hp產(chǎn)品經(jīng)理培訓(xùn)ppt課件-文庫吧在線文庫
【正文】 R2 50 40 300R3 10 30 200T o t a l 500 300 100 1200P r o f i t D 5 6 0 2 A 6L 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 eA / R 100 300 300R1 P a y 50 100 230 S h i p m e n t 50 300 230A / R 100 20 80R2 P a y 100S h i p m e n t 150 A / RR3 P a y S h i p m e n t 240 190 340T o t a l A / R 150 350 250P a y 120 300 400S h i p m e n tPlanning (Recruitment) Products : Vectra PC , 6L LaserJet Time: Start : 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 sC i t y 1 2 80 3 12C i t y 2 5 120 3 60C i t y 3 4 180 6 230. .T o t a l 18 600 23 7206L 2 T N o . u n i t s T a r g e t N o .u n i t sC i t y 1 2 80 3 12C i t y 2 4 45 7 60C 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 – 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 landscape change? ? Lowmargin, the need to drive cost down. ? Shorten the supply chain, eliminate middletier, go to lasttie, go direct . 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 buyer) ? Provide more services Top priorities for wholesalers ? No more margins, fair ground petition – may totally eliminate any advantage a w/s previous have or may sudden make another w/s superpetitive. – Large scale distributor fallout likely. – entry of new international, regional player will speed up. ? New elements of petition – 2ndtie work – geographic coverage – costefficient infrastructure – well align, well balance – strong execution 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 Mark
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