戰(zhàn)略大客戶管理課件

戰(zhàn)略大客戶管理2023/12/4戰(zhàn)略大客戶管理Identifywhereyourrelationshipcurrentlylies.

Identifywhereyouwouldlikeyourrelationshiptolie,andbywhen.Whataretheprincipalactivitiesandactionsrequiredtomakethishappen?1. 2.3.4.5.戰(zhàn)略大客戶管理戰(zhàn)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DefineWhat,Why,Who,How,WhenDefinecustomerneed’sandspecifyCTQDevelophigh-levelprocessdesignconceptDevelopdetails,andoptimizethedesignVerifyprocessperformanceagainstprojecttarget應用技術戰(zhàn)略大客戶的選擇準則組合分析客戶價值四格圖風險分析StakeholderanalysisQFDKANOModel客戶價值計分卡FunctionalAnalysisProcessMap(highLevel)ConceptualDesignPughModelDetailedProcessDesignProcessSpec.CapabilityAnalysisDesignscorecardPilotplanImplementationandTransitionPlanControlPlan戰(zhàn)略大客戶管理戰(zhàn)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(xiàn)有的執(zhí)行長關係互補的技術嚴格的供應商認證制度購買導向(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(chuàng)新與先進的最佳實務(研發(fā)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(yè)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(zhàn)略大客戶管理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戰(zhàn)略大客戶管理組合分析在過去二年，目標戰(zhàn)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(xiàn)其增長？這些客戶是交易型客戶或戰(zhàn)略型客戶？戰(zhàn)略大客戶管理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戰(zhàn)略大客戶管理TableOne:TheCustomersAttractivenessToUs-(CAF's)CustomersAttractivenessFactor1Size2GrowthPotential3FinancialStability4EaseofAccess5ClosenessofRelationships6StrategicFit;LevelofCompetition;MarketStandingTotal AverageScore:(Totalofallscoresdividedbynumberofcustomersrated)戰(zhàn)略大客戶管理TableTwo:OurRelativeStrengthV'stheCompetitionCustomer:SuppliersCriticalSuccessFactorsYou1Price2Service3SpeedofResponse4Relationship5MajorSupplier6TechnicalInnovationTotal戰(zhàn)略大客戶管理KeyAccounts:Mostattractivetoyou,andyouarerelativelystrong.DevotetimetothesetopAccounts-youshouldbeabletoachieveKeySupplierStatusKeyDevelopmentAccounts:Mostattractivetoyou,butyouarerelativelyweak.Devotetimetodevelopingyourstrengthwiththeseaccounts.MaintenanceAccounts:Lessattractivetoyou,butyouarestrong.Manageyourtimeeconomicallywiththeseaccounts.OpportunisticAccounts:Lessattractivetoyou,andyouarerelativelyweak.Makeyourmindup;aretheyworthchasing?Dealwithonatacticalandopportunisticbasis.戰(zhàn)略大客戶管理風險分析Fix

Before

LaunchSignificant

RiskShow

StopperProceed

WithCautionFixBeforeLaunchSignificant

RiskProceed

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CautionProceed

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CautionFix

BeforeLaunchLowMediumHighLowMediumHighImpactProbability戰(zhàn)略大客戶管理風險來源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戰(zhàn)略大客戶管理供應商客戶Teammember

androle(no.)Teammember

androle(no.)Teammember

androle(no.)Teammember

androle(no.)客戶聯(lián)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BuyingPhase: