戰(zhàn)略大客戶管理(1)

按一下以編輯母片標(biāo)題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,*,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)活動以獲得競爭優(yōu)勢,Identify 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.,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,Define What,Why,Who,How,When,Define customer needs and specify CTQ,Develop high-level process design concept,Develop details,and optimize the design,Verify 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,客戶價值四格圖,風(fēng)險分析,Stakeholder analysis,QFD,KANO Model,客戶價值計分卡,Functional Analysis,Process Map(high Level),Conceptual Design,Pugh Model,Detailed Process Design,Process Spec.,Capability Analysis,Design scorecard,Pilot plan,Implementation and Transition Plan,Control Plan,戰(zhàn)略大客戶的選擇準(zhǔn)則,收入潛力,收益率潛力,集中採購策略,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)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(wù)夥伴,組合分析,以前,今年,未來,收入,減去直接成本,減去間接成本,淨(jìng)收入,二年前,去年,明年,後年,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)測是怎麼樣的,？,服務(wù)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,？,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,Table One:The Customers Attractiveness To Us-(CAFs),Customers,Attractiveness Factor,1 Size,2 Growth Potential,3 Financial Stability,4 Ease of Access,5 Closeness of Relationships,6 Strategic Fit;Level of Competition;Market Standing,Total,Average Score:(Total of all scores divided by number of customers rated),Table Two:Our Relative Strength Vs the Competition,Customer:,Suppliers,Critical Success Factors,You,1 Price,2 Service,3 Speed of Response,4 Relationship,5 Major Supplier,6 Technical Innovation,Total,Key Accounts:,Most attractive to you,and you are relatively strong.Devote time to these top Accounts-you should be able to achieve Key Supplier Status,Key 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 to you,and you are relatively weak.Make your mind up;are they worth chasing?Deal with on a tactical and opportunistic basis.,風(fēng)險分析,FixBeforeLaunch,SignificantRisk,ShowStopper,ProceedWith Caution,Fix Before Launch,Significant Risk,ProceedWithCaution,ProceedWithCaution,Fix Before Launch,Low,Medium,High,Low,Medium,High,Impact,Probability,風(fēng)險來源,Business Case,Cost Increase,ROI Lead Time Increase,Changing Market/Regulatory Environment,Business Commitment,Planning,Resource Availability,Project Complexity,Development Time,Project Management Experience,Organizational,Cross-Functional Involvement,Process Ownership,Multiple Locations for Implementation,Change Acceleration Issues,Technical,Technology Experience,Design Complexity,Scope Changes,Knowledge of Business Processes,Quality Methods Skills and Experience,External,Vendor/Contractor Experience and Support,Multiple Vendors/Contractors,Dependence On Vendors,Recruitment Issues,供應(yīng)商,客戶,Team member,and role(no.),Team member,and role(no.),Team member,and role(no.),Team member,and role(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,Buying Phase:,了解需要,Buying Phase:,比較可選方案,Buying Phase:,選擇,Buying Phase:,售後問題,什麼是這人做事的動機(jī),最急切的三項需求是什麼,他們喜歡的溝通方式為何,他們希望多長時間接觸一次,怎樣才能加深這種關(guān)係,