文档介绍：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
如何成为成功的产品经理
Product Manager
产品经理培训
产品经理做什么
市场开发的产品专家
使运做成本最小化
专注产品线与产品分类
产品价值的创造者
固定的基本薪水
订购可销售的产品
创造市场拉力
销售经理做什么
渠道开发的销售专家
使利润最大化
专注于客户
产品价值的提升与传递
佣金薪水
销售我们所拥有的产品
加强市场推力
A essful PM
In-depth product and market knowledge
- market survey & research, customer study
- channel needs & segment development
Focused market development efforts with balanced PL result
- clear segment identification
- essful 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
- competitor 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 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, competition, 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, fire-sale cost
sell through analysis, TAT, out-of-stock 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 th