I.e. Dell. Reduce inventory movement standardize on key models Minimal/no stocking Pay where distributor add value Offer different values to different types of custo

23、mer(new first time buyer, experience buyer, repeat buyer) Provide more services Top priorities for wholesalers No more margins, fair ground competition may totally eliminate any advantage a w/s previous have or may sudden make another w/s super-competitive. Large scale distributor fall-out likely. e

24、ntry of new international, regional player will speed up. New elements of competition 2nd-tie network geographic coverage cost-efficient infrastructure well align, well balance strong execution & implementation calibre of people collaborative relationship Are you really in the distribution business?

25、 How do you measure cost & profit? The cost of distribution is a rather complex as it contain many variable and components Every w/s has different weight on individual element Today, few w/s actually work towards an industry benchmark Efficient and eliminating fats in a cost structure is the first s

26、tep to better profitability. To understand which element is within control and which is not. 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 types

27、 take # of last-tie vs 2nd-ties/sub-distribution if 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 trouble Go for the last-tie Move out from sub-distribution Are you really in the distribution business? Are you a distribution

28、 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. Measure Vol of fulfillment vs

29、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 attrac

30、tive bundles? If you do not, you are indeed in trouble. 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 many are repeat customers? Take the volume of number o

31、f 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

32、maintain these geo business? Geographic coverage is vital in any battle 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 are in and the business relationship you have with them. Take # of reselle

33、rs 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 n

34、ot make good business sense. Structure your relationship Reward 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 & demand HP manages supply and demand a

35、t a country level overall market share goals based on profitability, competitive terms general seasonality predictable disruptions sell-thru / inventory level very soon. . . We will get in down to geo regions and weeks-window. Supply and demand are bare basic, bare essential in the management of pro

36、duct 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. Planning for growth, where do you look? SME segment and business opportunity. For many w/s , you need to move out f

37、rom the dependencies of the corporate big deal from CARs. Creative ways to tap into SME business. Expand geography We 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? Competitors channel is expose competitor

38、s 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. Increase productivity and efficiency categorize partners, business. E-commerce T

39、ele-sales New supply chain model Increase service level Building up trust, work together in the HP circle Agree on basic principles Be open, always believe, trust and liston to your partner first Compete thru differentiation but leave the general environment intact for the next Verify any speculatio

40、n with the relevant party. Net work Address difficult 2nd-tiers join forces on marketing event at city level Make time for people development not just to address price issue Ensure a minimal level of leisure activity, have some fun Part 4 Review Tools Review and Rate your Situation City Net Sales Gr

41、oss Margin # of 2nd-tiers Profitable 2T / % Sales Breakeven 2T / % Sales Lost 2T / % Sales Score BJ SHA CD GZ Rectifying the situation City Sales Objective Gross Margin Target Volume Target Channel Support Resources Channel Development BJ SHA CD GZ Maintain Maintain Maintain Maintain Maintain Mainta

42、in B-Even Profit Profit Maintain Volume Maintain Maintain Maintain A B D E C Gross Margin Reselle rs Increase Penetration Renegotiate terms or drop Breakeven Net Margin Cost of Sales Lessons Learnt. How many 2nd-Tiers stick with you during the price war ? What were your priorities ? Did you sacrific

43、e volume with profit or profit with volume ? Right partners = Win-Win Partners = Profitable partners Higher volume / Higher Profit Sub-Distributor is not the only way to maintain your volume run-rate. Base volume generated by last-tier usually is more stable and predictable Re-qualify and manage you

44、r customer profitability = Relooking at Reseller Relationships Fix your distribution strategy, dont go backwards I.e. sub-distribution Profitability 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 cus

45、tomer. 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. A B D E C Gross Margin Reselle rs Increase Penetration Renegotiate terms o

46、r drop Breakeven Net Margin Cost of Sales Distributor Competitiveness 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

47、 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

48、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-Dist Grey margin is unstable and should not be used as a regular component for margin calculation Customer Gross Margins Custo

49、mer Net Margins Marketing Sales Logistics Inventory Transaction Financing Grey Margins Capacity vs Capability In the business of distribution, opportunity is often mis- interpreted as my capability is more than my capacity 1M 1M 5M 4M Part 5 BFT (Business Fundamental Table) C o p y s y m b o l ( s e

