William Lee <渠道策略和方向>
渠道销售之角色
资讯专员(Consultant)
– 今后代理的发展 – 业务方向 – 长期合作
市场预测
– 代理和产品 – 月度。季。年度
销售工作 工作总结
– 代理和产品 – 月度。季。年度 – 市场
代理商支持
– 技术 。市场 。销售案例 ，广告
交流和联系
– 产品信息 – 公司方向和存在问提
- 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 - competitor analysis - work with HP in leading the change - value added selling model
Basics for PM:
strengthen understanding of market & industry dynamics understand your company’s competitiveness and position within the internal competition and external competition understand your sales team’s deployment and their local environment setup processes of communication, price request/approval
New Business Market share.
关心程度
低
代理商需求
45 40 35 30 25 20 15 10 5 0
关心内容
price Avaibility
Relation Service
Products Growth Image
VAR Dealer Retailer
分销商销售员技巧
Industrial Knowledge Products Knowledge Market Trend Competition Company and Customer Relation management Planning
Conclusion: today, most PM are on their own, do not have a process of communication or escalation and spend 90% of their time adjusting prices.
Top Priorities for Product Managers
What should a PM do?
Business Management
understand “customer” needs supply chain management generate the demand understand the environment & situation proactively refrain the competitors
A Successful PM
In-depth product and market knowledge
- market survey & research, customer study - channel needs & segment development
Focused market development efforts with balanced PL result
– 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?
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 compete and where should we hold the line? – What are the competitive advantage that the average w/s has in the region,
Level2
低
坏
付款
好
公司定位
高
营业额
分销商
很少存在 个别厂商
走向消失
系统集成商
利润率
高
低
高
竞争趋势
利润率 竞争
Profit
competition
Non-Profit
小
市场容量
Profit 大
低
竞争趋势
价格
高
低
小
订货额
大
渠道销售员任务
将公司所经营的产品，以合理的价格， 最大限度地销售给你的客户，并使你 的客户能从中获取最大受益.
Part 2
如何做成功的渠道销售员
Channel Sales
大
渠道分类
潜在问题 放弃对象
营业额 中心
明日之星
定货量
小
坏
付款
好
渠道分类
大
定货量
利润中心
利润中心
放弃对象 情人
放弃对象
利润中心
放弃对象
低
价格
高
小
渠道分类
高
价格
利润中心
利润中心
Level2 放弃对象 情人
放弃对象
Level3
Level1
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
销售经理做什么
– 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
– 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
3 important areas of thinking:
understanding your company’s competitive position in the complex competitive environment by breaking it down to specifics understanding whether your company has a stable business and if they are stable understand how you can grow your business
Product Management
product line and product category management inventory planning and management product cycle management sell through management
Measurement for the Product Manager
分销销售员技巧
Relationship Negotiation Products.
Customer & Company
Tech
Relation Availability
Price Products Company Growth Company Image
Market trend Planning Industrial Knowledge
渠道的开发
– (VAR, Dealer or retailer
consultant Forecast Sell Review supporting
渠道销售之角色
Direction
long relation
W
trust
i
Company order /shipment inventory management
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
Planning
定单 付款和欠款 代理商召募
Planning
定单 付款和欠款 代理商招募
order R1 R2 R3
Total
D5602A 6L
100
80
50
40
10
30
500
300
Profit R1 R2 R3