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,如何成为成功的产品经理Product Manager,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
2、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,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 m
3、anagement - 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?,Business
4、 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 manag
5、ement,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 ana
6、lysis, 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 management
7、 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 e
8、scalation 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 teams
9、 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 bus
10、iness 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 I
11、 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/s
12、 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,如何做成功的渠道销售员Channel Sales,渠道分类,付款,好,坏,定货量,大,小,潜在
13、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,Level1,Level2,Level3,Level2,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,Profit,Non-Profit,competition,Profit,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
14、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,consultant,Forecast,W i nW i n,Direction long relation trust,Company order /shipment invento
15、ry 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,关心程度,低,关心内容,分销商销售员技巧,Industrial Knowledge Products Knowled
16、ge Market Trend Competition Company and Customer Relation management Planning,分销销售员技巧,Company Image,Company Growth,Products,Price,Availability,Relation,Planning,Tech,Industrial Knowledge,Relationship,Negotiation,Products.,Market trend,Customer & 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,P
17、lanning (A/R),Planning (Recruitment),Products : Vectra PC , 6L LaserJet Time: July.20 Start : Aug.1 End : Oct. 30 Target : 6 L : 720PC : 950,Part 3,Channel Evolution,Supply chain links today and tomorrow,Key Elements in former supply chain model Reliability of importers cost of importation vs risk s
18、tability 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 landscape change?,Low-margin, the need to drive cost d
19、own. 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 customer(new first time buyer, experience buyer, repeat buye
20、r) 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. entry of new international, regional player will speed u
21、p. 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? How do you measure cost & profit?,The cost of distribu
22、tion 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 step to better profitability. To understand which elemen
23、t 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 take # of last-tie vs 2nd-ties/sub-distribution if vol
24、 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 or corporate logistic company?,How much of your busine
25、ss 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
26、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.
27、,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 of repeat customers. Distribute them into number of citi
28、es. 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? Geographic coverage is vit
29、al 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 resellers that you have. How many are repeat customer? How man
30、y 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. Structure your relationshi
31、p 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 at a country level overall market share goals based on p
32、rofitability, 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 product pricing. You need to factor in probably a similar
33、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 from the dependencies of the corporate big deal from CAR
34、s. 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 competitors do have better local geographic coverage vs HP in sma
35、ll 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 Tele-sales New supply chain model Increase service level
36、,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 speculation with the relevant party. Net work Address difficult 2
37、nd-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,BJ,SHA,CD,GZ,Rectifying the situation,City,Sales Objective,Gross Margin
38、Target,Volume Target,Channel Support,Resources,Channel Development,BJ,SHA,CD,GZ,Maintain,Maintain,Maintain,Maintain,Maintain,Maintain,B-Even,Profit,Profit,Maintain,Volume,Maintain,Maintain,Maintain,Lessons Learnt.,How many 2nd-Tiers stick with you during the price war ?What were your priorities ? Di
39、d you sacrifice 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
40、manage your customer profitability,=,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 you get closer to
41、 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.,Distributor Competitiveness,Competitivness at its best is the abilit
42、y 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
43、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 m
44、easured 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,Capacity vs Capability,In the business of distribution, opportunity is often mis-interpreted as my capability is more than my capacity,capacity,1M,1M,5M,4M,capability,Part 5,BFT (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!,
