產(chǎn)品經(jīng)理培訓(xùn)課件(ppt54頁(yè))(已修改)
2025-03-15 23:48 本頁(yè)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(chǎng)開(kāi)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(gòu)可銷售的產(chǎn)品 – 創(chuàng)造市場(chǎng)拉力 ? 銷售經(jīng)理做什么 – 渠道開(kāi)發(fā)的銷售專家 – 使利潤(rùn)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(chǎng)推力 A Successful PM Indepth 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 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 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 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(wèn)題 營(yíng)業(yè)額中心 放棄對(duì)象 明日之星 渠道分類 價(jià)格 高 低 定貨量 大 小 利潤(rùn)中心 放棄對(duì)象 放棄對(duì)象 情人 利潤(rùn)中心 放棄對(duì)象 利潤(rùn)中心 渠道分類 付款 好 壞 價(jià)格 高 低 利潤(rùn)中心 放棄對(duì)象 情人 利潤(rùn)中心 放棄對(duì)象 Level1 Level2 Level3 Level2
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