thomas-恒安流程重組咨詢?nèi)?77mb-modern channel zhl wp july11rev

現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南BRTactionguidelineformanagementofkeyaccountinmodernchannel組長：張漢來TeamLeader:ZhangHanLai組員：蔡長釵、蘇清漢、蔣皓、陳紅軍、陸利（上海）蔡友純（浙江）、吳小平（深圳）、吳彤梅（北京）、夏靈林（四川）包壽榮（廣州）Teammember:MrCaiChangCai、MrSuQingHan,MrJiangHao,MrCenHongJun,MrLuLi(ShangHai),MrCaiYouChun,MrWuXiaoping,MissWuTongMei,MrXiaLingLin,MrXiaLingLin2002年3月20日現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南

BRTactionguidelineformanagementofmodernchannelkeyaccounts一、BRT章程

BRTcharter二、現(xiàn)通重點(diǎn)客戶績效考評(píng)圖、障礙分析

Cockpitchart&barrieranalysisforkeyaccountsinmodernchannel三、現(xiàn)通重點(diǎn)客戶策略

StrategyforKeyaccountsinmodernchannel四、現(xiàn)通重點(diǎn)客戶管理架構(gòu)、崗位描述

Managementarchitecture&jobdescriptionforkeyaccountsinmodernchannel五、現(xiàn)通重點(diǎn)客戶工作流程

Workprocessofkeyaccountsinmodernchannel六、現(xiàn)通重點(diǎn)客戶實(shí)施程序及考評(píng)標(biāo)準(zhǔn)

Implementationprogramandevaluationcriterionforkeyaccountsinmodernchannel七、現(xiàn)通江浙滬、閩粵重點(diǎn)客戶管理啟動(dòng)方案

KickoffplanformanagementofmodernchannelkeyaccountsinJiangXi,ZheJiang,ShanghaiaswellasGuangdongProvince.八、排障工作包及計(jì)劃

Workpackage&planofbarrierremoval目錄Catalog現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南BRTactionguidelineformanagementofmodernchannelkeyaccount團(tuán)隊(duì)名稱：現(xiàn)代通路重點(diǎn)客戶排障小組成立時(shí)間：2002年4月9日Teamname:BRTteamformodernchannelkeyaccountEstablishmentDate:April92002團(tuán)隊(duì)領(lǐng)導(dǎo)：張漢來電話號(hào)碼：Teamleader:MrZhangHanLaiTelephonenumber:頻率：每兩周一次會(huì)議日期：隔周星期二Frequency:OncemeetingforeverytwoweeksDate:everysecondTuesday時(shí)間：9:00~17:00地點(diǎn)：集團(tuán)總部Time:9:00~17:00Location:Headquarters團(tuán)隊(duì)成員職位電話號(hào)碼電子郵件蔡長釵集團(tuán)銷售部主管.cn蘇清漢集團(tuán)銷售部職員.cn蔣皓集團(tuán)銷售部職員-17.cn陳紅軍集團(tuán)系統(tǒng)部蔡友純上虞公司業(yè)務(wù)部經(jīng)理陸利上海經(jīng)營部業(yè)務(wù)主管吳小平深圳經(jīng)營部副經(jīng)理吳彤梅北京經(jīng)營部副經(jīng)理夏靈林四川公司業(yè)務(wù)科主管包壽榮廣州經(jīng)營部業(yè)務(wù)現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南BRTactionguidelineformanagementofmodernchannelkeyaccount章程Charter1、找出并排除目前全國性賣場和跨省跨區(qū)域連鎖超市（以下稱“現(xiàn)通重點(diǎn)客戶”）的現(xiàn)存問題

Wewillidentifyandremovecurrentproblemsfornationalhypermarketandcross-boundarychainsupermarket.2、組建并實(shí)施一套行之有效的現(xiàn)通重點(diǎn)客戶管理模式

Wewillworkoutandimplementasetofeffectivekeyaccountsmanagementmodel3、與全國各附屬公司、直屬經(jīng)營部達(dá)成共識(shí)，使其在排障工作中鼎力支持

