【正文】 roducts. Market trend Customer amp。年度 – 市場 ? 代理商支持 – 技術(shù) 。年度 ? 銷售工作 ? 工作總結(jié) – 代理和產(chǎn)品 – 月度。 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 個別廠商 競爭趨勢 高 低 市場容量 大 利潤率 競爭 小 Profit NonProfit petition Profit 競爭趨勢 高 低 訂貨額 大 小 價格 渠道銷售員任務(wù) 將公司所經(jīng)營的產(chǎn)品，以合理的價格， 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 渠道策略和方向 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。 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。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(qiáng)市場推力 A Successful PM Indepth product and market knowledge market survey amp。 research, customer study channel needs 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 wholesal