战略大客户管理课件2

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,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,战略大客户管理(2),战略大客户管理(2),1,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.,Identify where your relationsh,2,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,戰略大客戶管理階段與工具管理定義衡量分析設計驗證目的Defi,3,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,戰略大客戶的選擇準則收入潛力產品線適合性,4,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,5,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,？,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,6,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,客戶價值四格圖銷售金額利潤銷售金額高銷售金額低銷售金額高銷售,7,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 One:The Customers Attra,8,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,Table Two:Our Relative Streng,9,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.,Key Accounts:Most attractive t,10,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,風險分析FixBeforeLaunchSignifica,11,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,風險來源Business Case,12,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,供應商Team member and role(no.)T,13,战略大客户管理课件2,14,