Wewilltrytoreachmutualunderstandingwithsubsidiariesandsalesofficesnational-wide,sothatwecanhavetheirsupportinbarrierremovalwork.范圍Scope從接受CFT排障指令開始；到排除現(xiàn)通重點(diǎn)客戶的障礙，并且各附屬公司、直屬經(jīng)營部開始按照預(yù)定的模式運(yùn)做并取得明顯的效益為止Forsubsidiaryandsalesoffice,theywillstarttoremovebarriersincetheyreceivebarrierremovalorder，andtheywillinsistonworkingInscheduledpatternuntilthesignificantdeliverableisavailable，thatisremovebarriersformodernChannelkeyaccounts第一階段從滬浙蘇、閩粵區(qū)域?yàn)閱?dòng)的現(xiàn)通重點(diǎn)客戶開始Infirststage，WewillinitiateinShanghai's，ZheJiang，Jiang，F(xiàn)ujian，aswellasGuangdong.開始：Start:從接受CFT排障指令開始SinceCFTbarrierremovalorderisavailable

結(jié)束：End到排除現(xiàn)通重點(diǎn)客戶的障礙，并且各附屬公司、直屬經(jīng)營部開始按照預(yù)定的模式開始運(yùn)做并取得明顯的效益為止Allsubsidiariesandsalesofficeswillinsistonworkinginscheduledpatternuntilthesignificantdeliverableisavailable,barrierremovalformodernchannelkeyaccountsiscompleted現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——章程BRTactionguidelineformanagementofmodernchannelkeyaccounts-charter最終成果Finaldeliverable1、尋找目前所有制約恒安在現(xiàn)通重點(diǎn)客戶銷售業(yè)績的因素，規(guī)劃合適的操作模式，徹底解決上述尋找的障礙。

Wewillidentifyallfactorswhichrestrictssalesperformanceofmodernchannelkeyaccounts,Thenworkoutsuitableoperationmodel,sothatallbarriersidentifiedwillbesolveddrastically2、明確集團(tuán)銷售部與各附屬公司之間在現(xiàn)通重點(diǎn)客戶管理的分工與合作關(guān)系，各自在工作范圍內(nèi)順利運(yùn)做并良好溝通與銜接。

Thecooperativerelationshipandresponsibilitybetweensalesdepartmentandsubsidiariesintermsofmodernchannelkeyaccountsmanagementshouldbespecified,sothattheycanfulfillTheirresponsibilitiessmoothlyandmakeagoodcommunicationandlinkage.3、在上述基礎(chǔ)上，推動(dòng)我司與現(xiàn)通重點(diǎn)客戶建立良好合作伙伴關(guān)系，大幅度提高恒安在現(xiàn)通重點(diǎn)客戶的銷售業(yè)績，使之能等同并高于恒安各品牌的全國市場占有率。

Basedonwhatmentionedabove,WewilltrytobuildupgoodcooperativerelationshipwithModernchannelkeyaccountsandwecandramaticallyincreasesalesperformancecontributedbyModernchannelkeyaccounts,makeittobethesamewithorhigherthannationalmarketshare階段性成果Periodicaldeliverable1、至2002年8月，與滬浙蘇、閩粵為啟點(diǎn)現(xiàn)通重點(diǎn)客戶能夠按規(guī)范管理模式進(jìn)行運(yùn)作

BeforeAugust,2002,inShangHai,JiangSu,ZheJiang,FuJian,andGuangDong,wewillcoachtheseregionssotheycanimplementtheplan.Therewillbeastandardizedmodeldevelopedoreachregion..2、至2002年8月，提升滬浙蘇、閩粵為啟動(dòng)現(xiàn)通重點(diǎn)客戶50%的銷售額

TillAugust2002,WewilltrytoincreasesalesrevenuecontributedbyShangHai,JiangSu,ZheJiang,FuJian,andGuangDongupto50%oftotalsalesrevenuemadebymodernchannelkeyaccounts團(tuán)隊(duì)何時(shí)完成Timeline最終成果（計(jì)劃于2003年1月前完成）Finaldeliverable(BeforeJanuary2003)階段性成果于2002年8月30日完成Periodicaldeliverable(30August2002)現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——章程BRTactionguidelineformanagementofmodernchannelkeyaccounts-charter5二、現(xiàn)通重點(diǎn)客戶績效考評(píng)圖、障礙及根源分析Cockpitchart,barrier&rootcauseanalysisformodernchannelkeyaccounts現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南

