戰(zhàn)略大客戶管理課件

戰(zhàn)略大客戶管理2022/12/2戰(zhàn)略大客戶管理戰(zhàn)略大客戶管理2022/11/30戰(zhàn)略大客戶管理1Identifywhereyourrelationshipcurrentlylies.

Identifywhereyouwouldlikeyourrelationshiptolie,andbywhen.Whataretheprincipalactivitiesandactionsrequiredtomakethishappen?1. 2.3.4.5.戰(zhàn)略大客戶管理Identifywhereyourrelationsh2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(jià)值四格圖風(fēng)險(xiǎn)分析StakeholderanalysisQFDKANOModel客戶價(jià)值計(jì)分卡FunctionalAnalysisProcessMap(highLevel)ConceptualDesignPughModelDetailedProcessDesignProcessSpec.CapabilityAnalysisDesignscorecardPilotplanImplementationandTransitionPlanControlPlan戰(zhàn)略大客戶管理戰(zhàn)略大客戶管理階段與工具管理定義衡量分析設(shè)計(jì)驗(yàn)證目的Defi3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(gòu)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(gòu)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(gòu)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)夥伴戰(zhàn)略大客戶管理戰(zhàn)略大客戶的選擇準(zhǔn)則收入潛力產(chǎn)品線適合性戰(zhàn)略大客戶管理4組合分析以前今年未來(lái)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戰(zhàn)略大客戶管理組合分析以前今年未來(lái)收入減去直接成本減去間接成本淨(jìng)收入二年前5組合分析在過(guò)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(lái)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(guò)去二年與未來(lái)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？戰(zhàn)略大客戶管理組合分析在過(guò)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(lái)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)高戰(zhàn)略大客戶管理客戶價(jià)值四格圖銷售金額利潤(rùn)銷售金額高銷售金額低銷售金額高銷售7TableOne:TheCustomersAttractivenessToUs-(CAF's)CustomersAttractivenessFactor1Size2GrowthPotential3FinancialStability4EaseofAccess5ClosenessofRelationships6StrategicFit;LevelofCompetition;MarketStandingTotal AverageScore:(Totalofallscoresdividedbynumberofcustomersrated)戰(zhàn)略大客戶管理TableOne:TheCustomersAttra8TableTwo:OurRelativeStrengthV'stheCompetitionCustomer:SuppliersCriticalSuccessFactorsYou1Price2Service3SpeedofResponse4Relationship5MajorSupplier6TechnicalInnovationTotal戰(zhàn)略大客戶管理TableTwo:OurRelativeStreng9KeyAccounts: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KeyAccounts:Mostattractivet10風(fēng)險(xiǎn)分析Fix

Before

LaunchSignificant

RiskShow

StopperProceed

WithCautionFixBeforeLaunchSignificant

RiskProceed

With

CautionProceed

With

CautionFix

BeforeLaunchLowMediumHighLowMediumHighImpactProbability戰(zhàn)略大客戶管理風(fēng)險(xiǎn)分析Fix

Before

LaunchSignifica11風(fēng)險(xiǎn)來(lái)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)略大客戶管理風(fēng)險(xiǎn)來(lái)源BusinessCase戰(zhàn)略大客戶管理12供應(yīng)商客戶Teammember

androle(no.)Teammember

androle(no.)Teammember

androle(no.)Teammember

androle(no.)客戶聯(lián)絡(luò)人&影響的程度(經(jīng)濟(jì)型/使用型/技術(shù)型)參與的程度支持的程度BuyingPhase:了解需要BuyingPhase:比較可選方案BuyingPhase:選擇BuyingPhase:售後問(wèn)題什麼是這人做事的動(dòng)機(jī)最急切的三項(xiàng)需求是什麼他們喜歡的溝通方式為何他們希望多長(zhǎng)時(shí)間接觸一次怎樣才能加深這種關(guān)係戰(zhàn)略大客戶管理供應(yīng)商Teammemberandrole(no.)T13演講完畢，謝謝聽(tīng)講!再見(jiàn)，seeyouagain3rew2022/12/2戰(zhàn)略大客戶管理演講完畢，謝謝聽(tīng)講!再見(jiàn)，seeyouagain3rew14戰(zhàn)略大客戶管理2022/12/2戰(zhàn)略大客戶管理戰(zhàn)略大客戶管理2022/11/30戰(zhàn)略大客戶管理15Identifywhereyourrelationshipcurrentlylies.

Identifywhereyouwouldlikeyourrelationshiptolie,andbywhen.Whataretheprincipalactivitiesandactionsrequiredtomakethishappen?1. 2.3.4.5.戰(zhàn)略大客戶管理Identifywhereyourrelationsh16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(jià)值四格圖風(fēng)險(xiǎn)分析StakeholderanalysisQFDKANOModel客戶價(jià)值計(jì)分卡FunctionalAnalysisProcessMap(highLevel)ConceptualDesignPughModelDetailedProcessDesignProcessSpec.CapabilityAnalysisDesignscorecardPilotplanImplementationandTransitionPlanControlPlan戰(zhàn)略大客戶管理戰(zhàn)略大客戶管理階段與工具管理定義衡量分析設(shè)計(jì)驗(yàn)證目的Defi17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(gòu)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(gòu)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(gòu)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)夥伴戰(zhàn)略大客戶管理戰(zhàn)略大客戶的選擇準(zhǔn)則收入潛力產(chǎn)品線適合性戰(zhàn)略大客戶管理18組合分析以前今年未來(lái)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戰(zhàn)略大客戶管理組合分析以前今年未來(lái)收入減去直接成本減去間接成本淨(jìng)收入二年前19組合分析在過(guò)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(lái)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(guò)去二年與未來(lái)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？戰(zhàn)略大客戶管理組合分析在過(guò)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(lái)20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)高戰(zhàn)略大客戶管理客戶價(jià)值四格圖銷售金額利潤(rùn)銷售金額高銷售金額低銷售金額高銷售21TableOne:TheCustomersAttractivenessToUs-(CAF's)CustomersAttractivenessFactor1Size2GrowthPotential3FinancialStability4EaseofAccess5ClosenessofRelationships6StrategicFit;LevelofCompetition;MarketStandingTotal AverageScore:(Totalofallscoresdividedbynumberofcustomersrated)戰(zhàn)略大客戶管理TableOne:TheCustomersAttra22TableTwo:OurRelativeStrengthV'stheCompetitionCustomer:SuppliersCriticalSuccessFactorsYou1Price2Service3SpeedofResponse4Relationship5MajorSupplier6TechnicalInnovationTotal戰(zhàn)略大客戶管理TableTwo:OurRelativeStreng23KeyAccounts: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KeyAccounts:Mostattractivet24風(fēng)險(xiǎn)分析Fix

Before

LaunchSignificant

RiskShow

StopperProceed

WithCautionFixBeforeLaunchSignificant

RiskProceed

With

CautionProceed

With

CautionFix

BeforeLaunchLowMediumHighLowMediumHighImpactProbability戰(zhàn)略大客戶管理風(fēng)險(xiǎn)分析Fix

Before

LaunchSignifica25風(fēng)險(xiǎn)來(lái)源BusinessCaseCostIncrease,ROILeadTimeIncrease,ChangingMarket/RegulatoryEnvironment,BusinessCommitment

PlanningResourceAvailability,ProjectComplexity,DevelopmentTime,ProjectManagementExperience

OrganizationalCross-FunctionalInv