hp產(chǎn)品經(jīng)理培訓(xùn)ppt課件(已修改)
2025-01-22 15:43 本頁面
【正文】 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 – 使運做成本最小化 – 專注產(chǎn)品線與產(chǎn)品分類 – 產(chǎn)品價值的創(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 – 使利潤最大化 – 專注于客戶 – 產(chǎn)品價值的提升與傳遞 – 傭金薪水 – 銷售我們所擁有的產(chǎn)品 – 加強市場推力 A Successful PM Indepth product and market knowledge market survey amp。 research, customer study channel needs amp。 segment development Focused market development efforts with balanced PL result clear segment identification successful product category 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 petitor analysis work with HP in leading the change value added selling model What should a PM do? Business Management understand “customer” needs supply chain management generate the demand understand the environment amp。 situation proactively refrain the petitors Product Management product line and product category management inventory planning and management product cycle management sell through management Measurement for the Product Manager Business Management knowledge about market, petition, 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 analysis, inventory turns product scrap cost, firesale cost sell through analysis, TAT, outofstock 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 wholesaler’s management 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 munication or escalation and spend 90% of their time adjusting prices. Top Priorities for Product Managers Basics for PM: ? strengthen understanding of market amp。 industry dynamics ? understand your pany’s petitiveness and position within the internal petition and external petition ? understand your sales team’s deployment and their local environment ? setup processes of munication, price request/approval 3 important areas of thinking: ? understanding your pany’s petitive position in the plex petitive environment by breaking it down to specifics ? understanding whether your pany has a stable business 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 petition is DELL, it is w/s X – wholesaler X is selling lower price – I am better than w/s X because 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 pete and where should we hold the line? – What are the petitive advantage that the average w/s has in the region, industry? – Is my work stronger than the average w/s in the industry? – What are the KSF in the industry? Understanding your pany’s petitive position in the plex petitive 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 小 潛在問題 營業(yè)額中心 放棄對象 明日之星 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 利潤中心 放棄對象 Level1 Level2 Level3 Level2 公
規(guī)章制度相關(guān)推薦
鄂ICP備17016276號-1