BRTactionguidelineformanagementofmodernchannelkeyaccounts品類產(chǎn)品在客戶市場占有率

customerMarketsharebycategory貨架占有率Shelfspacerate銷售費(fèi)用率Salesexpenserate品類產(chǎn)品銷售毛利Grossmarginbycategory店內(nèi)促銷頻率FrequencyofIn-storepromotion現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產(chǎn)品銷售收入及增長率

salesrevenue&growthratebycategory出樣率SKUpercentage附：1、衡量指標(biāo)定義工作表

2、數(shù)據(jù)錄入表格Appendix:1Workchartofmeasurementdefinition2Formofdatainput每月進(jìn)行績效考評(píng)圖分析Monthlycockpitchartanalysis現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產(chǎn)品在客戶市場占有率Customermarketsharebycategory圖表chart數(shù)據(jù)錄入表格FFormofdatainput七月一月二月三月四月五月六月八月九月十月十一月十二月1050403020月份Month客戶市場占有率customermarketshare（%）客戶Customer品牌brand月銷售額Monthlysalesvolume客戶市場占有率Customermarketshare____________經(jīng)營部salesoffice________月份客戶市場占有率表customermarketsharepermonth現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart店內(nèi)促銷頻率FrequencyofIn-storepromotion七月一月二月三月四月五月六月八月九月十月十一月十二月15432月份Month促銷次數(shù)Promotiontimes圖表chart數(shù)據(jù)錄入表格Formofdatainput促銷期間Promotiondate促銷品項(xiàng)Promotioncategory規(guī)格specification銷售量Salesvolume促銷零售價(jià)PromotionRetailprice促銷供應(yīng)價(jià)PromotionSupplyingprice____________經(jīng)營部salesoffice________月份month____________客戶促銷情況表customerpromotionform現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產(chǎn)品銷售收入及增長率

salerevenue&growthratebycategory八月七月一月二月三月四月五月六月九月十月十一月十二月105040302080907060100105040302080907060100月份month增長率Growthrate（%）銷售收入SalesrevenueTenthousand（萬元）客戶customer品牌brand上月銷售額SalesrevenueofLastmonth增長率Growthrate本月銷售額Salesrevenueofthismonth____________經(jīng)營部salesoffice________月份品類產(chǎn)品銷售收入及增長率categorysalesrevenue&growthratepermonth現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產(chǎn)品銷售毛利

grossmarginbycategory圖表chart數(shù)據(jù)錄入表格Formofdatainform七月一月二月三月四月五月六月八月九月十月十一月十二月月份month品類銷售毛利Salesgrossmarginbycategory（%）促銷期間Promotiondate促銷品項(xiàng)Promotioncategory規(guī)格specification銷售量Salesvolume促銷零售價(jià)Promotionretailprice促銷供應(yīng)價(jià)PromotionSupplyingprice____________經(jīng)營部salesoffice________月份month____________客戶促銷情況表customerpromotionform5252015105045403530現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart銷售費(fèi)用率Salesexpenserate八月七月一月二月三月四月五月六月九月十月十一月十二月圖表chart數(shù)據(jù)錄入表格Formofdatainput費(fèi)用金額Expensevalue(RMB)（元）費(fèi)用率Expenserate（%）20001000080006000400016000180001400012000200005252015104045353050發(fā)生日期date項(xiàng)目item金額value效果評(píng)估Resultevaluation____________經(jīng)營部salesoffice________月份month_________客戶費(fèi)用表customerexpenseform當(dāng)月銷售Salesrevenueofthismonth費(fèi)用率Expenserate現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart圖表chart數(shù)據(jù)錄入表格Formofdatainput貨架占有率及出樣率Shelfspacerate&SKUpercentage八月七月一月二月三月四月五月六月九月十月十一月十二月1050403020月份month貨架占有率Shelfspacerate出樣率SKUpercentage80907060100157560453012013510590150應(yīng)進(jìn)品項(xiàng)Necessarycategory出樣/未出樣SKUpercentage排面大小SizeofShelfspace措施measure未出樣原因Reasonofabsence同品類貨架占有率Shelfspaceratebysamecategory____________經(jīng)營部salesoffice________月份month____________客戶貨架占有率及出樣率表customershelfspacerate&SKUpercentageform現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——績效考評(píng)圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart恒安在現(xiàn)通重點(diǎn)客戶的SWOT分析SWOTanalysisforHengAnmodernchannelkeyaccountsS：強(qiáng)大的綜合實(shí)力及良好的產(chǎn)品質(zhì)量Powerfulintegrativestrengthandgoodproductquality

產(chǎn)品線長，有利于滿足現(xiàn)通重點(diǎn)客戶不同區(qū)域的的品項(xiàng)需求

Longproductline,wecanmakegooduseofittomeetcategoryneedscomesfrommodernkeyaccountsinDifferentregions

恒安產(chǎn)品為全國市場領(lǐng)導(dǎo)者，較高品牌知名度及市場占有率Wearethenationalleader,wehavegoodbrandawarenessandmarketshareW：缺乏現(xiàn)通重點(diǎn)客戶尤其是跨區(qū)域性、全國性現(xiàn)通重點(diǎn)客戶的管理經(jīng)驗(yàn)

Welackofmanagementexperienceonmodernchannelkeyaccounts,especiallyforcross-boundaryandnationalmodernchannelkeyaccounts.

