战略大客户管理

按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,*,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,Identify 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,設計,驗證,目的,Define What, Why, Who, How, When,Define customer needs and specify CTQ,Develop high-level process design concept,Develop details, and optimize the design,Verify process performance against project target,應用,技術,戰略大客戶的選擇準則,組合分析,客戶價值四格圖,風險分析,Stakeholder analysis,QFD,KANO Model,客戶價值計分卡,Functional Analysis,Process Map (high Level),Conceptual Design,Pugh Model,Detailed Process Design,Process Spec.,Capability Analysis,Design scorecard,Pilot plan,Implementation and Transition Plan,Control Plan,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,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,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,？,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,Table One: The Customers Attractiveness To Us - (CAFs),Customers,Attractiveness Factor,1 Size,2 Growth Potential,3 Financial Stability,4 Ease of Access,5 Closeness of Relationships,6 Strategic Fit; Level of Competition; Market Standing,Total,Average Score: (Total of all scores divided by number of customers rated),Table Two: Our Relative Strength Vs the Competition,Customer:,Suppliers,Critical Success Factors,You,1 Price,2 Service,3 Speed of Response,4 Relationship,5 Major Supplier,6 Technical Innovation,Total,Key Accounts:,Most attractive to you, and you are relatively strong. Devote time to these top Accounts - you should be able to achieve Key Supplier Status,Key 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 your 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.,風險分析,FixBeforeLaunch,SignificantRisk,ShowStopper,ProceedWith Caution,Fix Before Launch,Significant Risk,ProceedWithCaution,ProceedWithCaution,Fix Before Launch,Low,Medium,High,Low,Medium,High,Impact,Probability,風險來源,Business Case,Cost Increase, ROI Lead Time Increase, Changing Market/Regulatory Environment, Business Commitment,Planning,Resource Availability, Project Complexity, Development Time, Project Management Experience,Organizational,Cross-Functional Involvement, Process Ownership, Multiple Locations for Implementation, Change Acceleration Issues,Technical,Technology Experience, Design Complexity, Scope Changes, Knowledge of Business Processes, Quality Methods Skills and Experience,External,Vendor/Contractor Experience and Support, Multiple Vendors/Contractors, Dependence On Vendors, Recruitment Issues,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,Buying Phase:,比較可選方案,Buying Phase:,選擇,Buying Phase:,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,