hp產(chǎn)品經(jīng)理培訓(xùn)ppt課件-在線瀏覽
2025-02-27 15:43本頁(yè)面
【正文】 er’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。季。季。市場(chǎng) 。 Company Planning ?定單 ?付款和欠款 ?代理商召募 Planning ?定單 ?付款和欠款 ?代理商招募 o r d e r D 5 6 0 2 A 6L T o t a l $R1 100 80 500R2 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。 profit? ? The cost of distribution is a rather plex as it contain many variable and ponents ? 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 element 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 2ndtie by types – take of lasttie vs 2ndties/subdistribution – if vol of lasttie vs 2ndtie/subd over the last 3months is less than 50% of your total business, them bother, you maybe in trouble ? Go for the lasttie ? Move out from subdistribution Are you really in the distribution business? Are you a distribution or corporate logistic pany? ? How much of your business is aligned to petition in the distribution area? – Understand who are their 2ndtie by types and the volume. – Take of resellers that your do bit deal fulfillment vs thos
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