管理分散，尚未組建有效的現(xiàn)通重點(diǎn)客戶管理機(jī)構(gòu)（群貓和老虎）(agroupofcatsandatiger)managementispoorlyorganized,theeffectivemodernchannelkeyaccountsmanagementorganizationisstillnotavailable

不同區(qū)域?qū)嶋H銷售的品項(xiàng)及價(jià)格差異較大Thereisabigdifferenceincategoryandpricefordifferentregions

各現(xiàn)通重點(diǎn)客戶門店分布的核心城市及部分A類城市市場基礎(chǔ)薄弱

ThemarketfoundationofcorecitiesandsomeAlevelcitieswheremodernchannelkeyaccountsstorelocatesisweakO：集團(tuán)對現(xiàn)通重點(diǎn)客戶的重視程度增加

Nowadays,moreattentionsarepaidonmodernchannelaccountsbyHengAngroup.

引進(jìn)TCT管理WeintroducedTCTmanagement

組建集團(tuán)終端管理架構(gòu)將進(jìn)一步發(fā)揮集團(tuán)的優(yōu)勢theadvantageofHengAngroupwillbefurtherstrengthenedbymeansofestablishinggroupoutletmanagementarchitecture.T：各現(xiàn)通重點(diǎn)客戶的合作門檻在不斷提高cooperativeconditionsissuedbyeachmodernchannelkeyaccountesmoreandmorestrict現(xiàn)有銷售架構(gòu)不適應(yīng)現(xiàn)通重點(diǎn)客戶運(yùn)作需要Thecurrentsalesarchitecturecan’tmeetneedsofmodernchannelkeyaccounts.主要競爭對手終端投入巨大，促銷頻繁Therearetremendousinvestmentsmadebymaincompetitors,andfrequentpromotions價(jià)格競爭日趨激烈、價(jià)格走低Thereismoreandmoretensecompetition,andpriceisdeclining現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——根源分析BRTactionguidelineformanagementofmodernchannelkeyaccounts-rootcauseanalysis障礙描述

barrierdescription影響力

impact難度

difficulty比值ratio1現(xiàn)有銷售架構(gòu)及考核指標(biāo)不適應(yīng)現(xiàn)通重點(diǎn)客戶管理需要Currentsalesarchitecturedoesn'tmeetneedsofmodernchannelaccountsmanagement8242全國性重點(diǎn)客戶管理經(jīng)驗(yàn)及意識(shí)不足Thereisnoenoughmanagementexperienceandawarenessofnationalkeyaccounts832.673缺乏適合現(xiàn)通重點(diǎn)客戶終端促銷拉動(dòng)

Welackofsuitableoutletpromotionpullformodernchannelkeyaccounts732.334管理分散，缺乏統(tǒng)一的現(xiàn)通重點(diǎn)客戶管理模式Managementispoorlyorganized,welackofstandardizedmanagementpatternformodernchannelkeyaccounts1061.675缺乏關(guān)于零售重點(diǎn)客戶的培訓(xùn)Thereisnoenoughtrainingformodernchannelkeyaccounts

961.56不同區(qū)域銷售的品項(xiàng)及價(jià)格差異較大Thereisabigdifferenceincategoryandpricefordifferentregions981.137各零售重點(diǎn)客戶門店分在核心城市及部分A類城市市場基礎(chǔ)薄弱ThemarketfoundationofcorecitiesandAlevelcitieswherekeyaccountsstorelocatesisweak1091.11現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——障礙BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart-barrier三、現(xiàn)通重點(diǎn)客戶策略Strategyformodernchannelkeyaccount現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy開始要求供應(yīng)商簽定全國合同，部分賣場只設(shè)置一個(gè)采購部（如：麥德龍）。整體趨勢往全國統(tǒng)一合同的前提下統(tǒng)一費(fèi)用、統(tǒng)一價(jià)格、統(tǒng)一促銷、統(tǒng)一結(jié)算的方向發(fā)展Suppliersareaskedtosignnationalnationalcontract,Thereisonlyaprocurementdepartmentinsomehypermarkets(suchas:metro).thegeneraltrendwillbe:underthepreconditionofnationaluniformcontract,Wewillfulfilluniformexpense,uniformprice,uniformpromotionaswellasuniformsettlement各大知名品牌的必爭之地，體現(xiàn)在：品牌實(shí)力強(qiáng)大、投入增大、價(jià)格走低Thatisthefieldwhicheachfamousbrandfocuseson,thefeatheris:powerfulbrandstrength,increasinginvestment,decliningprice合作門檻越來越高，合作費(fèi)用越來越大Thereisamoreandmorerestrictionsoncooperativeissuesandmoreandmorehighcooperativeexpense各重點(diǎn)客戶之間的競爭更為激烈，體現(xiàn)在：要求最低供應(yīng)價(jià)、零售價(jià)加價(jià)率走低、要求供應(yīng)商更多的合作支持、各種類型的促銷、特價(jià)不斷Thereisamoretensecompetitionamongkeyaccounts,thefeatheris:theyposedrequirementsoflowestsupplyingprice,continuousspecialoffer.重點(diǎn)客戶市場的特點(diǎn)Keyaccountmarketfeature現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy

