オープンかクローズか

情報デザインの齋藤です。

伝記「スティーブ・ジョブズ」（ウォルター・アイザックソン著）の続きです。

私が中小企業診断士（情報部門（当時））の勉強をしていた頃、ITのキーワードとして代表的なものに「オープン」がありました。

仕様を公開して参加者を増やし、市場のマジョリティになる戦略です。

古くは、VHSの仕様を公開し参加企業を増やし、ソニーのベータに勝ったパナソニック。

MICROSOFTのOSやANDROIDのOSも同じ戦略です。

一方、アップルは、完璧なクローズ戦略。

勝手に中身を触れないように、また、外付けの商品をつけたりしないような設計になっており、顧客はアップルが想定した範囲でのみ製品を使うことになります。

なぜでしょうか。

それはアップル（スティーブ）の思想をその中に閉じ込めたいからです。

製品やサービスに力がないとマジョリティにはなれず、ニッチな製品になってしまいます。

アップルもニッチなものになると思われた時期がありました。

しかし、現状はお分かりのとおりです。

どこまでアップルは、成功を積み重ねられるのか、あと3年くらい見守りたいと思います。

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グローバルリーダー協会のブログはここ。グローバル営業Ron McFarlandの自叙伝を公開中。

齋藤信幸のロングステイはここ。
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Ron McFarlandのセールス・マネージメント（その6） ディーラーの管理

情報デザインの齋藤信幸です。

ディーラーや代理店の部品在庫をどう適正化するか、自動車業界に限らず、どの業界にも共通の問題ですね。

さて、Ronさんはどうマネージしたのでしょうか。

ところで、このBlogでは、Ron McFarland氏の自叙伝の中の営業に関連する部分を取り上げてきました。

海外営業に関わる方、自動車業界の営業、ビジネス英語のレベルを確認したい人などが読者としては多いようです。

Ronさんの自叙伝をベースにした異文化討論会と忘年会を兼ねて、ディナーを企画しました。会費は5千円です。

日時：12月4日（金）19時より

場所：トルコ料理店「ボスボラス　ハサン」

住所：新宿区新宿3丁目６－１１　第一玉屋ビル２F

是非、このBlogの読者の方々にもご来場いただければと思います。

ご参加いただける方は、下記までご連絡願います。

nobis@wa3.so-net.ne.jp

よろしくお願いいたします。

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PARTS DEPARTMENT

The parts department buys parts from the manufacturer and sells to the public. The real expertise of this department is buying parts for future demand, usually 3-6 months in the future.

最大の顧客は社内の修理サービス部門
The biggest customer of the parts department is the service department which uses the parts when repairing/maintaining vehicles. So, quick deliveries to the service department are important.

一般客にも販売
The parts department also sells over the counter when customers come in. Therefore, this business is very similar to your grocery store. There are impulse purchases for accessories along with repair parts and maintenance parts.

他の修理工場やパーツ屋にも販売
There is also outside sales to outside repair shops and other parts stores. In this case, good inventory and quick deliveries are important.

どうパーツの需要を予測するか
To determine future demand, you have to look at the type of part. There are regular maintenance parts (oil, brake shoes, filters, etc.). These parts are in most demand during the warranty period.

There are wearing parts (engine gaskets and oil seals, piston rings, etc.). The demand for these parts start after the vehicle is 3-5 years old. Before that, they should not be stocked in a dealership but ordered on an emergency basis.

Options are usually in demand when a vehicle is new. From then on demand declines.

Body and “crash parts” are the hardest to forecast, as you never know when an accident will occur, but the demand usually declines with the age of the vehicle, as the appearance becomes less important.

在庫回転率は重要
In terms of stocking inventory, turnover is always important. Simply, how many times is the average inventory sold per year? Also, there are “turn turns” looking at the number of times stocked only are sold per year.

Dead stock – Which parts have not been sold in one year? These should be watched and gotten rid of as soon as possible.

Regarding ordering parts, there are three main types - emergency orders, interim orders, regularly scheduled orders. Emergency orders are for items you don’t want to stock, as the demand is not great enough and forecasting is very difficult. Finding a way to get it quickly is most important. Interim orders are to replace stock you ran out of and have to stock-up before the regular order. Scheduled orders are the best and cheapest way to get parts. Usually this is done monthly.

