戰(zhàn)略大客戶管理(2)

1、戰(zhàn)略大客戶管理的定義拓展客戶關係以增進了解根據(jù)這種了解調(diào)整企業(yè)活動以獲得競爭優(yōu)勢1Identify 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?1.2.3.4.5.2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Define What, Why, Who, How, W

2、henDefine customer needs and specify CTQDevelop high-level process design conceptDevelop details, and optimize the designVerify process performance against project target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Stakeholder analysisQFDKANO Model客戶價值計分卡Functional AnalysisProcess Map (high Level)Conceptual DesignP

3、ugh ModelDetailed Process DesignProcess Spec.Capability AnalysisDesign scorecardPilot planImplementation and Transition PlanControl Plan3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(chǎn)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(chǎn)等)潛在客戶再三表示

4、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(chǎn)品的服務夥伴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5組合分析在過去二年，目標戰(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？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7Table One: The Customers A

5、ttractiveness To Us - (CAFs)Average Score: (Total of all scores divided by number of customers rated)8Table Two: Our Relative Strength Vs the Competition9Key Accounts:Most attractive to you, and you are relatively strong. Devote time to these top Accounts - you should be able to achieve Key Supplier

6、 StatusKey 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 t

7、o you, and you are relatively weak. Make your mind up; are they worth chasing? Deal with on a tactical and opportunistic basis.10風險分析FixBeforeLaunchSignificantRiskShowStopperProceedWith CautionFix Before LaunchSignificant RiskProceedWithCautionProceedWithCautionFix Before LaunchLowMediumHighLowMediu

8、mHighImpactProbability11風險來源Business CaseCost Increase, ROI Lead Time Increase, Changing Market/Regulatory Environment, Business CommitmentPlanningResource Availability, Project Complexity, Development Time, Project Management ExperienceOrganizationalCross-Functional Involvement, Process Ownership, Multiple Locations for Implementation, Change Acceleration IssuesTechnicalTechnology Experience, Design Complexity, Scope Changes, Knowledge of Business Processes, Quality Methods Skills and