策略核心表述：統(tǒng)一規(guī)劃、分類操作、合理投入CoreexpressionofstrategyUniformplanning,classifiedoperation,reasonableinvestment即：1、集團(tuán)總部統(tǒng)一規(guī)劃管理及績效考評(píng)

Wewillfulfilluniformplanningmanagementandperformanceevaluation2、不同類型現(xiàn)通重點(diǎn)客戶進(jìn)行分類管理

Wewillfulfillclassifiedmanagementondifferenttypesofmodernchannelkeyaccounts3.合理投入終端推廣費(fèi)用并在集團(tuán)總部,附屬公司之間合理分?jǐn)傎M(fèi)用

Wewillvalidatereasonableoutletpromotionexpense,andmakeareasonableapportionmentbetweenheadquartersandsubsidiaries4、與重點(diǎn)客戶密切配合，強(qiáng)強(qiáng)合作、雙贏互利

Weshouldcooperatewithkeyaccountclosely,inordertomakegooduseofadvantageforeachside,andrealizewin-winandmutualbenefittarget.現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy統(tǒng)一規(guī)劃Uniformplanning產(chǎn)品品項(xiàng)Productcategory價(jià)格price促銷promotion陳列display現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy進(jìn)行品項(xiàng)管理：精簡目前的在銷品項(xiàng)，實(shí)施適量而精的品項(xiàng)計(jì)劃，避免品項(xiàng)多而雜，形成被競品“各個(gè)擊破”。Wewillfulfillcategorymanagement:wewillsimplifycurrentcategories,implementcategoryplanwithsuitableSKU,inordertoavoidtobedefeatedbycompetitivebrandsbecauseoftoomanySKU描述：Description:1、所有重點(diǎn)客戶的進(jìn)場品項(xiàng)原則上由集團(tuán)現(xiàn)代通路小組在充分征詢銷售部、市場部、各業(yè)務(wù)單位、恒安紙業(yè)的基礎(chǔ)上統(tǒng)一制定、備案。

Inprinciple,withconsideringopinionscomesfromsalesdepartment,marketingdepartment,eachbusinessorganizationaswellasHengAnpaperindustry,wewillvalidatein-storecategoriesforkeyaccountsandputitonrecords2、研究不同競品在不同客戶的重點(diǎn)品項(xiàng)并分析其現(xiàn)狀，確定重點(diǎn)“競品品項(xiàng)”。利用恒安豐富的品項(xiàng)資源，確定針對每個(gè)主要競品品項(xiàng)的重點(diǎn)品項(xiàng)，對競品形成各個(gè)擊破的攻勢。

Wewillmakeanalysisonkeycategoriescomesfromdifferentcompetitors,thenvalidatekey“competitivecategory”sothatwecanmakegooduseofrichcategoryresources,wewillvalidatekeycategoryforeachcompetitivecategoryinordertoshapeourcompetitiveadvantagetoagainstcompetitivebrands.3、在全國統(tǒng)一若干政策性產(chǎn)品的前提下，爭取盡量多的區(qū)域品項(xiàng)的優(yōu)勢，加大攻勢力度。

Withthepreconditionthatsomenationalproductswillbekept,wewilltrytoexpandregionaladvantageincategory,sothatwecanenforcemarketattack產(chǎn)品品項(xiàng)ProductCategory現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy全國性品項(xiàng)：Nationalcategory安樂：AL1116、AL7220、AL1316、AL5220、AL1310AnleALS1410、ALS2410安爾樂:A8110（10+2）、A8210（10+2）、L8110、L8210、