Armed with all the knowledge I learned from this seminar, I took it and applied to the cutting tool industry, as my customers have these exact same problems. I started a “safety stock” system so my customers could get items quickly, if they have urgent, not forecasted demand.

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グローバルリーダー協会のブログはここ。グローバル営業Ron McFarlandの自叙伝を公開中。

齋藤信幸のロングステイはここ。
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Ron McFarlandのセールス・マネージメント（その5） ディーラーの管理

情報デザインの齋藤信幸です。

国内にしろ海外にしろ、すべての顧客に対して直接販売する場合と代理店（車の場合はディーラー）を活用する場合とがあります。

以前在籍していたK社（半導体関連検査装置メーカー）の場合、顧客を層別し、売り上げが大きく今後のリターンも期待できる顧客や戦略的に重要な顧客は直販、それ以外は代理店とする分け方を原則としていました。

また、製品の価格が安く、顧客が全国に分布しているものは代理店経由の販売としていました。

代理店の選択基準、代理店のトレーニング、代理店の活性化・評価・整理など課題も多かったですね。

Ronさんは、トラックのセールスマンのトレーニングを行い、いすゞ自動車だけでなくGMからも高い評価を受けました。

また、セールス・トレーニングだけでなく、ディーラー経営のセミナーなども行いました。

代理店とどう付き合っていくか、参考にしていただければと思います。


Chapter #11: GENERAL MANAGEMENT & OTHER SEMINARS

With the success of the salesman and sales management seminars, I started to produce other seminars that would improve the operation of a vehicle dealership.


DEALERSHIP GENERAL MANAGEMENT　ディーラーの一般的なマネージメント

An automobile dealership is more than just one business. Each department in the dealership could act as its own business with the exception of the top management and overall accounting. There are vehicle sales departments, parts and accessories departments, mechanical service departments, bodywork departments, vehicle finance and insurance departments and leasing and rental departments. All of these departments could make money.

ディーラーの利益改善のプログラムを開発
There were times when Isuzu dealerships in some countries wanted to buy vehicles but the dealership’s financial situation was so bad that they could not pay for them even though there is a market and demand. Therefore, I developed a training program to improve the overall profitability of the dealership, centering on the three biggest departments (vehicle sales departments, vehicle service departments and vehicle parts departments). The program I developed promoted the concept that all departments should be profitable.

VEHICLE SALES DEPARTMENTS

For vehicle sales department, there are two types. The new vehicle department buys vehicles from the manufacturer and sells them to the public. The used vehicle department buys vehicles from the market, works on them in the service department and re-sells them to the market at a higher price over the cost of repairs and the price paid to purchase them.

The sales management program that I have discussed helps the profitability of the vehicle sales department. In most passenger car dealership cases, this is where most of the money in the dealership is made.

SERVICE DEPARTMENT

This seminar was developed because many car and truck dealerships lose money in their service department. So, I started this training by introducing how money is made from vehicle service and maintenance labor sales.

Interestingly, the fixed asset investment made in the service department is the highest in a dealership with all the equipment required. Also, interestingly their product is labor time. In some dealerships, service gets credit for selling parts, but most of their sales is in the form of labor service. They buy the parts from the parts department, take a margin and sell the parts to the customer along with the labor charge.

Another interesting thing about the service department is that it can keep customers coming to the dealership after a vehicle is sold. So, repeat business can be generated as well as referrals.

When attending one of General Motors’ training programs, I received a very interesting survey for analyzing the service department. It covered active customers, inactive customers, employees and the service manager himself. It was an interesting study, and I was able to apply that material to many retail businesses.

The service department has three main customers. It repairs vehicles that users have. The work is usually broken down into service (when a vehicle does not work right) and preventive maintenance, which is scheduled.

It also does work on warranty and charges the manufacturer.

Lastly, it does work for other departments in the dealership. For example, it checks new vehicles coming in from the manufacturer. In this case, it charges the sales department. It installs accessories. This could be charged to the parts department or the sales department.

Other topics in this training covered utilization of people, equipment and space, etc. That was fun to look at, as well as how to sell and promote added service to the service customer.

パーツ部門に関しては、次回に譲ります。