50、 l e c t c e l l ) f r o m h e r e t o p a s t e = = = O w n e r : O N T R A C K W A R N I N G O F F T R A C K M E T R I C S P R O B L E M N . A G o a l / A c t i o n L i m i t ( _ W a r n i n g l i m i t s ) N o v D e c J a n F e b M a r A p r M a y J u n J u l A u g S e p O c t R e m a r k s = 1 0

51、 0 % 1 N o rt h W / S 2 BJ W / S 3 Sh a n g h a i W / S 4 I SG / A N = 100%, = 90% 5 Sh i p m e n t R e v / F re q (PC s o n l y ) 6 T u rn s p e r y e a r 1 5 f o r P C s , 1 2 f o r o t h e r s T i m e l y R SI R e p o rt Bef ore dat eline m is s 2x -3x 7 M o n t h l y Sh i p m e n t Pe rf o rm a

52、n ce S h i p m e n t b y # o f c i t i e s # r e s e l l e r s f o r 8 0 % s a l e s # o f c i t i e s f o r 8 0 % s a l e s 8 M o n t h l y F s ct A ccu ra cy Shipm ent w it hin 90% of F s c t ? 9 Y T D G ro w t h M T D / Y T D P C G r o w t h M T D % / Y T D % M T D / Y T D L a s e r j e t G r o w

53、 t h M T D % / Y T D % M T D / Y T D N e t s e r v e r G r o w t h M T D % / Y T D % 10 Bu s i n e s s R e v i e w 11 Bra n ch O f f i ce V i s i t s 3 Brc hes / Qt r w Ac M gr 1 0 12 PM M e e t i n g w i t h M D M s 2 M eet ing / Qt r 1 0 13 C o o p U t i l i z a t i o n = 75% QT D 65% 65% 14 O w n

54、 2 T m kt g / EU Pro g 2 per Qt r 1 / Qt r 0 15 N e w G e o d e v / Q t r 3 new c it ies w / o 2T 1 / Qt r 0 16 # o f 2 n d -T / Q t r 20 if 10 7 d a y s 3 P e rc e n t C a s h R e b a t e 5 0 % 3 o r 4 % 2 % 1 5 f o r P C s , 1 2 f o r o t h e r s T i m e l y R S I R e p o rt Be f o re d a t e lin

55、e m is s 2 x -3 x B . I n v e n to r y M a n a g e m e n t Joint Wholesaler Business Fundamental Table 7 M o n t h l y Sh i p m e n t Pe rf o rm a n ce S h i p m e n t b y # o f c i t i e s # r e s e l l e r s f o r 8 0 % s a l e s # o f c i t i e s f o r 8 0 % s a l e s 8 M o n t h l y F s ct A ccu

56、 ra cy Ship m en t w it hi n 90 % of F s c t ? 9 Y T D G ro w t h M T D / Y T D P C G r o w t h M T D % / Y T D % M T D / Y T D L a s e r j e t G r o w t h M T D % / Y T D % M T D / Y T D N e t s e r v e r G r o w t h M T D % / Y T D % C . Sa l e s Ma n a g e m e n t Joint Wholesaler Business Fundam

57、ental Table 10 B u s i n e s s R e v i e w 11 B r a n ch O f f i ce V i s i t s 3 B r c h e s / Q t r w A c M g r 1 0 12 P M M e e t i n g w i t h M D M s 2 M e e t in g / Q t r 1 0 D . C o m m u n i c a t i o n s M t h ly w / D M & A c c , B i- m t h w B U m g r m is s 1 m t h n o R e v ie w Joint

58、Wholesaler Business Fundamental Table 13 C o o p U t i l i z a t i o n = 7 5 % QT D 6 5 % 6 5 % 14 O w n 2 T m kt g / E U P ro g 2 p e r Qt r 1 / Qt r 0 15 N e w G e o d e v / Q t r 3 n e w c it ie s w / o 2 T 1 / Qt r 0 16 # o f 2 n d -T / Q t r 2 0 if 1 0 1 0 E . M a r k e t / C h a n n e l D e v Thanks!