AnerleA9110（10+2）、A9210（10+2）、A9310、A9410、

A9505、A9605、L8510、L8610安爾樂護(hù)墊：A8720、A8020、A9020、A8920、A8040、A9040Anerlepantyliner尿褲/片：S730N、M724N、L720N、S9015、M9012、L9010、Diaper/DiaperlinerS520、M518、L516、M310、M210、M410心相?。篊110/C210、N110/N210、C910、W112、DT1100、TissueDT1200、DT200、BT610、BT712、NT1320、

A120（5+1）、C120（5+1）、A150、B60、C200

產(chǎn)品品項(xiàng)（續(xù)）Productcategory現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy制定商場全國統(tǒng)一進(jìn)價(jià)，并確保執(zhí)行Wewillworkoutnationaluniformsupplyingpriceforhypermarketsandsupermarkets,andinsureitwillbecarriedout描述：1、商場供價(jià)以集團(tuán)B套價(jià)為基礎(chǔ)

WithBpriceissuedbyHengAngroupasourreference,wewillvalidatesupplyingpriceforhypermarketandsupermarket.2、不同類型重點(diǎn)客戶的進(jìn)價(jià)根據(jù)集團(tuán)B套價(jià)略加調(diào)整，制定相應(yīng)的進(jìn)場價(jià)格。

WewillmakeslightslightpriceadaptationbasedonBpriceissuedbyHengAngroupinordertovalidateenteringpricefordifferenttypesofkeyaccounts.3、對重點(diǎn)客戶必須以全國統(tǒng)一價(jià)對外簽定合同。

Wewillsigncontractwithkeyaccountsbasedonnationaluniformprice.4、個(gè)別操作在特殊情況下，在報(bào)集團(tuán)同意的前提下，允許針對本地競品以特價(jià)形式調(diào)低供價(jià)，以適應(yīng)實(shí)際情況，但合同報(bào)價(jià)不能改變。

Undersomespecialoccasions,withtheapprovalcomesfromheadquarter,withconsiderationofrealpractice,thepriceadaptationwillbemadetoagainstlocalcompetitiveproductbymeansofspecialoffer,butthecontractquotationcan’tbechanged.價(jià)格Price現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy

做品牌樹形象與擴(kuò)大份額相結(jié)合，賣場以樹立整體形象為主結(jié)合不間斷的促銷活動(dòng)，連鎖超市以不間斷的促銷活動(dòng)為主，在有影響力的門店實(shí)施品牌形象宣傳。

Ononehand,wewilltrytobuildupproductbrandimage,ontheotherhand,wearegoingtoenlargemarketshare.Withthecooperationofcontinuouspromotionactivity,wewillfocusourattentiononbuildingupintegralbrandimageinhypermarkets.Forfranchises，wewillfocusourattentiononpromotionactivities，wewillmakebrandimagepropagandainsomekeystores

促銷Promotion頻率：1、賣場每月一次常規(guī)促銷，每季度一次主題促銷（三八、國慶、時(shí)事）

frequency:1.Wewillhaveonceroutinepromotionmonthly，andoncetopicpromotionwillbeheldquarterly（internationalwomenday，nationaldaycurrentaffair）

2、連鎖超市保持至少有一個(gè)常年堆樁，每季度一次主題促銷活動(dòng)

2，Thereshouldbeacontinuousaisledisplaysineachchainsupermarket，andoncetopicpromotionshouldbeheldquarterly。集合銷售部、市場部、附屬公司、直屬市場及重點(diǎn)客戶意見制定促銷方案促銷方式：全國性促銷+區(qū)域性促銷Thepromotionplanwillbemadebymeansofconsideringinformationcomesfromsalesdepartment，marketingdepartmentSubsidiariesaswellaskeyaccounts.Promotionpattern:Nationalpromotion+regionalpromotion現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy

豐富重點(diǎn)客戶終端視覺形象，樹品牌形象：搶占黃金陳列，增加終端廣告投入，在有影響力的門店建立恒安店中店。

WewilltakesactionstoimproveconsumerperceptionforHengAnproduct，

thatis，agoodbrandimagewillbebuiltup.Wewilltrytogetbestshelfspace,increaseinvestmentonoutletadvertising,wewilltrytoestablish“storeinstore“insomeinfluentialstores貨架陳列Shelfdisplay標(biāo)準(zhǔn)：1、在月銷售額在5萬以上的門店力奪黃金陳列

2、在月銷售額在10萬以上的門店建恒安店中店Standard:1.Wewilltrytohavebestshelfspaceinthosestoreswithmonthlysalesrevenuebelow50,000RMB.2.WewilltrytohighlightHengAnbrandimageinthosestoreswithmonthlysalesrevenuebelow100,000RMB.目標(biāo)：鋪面庫存份額不低于恒安全國市場占有率Target:theSKUpercentagepertotalhundredproductswillnotbelowerthannationalmarketshare現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy分類管理ClassifiedManagement一類客戶：簽定全國合同的賣場客戶

Levelonecustomer:thosecustomerswhichwehavesignednationalcontractwith.suchas：Carrefour，RT-Mart,andWalMart.

