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(guān)係以增進(jìn)了解根據(jù)這種了解調(diào)整企業(yè)活動(dòng)以獲得競(jìng)爭(zhēng)優(yōu)勢(shì)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(shè)計(jì)驗(yàn)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(yīng)用技術(shù)戰(zhàn)略大客戶的選擇準(zhǔn)則組合分析客戶價(jià)值四格圖風(fēng)險(xiǎn)分析Stakeholder analysisQFDKANO Model客戶價(jià)值計(jì)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(zhǔn)則收入潛力收益率潛力集中採(cǎi)購策略市場(chǎng)領(lǐng)導(dǎo)者贏得這位客戶對(duì)競(jìng)爭(zhēng)對(duì)手有重大影響現(xiàn)有的執(zhí)行長(zhǎng)關(guān)係互補(bǔ)的技術(shù)嚴(yán)格的供應(yīng)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)可接受的採(cǎi)購成本具有創(chuàng)新與先進(jìn)的最佳實(shí)務(wù)(研發(fā)或生產(chǎn)等)潛在客戶再三表示

4、出外包的意願(yuàn)有我們需要的專業(yè)知識(shí)和能力(存貨管理或物流等)交易誠(chéng)實(shí)能成為我們產(chǎn)品的服務(wù)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(jìng)收入二年前去年明年後年5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(duì)這些客戶所做的收入預(yù)測(cè)是怎麼樣的？服務(wù)這些客戶每年要花費(fèi)多少錢？用估計(jì)的收入減去估計(jì)的費(fèi)用得出估計(jì)的利潤(rùn)(過去二年與未來二年) 。這些客戶的成長(zhǎng)潛力是什麼？要花多少時(shí)間才能實(shí)現(xiàn)其增長(zhǎng)？這些客戶是交易型客戶或戰(zhàn)略型客戶？6客戶價(jià)值四格圖銷售金額利潤(rùn)銷售金額高利潤(rùn)低銷售金額低利潤(rùn)低銷售金額高利潤(rùn)高銷售金額低利潤(rùn)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(fēng)險(xiǎn)分析FixBeforeLaunchSignificantRiskShowStopperProceedWith CautionFix Before LaunchSignificant RiskProceedWithCautionProceedWithCautionFix Before LaunchLowMediumHighLowMediu

8、mHighImpactProbability11風(fēng)險(xiǎn)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