产品经理HP产品经理培训_2.pptxVIP

HP FY99 wholesaler directionPart one:Product ManagerPart two:Channel SalesPart three:Channel evolution in 1999Part fourReview toolsPart fiveBFT introduction Part 1如何成为成功的产品经理Product Manager 产品经理培训n 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n 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 Successful PMIn-depth product and market knowledgemarket survey research, customer studychannel needs segment developmentFocused market development efforts with balanced PL resultclear segment identificationsuccessful product category managementtime to marketOperational efficiency and advancementforecast and review, readiness and accuracy of operational dataproduct plan at different stage of the life cyclecompetitor analysiswork with HP in leading the changevalue added selling model What should a PM do?Business Managementunderstand “customer” needs supply chain management generate the demandunderstand the environment situationproactively refrain the competitorsProduct Managementproduct line and product category management inventory planning and managementproduct cycle managementsell through management Measurement for the Product ManagerBusiness Managementknowledge about market, competition, channel apply different strategies to develop the market effective use of marketing foundcoverage and segment developmentProduct ManagementPL quota achievementsforecast accuracy, operating cost analysis, inventory turns product scrap cost, fire-sale costsell through analysis, TAT, out-of-stock ratio industrial ratio, vendor and market growth rate Product Management Overviewn PM has not been given adequate focusn Many has not receive the right level of leadership from the wholesaler’s management teamn 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?n Conclusion: today, most PM are on their own, do not have a proc