——家樂福、大潤發(fā)簽定全國合同的批發(fā)式賣場客戶

Thosewholesale,warehousetyperetailers,customerswhichwewillsignnationalcontractWithSuchas:Matro,Sam’sclub

——麥德龍、山姆簽定全國合同的連鎖超市客戶

ThosefranchisecustomerswhichsignnationalcontractwithSuchas:ShangHaiHuaLian——上海華聯(lián)二類客戶：不簽定全國合同的賣場客戶Leveltwocustomer:thosecustomerswhichwehavenotsignednationalcontractswithSuchas:,BeiJingHuaLian,ShanghaiHauLian,Trustmart,HomeworldA.Best

——沃爾瑪、北京華聯(lián)、好又多、家世界、樂購、歐尚、萬佳、萬客隆、新一佳

Thosewholesalecustomerswhichwehaven’tsignednationalcontractwith

不簽定全國合同的批發(fā)式賣場客戶

——普爾斯馬特

Thosefranchisecustomerswhichwehaven’tsignedcontractwith

不簽定全國合同的連鎖超市客戶

——華潤、上海捷強(qiáng)、上海農(nóng)工商、蘇果對不同類型賣場采取不同策略現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy費(fèi)用分?jǐn)?/p>

ExpenseAllocation

細(xì)分合同中的各項(xiàng)費(fèi)用，在集團(tuán)總部、附屬公司、經(jīng)銷商之間合理分?jǐn)傎M(fèi)用，以提高分銷鏈中各環(huán)節(jié)的積極性。ExpensesstipulatedinthecontractwillbedividedandallocatedbyHeadquarter,subsidiaries,aswellasdistributorsseparately,sothatActiveinvolvementofeachPartofthedistributionchainwillbeimproved.現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy四、重點(diǎn)客戶工作架構(gòu)及崗位描述WorkPlanArchitecture&JobDescriptionforkeyaccounts現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——架構(gòu)及崗位BRTactionguidelineformanagementofmodernchannelkeyaccountstructure&position福建恒安集團(tuán)有限公司集團(tuán)銷售部終端管理組附屬公司、直屬經(jīng)營部經(jīng)營部（辦事處）重點(diǎn)客戶負(fù)責(zé)人/業(yè)務(wù)員重點(diǎn)客戶門店重點(diǎn)客戶總部現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——架構(gòu)及崗位BRTactionguidelineformanagementofmodernchannelkeyaccountsStructure&PositionHengAnGroupSalesdepartmentinheadofficeOutletmanagementteamSubsidiary&salesofficeKeyaccountmanager/salesrepstoresforkeyaccountsKeyaccountheadquarters現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——架構(gòu)及崗位BRTactionguidelineformanagementofmodernchannelkeyaccountsStructure&Position崗位描述—終端管理組Jobdescription—Outletmanagementteam向銷售部經(jīng)理匯報(bào)工作，由集團(tuán)銷售部授權(quán)負(fù)責(zé)規(guī)劃、管理并監(jiān)督全國不同類型終端的業(yè)務(wù)運(yùn)做。通過市場策劃、銷售、及對流程的有效執(zhí)行，使業(yè)績最大化。

InordertorealizebestsalesperformancetheoutletmanagementThisthis“OutletManagementTeam”empoweredbyHeadquarterswillberesponsibleforplanning,supervisionandmanagementandthebusinessoperationofthedifferenttypesofnationalretailoutlets.現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription終端管理小組的基本職責(zé)Basicresponsibilitiesforoutletmanagementteam1、研究終端發(fā)展，制定不同類型終端策略和實(shí)施程序

Wewillmakeresearchonoutletdevelopment,workoutdifferenttypesofoutletstrategiesandimplementationprogram.2、制定不同類型終端的績效考評(píng)標(biāo)準(zhǔn)

Theevaluationcriterionfordifferenttypesofoutletwillbevalidated3、規(guī)劃終端，對不同類型終端客戶進(jìn)行分類管理

Wewillmakeoutletplanningandfulfillclassifiedmanagementondifferenttypesofcustomers4、協(xié)調(diào)并幫助全國各區(qū)域終端工作人員開展業(yè)務(wù)工作

Wewilltrytocoordinateandhelpthepeopleinthefieldintheirbusinessoperation5、制定重點(diǎn)客戶的銷售預(yù)測及費(fèi)用預(yù)算

