戰(zhàn)略大客戶管理PPT課件教材講義

戰(zhàn)略大客戶管理的定義拓展客戶關(guān)系以增進(jìn)了解根據(jù)這種了解調(diào)整企業(yè)活動以獲得競爭優(yōu)勢Identifywhereyourrelationshipcurrentlylies.

Identifywhereyouwouldlikeyourrelationshiptolie,andbywhen.Whataretheprincipalactivitiesandactionsrequiredtomakethishappen?1. 2.3.4.5.戰(zhàn)略大客戶管理階段與工具管理階段定義衡量分析設(shè)計驗證目的DefineWhat,Why,Who,How,WhenDefinecustomerneed’sandspecifyCTQDevelophigh-levelprocessdesignconceptDevelopdetails,andoptimizethedesignVerifyprocessperformanceagainstprojecttarget應(yīng)用技術(shù)戰(zhàn)略大客戶的選擇準(zhǔn)則組合分析客戶價值四格圖風(fēng)險分析StakeholderanalysisQFDKANOModel客戶價值計分卡FunctionalAnalysisProcessMap(highLevel)ConceptualDesignPughModelDetailedProcessDesignProcessSpec.CapabilityAnalysisDesignscorecardPilotplanImplementationandTransitionPlanControlPlan戰(zhàn)略大客戶的選擇準(zhǔn)則收入潛力收益率潛力集中采購策略市場領(lǐng)導(dǎo)者贏得這位客戶對競爭對手有重大影響現(xiàn)有的執(zhí)行長關(guān)系互補(bǔ)的技術(shù)嚴(yán)格的供貨商認(rèn)證制度購買導(dǎo)向(戰(zhàn)略型或交易型)公司的文化相適性系統(tǒng)的一致性或互補(bǔ)公司償付能力付款迅速產(chǎn)品線適合性靈活程度共同的原材料基礎(chǔ)可接受的采購成本具有創(chuàng)新與先進(jìn)的最佳實務(wù)(研發(fā)或生產(chǎn)等)潛在客戶再三表示出外包的意愿有我們需要的專業(yè)知識和能力(存貨管理或物流等)交易誠實能成為我們產(chǎn)品的服務(wù)伙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凈收入二年前去年明年后年組合分析在過去二年，目標(biāo)戰(zhàn)略大客戶產(chǎn)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(yù)測是怎么樣的？服務(wù)這些客戶每年要花費(fèi)多少錢？用估計的收入減去估計的費(fèi)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么？要花多少時間才能實現(xiàn)其增長？這些客戶是交易型客戶或戰(zhàn)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TableOne:TheCustomersAttractivenessToUs-(CAF's)CustomersAttractivenessFactor1Size2GrowthPotential3FinancialStability4EaseofAccess5ClosenessofRelationships6StrategicFit;LevelofCompetition;MarketStandingTotal

AverageScore:(Totalofallscoresdividedbynumberofcustomersrated)TableTwo:OurRelativeStrengthV'stheCompetitionCustomer:SuppliersCriticalSuccessFactorsYou1Price2Service3SpeedofResponse4Relationship5MajorSupplier6TechnicalInnovationTotalKeyAccounts:Mostattractivetoyou,andyouarerelativelystrong.DevotetimetothesetopAccounts-youshouldbeabletoachieveKeySupplierStatusKeyDevelopmentAccounts:Mostattractivetoyou,butyouarerelativelyweak.Devotetimetodevelopingyourstrengthwiththeseaccounts.MaintenanceAccounts:Lessattractivetoyou,butyouarestrong.Manageyourtimeeconomicallywiththeseaccounts.OpportunisticAccounts:Lessattractivetoyou,andyouarerelativelyweak.Makeyourmindup;aretheyworthchasing?Dealwithonatacticalandopportunisticbasis.風(fēng)險分析Fix

Before

LaunchSignificant

RiskShow

StopperProceed

WithCautionFixBeforeLaunchSignificant

RiskProceed

With

CautionProceed

With

CautionFix

BeforeLaunchLowMediumHighLowMediumHighImpactProbability風(fēng)險來源BusinessCaseCostIncrease,ROILeadTimeIncrease,ChangingMarket/RegulatoryEnvironment,BusinessCommitment

PlanningResourceAvailability,ProjectComplexity,DevelopmentTime,ProjectManagementExperience

OrganizationalCross-FunctionalInvolvement,ProcessOwnership,MultipleLocationsforImplementation,ChangeAccelerationIssues

TechnicalTechnologyExperience,DesignComplexity,ScopeChanges,KnowledgeofBusinessProcesses,QualityMethodsSkillsandExperience

ExternalVendor/ContractorExperienceandSupport,MultipleVendors/Contractors,DependenceOnVendors,RecruitmentIssues供貨商客戶Teammember

androle(no.)Teammember

androle(no.)Teammember

androle(no.)Teammember

androle(no.)客戶聯(lián)絡(luò)人