战略大客户管理的定义课件.ppt

1、戰略大客戶管理的定義 拓展客戶關係以增進了解 根據這種了解調整企業活動以獲得競爭優勢Pre Key Account ManagementSelling CompanyDirectorsManagersSpecialistsClerksOperatorsBuying CompanyDirectorsManagersSpecialistsClerksOperatorsKey AccountManagerMain ContactBuyerMarketingAdministrationOperationsBoardMarketingAdministrationOperationsBoardSellin

2、g Company Buying CompanyKeyAccountManagerMainContactBuyerEarly Key Account ManagementDirectorsManagersSpecialistsClerksOperatorsDirectorsManagersSpecialistsClerksOperatorsKey Account Manager andMain Contact - BuyerSelling CompanyBuying CompanyMid Key Account ManagementR&DAdministrationOperationsOutb

3、oundLogisticsBoardKeyAccountManagerSelling CompanyR&DAdministrationOperationsInboundLogisticsBoardMainContactBuyerBuying CompanyPartnership Key Account ManagementSynergistic Key Account ManagementOperationsNPDProject TeamKeyAccountManagerMainContactBuyerLogisticsProject TeamSHEProject TeamMarket Res

4、earchProject TeamJointBoard MeetingsSelling Company Buying CompanyProjectTeamIdentify where your relationship currently lies.Identify where you would like your relationship to lie, and by when.What are the principal activities and actions required to make this happen?1.2.3.4.5.戰略大客戶管理階段與工具管理階段定義衡量分析

5、設計驗證目的Define What, Why, Who, How, WhenDefine customer needs and specify CTQDevelop high-level process design conceptDevelop details, and optimize the designVerify process performance against project target應用技術1. 戰略大客戶的選擇準則2. 組合分析3. 客戶價值四格圖4. 風險分析1. Stakeholder analysis2. QFD3. KANO Model4. 客戶價值計分卡1.

6、 Functional Analysis2. Process Map (high Level)3. Conceptual Design4. Pugh Model1. Detailed Process Design2. Process Spec.3. Capability Analysis4. Design scorecard1. Pilot plan2. Implementation and Transition Plan3. Control Plan管理资源吧（），提供海量管理资料免费下载！戰略大客戶的選擇準則收入潛力收益率潛力集中採購策略市場領導者贏得這位客戶對競爭對手有重大影響現有的執行

7、長關係互補的技術嚴格的供應商認證制度購買導向(戰略型或交易型)公司的文化相適性系統的一致性或互補公司償付能力付款迅速產品線適合性靈活程度共同的原材料基礎可接受的採購成本具有創新與先進的最佳實務(研發或生產等)潛在客戶再三表示出外包的意願有我們需要的專業知識和能力(存貨管理或物流等)交易誠實能成為我們產品的服務夥伴管理资源吧（），提供海量管理资料免费下载！組合分析以前今年未來收入減去直接成本減去間接成本淨收入二年前去年明年後年管理资源吧（），提供海量管理资料免费下载！組合分析 在過去二年，目標戰略大客戶產生的總收入是多少？在未來二年，你對這些客戶所做的收入預測是怎麼樣的？ 服務這些客戶每年要花費

8、多少錢？ 用估計的收入減去估計的費用得出估計的利潤(過去二年與未來二年) 。 這些客戶的成長潛力是什麼？要花多少時間才能實現其增長？ 這些客戶是交易型客戶或戰略型客戶？管理资源吧（），提供海量管理资料免费下载！客戶價值四格圖銷售金額利潤銷售金額高利潤低銷售金額低利潤低銷售金額高利潤高銷售金額低利潤高管理资源吧（），提供海量管理资料免费下载！Table One: The Customers Attractiveness To Us - (CAFs)CustomersAttractiveness Factor1 Size2 Growth Potential3 Financial Stability

9、4 Ease of Access5 Closeness of Relationships6 Strategic Fit; Level of Competition; Market StandingTotalAverage Score: (Total of all scores divided by number of customers rated)管理资源吧（），提供海量管理资料免费下载！Table Two: Our Relative Strength Vs the CompetitionCustomer:SuppliersCritical Success FactorsYou1 Price

10、2 Service3 Speed of Response4 Relationship5 Major Supplier6 Technical InnovationTotal管理资源吧（），提供海量管理资料免费下载！Customer AttractivenessRelative StrengthLowHighLowHighKey Development AccountKey AccountOpportunistic AccountMaintenance AccountKey Accounts:Most attractive to you, and you are relatively strong

11、. Devote time to these top Accounts - you should be able to achieve Key Supplier StatusKey Development Accounts:Most attractive to you, but you are relatively weak. Devote time to developing your strength with these accounts.Maintenance Accounts:Less attractive to you, but you are strong. Manage you

12、r time economically with these accounts.Opportunistic Accounts:Less attractive to you, and you are relatively weak. Make your mind up; are they worth chasing? Deal with on a tactical and opportunistic basis.管理资源吧（），提供海量管理资料免费下载！風險分析FixBeforeLaunchSignificantRiskShowStopperProceedWith CautionFix Befo

13、re LaunchSignificant RiskProceedWithCautionProceedWithCautionFix Before LaunchLowMediumHighLowMediumHighImpactProbability管理资源吧（），提供海量管理资料免费下载！風險來源Business CaseCost Increase, ROI Lead Time Increase, Changing Market/Regulatory Environment, Business CommitmentPlanningResource Availability, Project Comp

14、lexity, Development Time, Project Management ExperienceOrganizationalCross-Functional Involvement, Process Ownership, Multiple Locations for Implementation, Change Acceleration IssuesTechnicalTechnology Experience, Design Complexity, Scope Changes, Knowledge of Business Processes, Quality Methods Sk

15、ills and ExperienceExternalVendor/Contractor Experience and Support, Multiple Vendors/Contractors, Dependence On Vendors, Recruitment Issues管理资源吧（），提供海量管理资料免费下载！供應商客戶Team member and role (no.)Team member and role (no.)Team member and role (no.)Team member and role (no.)客戶聯絡人& 影響的程度 (經濟型/使用型/技術型)參與的程度支持的程度Buying Phase:了解需要了解需要Buying Phase:比較可選方案比較可選方案Buying Phase:選擇選擇Buying Phase:售後問題售後問題什麼是這人做事的動機最急切的三項需求是什麼他們喜歡的溝通方式為何他們希望多長時間接觸一次怎樣才能加深這種關係管理资源吧（），提供海量管理资料免费下载！管理资源吧（），提供海量管理资料免费下载！