Salesforecastingandexpensebudgetforkeyaccountswillbedeveloped6、建立各重點(diǎn)客戶檔案資料（包括合同）

Accountbookforeachkeyaccountswillbeestablished(includescontract)現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription終端管理小組的基本職責(zé)Basicresponsibilitiesforoutletmanagementteam7、對開展全國性合作的重點(diǎn)客戶，全面介入全國合同的實(shí)質(zhì)性談判

Wewillinitiatesubstantivenegotiationwithnationalkeyaccountsonnationalcontractissue8、制定重點(diǎn)客戶的進(jìn)場品項(xiàng)及進(jìn)行價(jià)格控制

Wewillvalidatein-storecategoriesforkeyaccountsandfulfillpricecontrol9、進(jìn)行促銷規(guī)劃，安排全國性的促銷活動(dòng)，并做好總結(jié)分析工作

Ononehand,wewillmakepromotionplanningandarrangenationalpromotionactivities.Ontheotherhand,wewillmakesummarizationandanalysisonit.10、每月匯總重點(diǎn)客戶的銷售狀況、促銷總結(jié)，進(jìn)行月銷售分析

Wewillcollectsalesperformanceforkeyaccountsmonthly,makepromotionsummarizationandmonthlysalesanalysis.11、進(jìn)行季度重點(diǎn)客戶績效考評(píng)，及時(shí)調(diào)整工作戰(zhàn)術(shù)

Wewillmakemonthlyperformanceevaluationonkeyaccounts,andimprovetactics12、與各地的業(yè)務(wù)經(jīng)理保持經(jīng)常性的聯(lián)絡(luò)，聽取各地在重點(diǎn)客戶實(shí)際工作中遇到的障礙，并尋求解決方案予以協(xié)助解決

Wewillkeepnormalcontactwithbusinessmanagersinthefieldinordertoknowbarriersinthepracticerelatedwithkeyaccounts,sothatthesolutionwillbeaddressedforsolvingit.現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription終端管理小組的基本職責(zé)（續(xù)）Basicresponsibilitiesforoutletmanagementteam13、每月匯總并審查各地重點(diǎn)客戶發(fā)生的費(fèi)用及需要集團(tuán)分?jǐn)偟馁M(fèi)用部分，并且匯總費(fèi)用總額，對照相關(guān)合同與各地促銷申請審查其合理性

Wewillcollectandauditexpensesrelatedwithkeyaccountsandexpensestobeapportionedbyheadquarter,Withreferencetorelatedcontractsandpromotionapplicationsformthefield,wewillauditit.14、定期前往各重點(diǎn)客戶所在城市，與當(dāng)?shù)貥I(yè)務(wù)經(jīng)理、終端管理專員、業(yè)務(wù)員總結(jié)現(xiàn)行工作成績、尋找工作障礙，尋求業(yè)績提升機(jī)會(huì)，考察當(dāng)?shù)刂攸c(diǎn)客戶的實(shí)際情況，分析地區(qū)特點(diǎn)

Wewillgotovisitthosecitieswhereeachkeyaccountlocatesandcommunicatewithlocalbusinessmanagers,salesrepresentatives,specialistsofoutletmanagementinordertoevaluateworkperformance,identifybarriers,andseekforopportunitiesofsalesincrease,makeinvestigationonrealstatusoflocalkeyaccountsaswellasanalyzeregionalfeathers15、與重點(diǎn)客戶建立戰(zhàn)略伙伴關(guān)系，定期拜訪部分重點(diǎn)客戶賣場人員，達(dá)到合作效果最大化

Wewilltrytoestablishstrategicpartnershipwithkeyaccounts,makeperiodicsalescallsonkeyaccounts,sothatwecanmakethebestcooperationwiththem.16、定期向銷售部經(jīng)理匯報(bào)工作

Thereportwillbesubmittedbyoutletmanagementteamtosalesmanagerperiodically.

現(xiàn)通重點(diǎn)客戶管理BRT小組行動(dòng)指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription崗位描述—附屬公司及直屬經(jīng)營部終端管理Jobdescription—outletmanagementforsubsidiaryandsalesoffice向附屬公司業(yè)務(wù)部或直屬經(jīng)營部經(jīng)理匯報(bào)工作同時(shí)接受集團(tuán)銷售部終端管理小組的協(xié)調(diào)，負(fù)責(zé)管理并監(jiān)督所轄范圍內(nèi)各種類型終端業(yè)務(wù)工作。Whilereportingtosubsidiarymanag