電商物流大客戶管理

1、漢維簡介上海漢維供應鏈管理服務(wù)有限公司是由趙維巍先生和孫靖凱先生于2012年1月6日創(chuàng)立，以“持續(xù)提高網(wǎng)絡(luò)購物消費者終端物流體驗”為己任，不斷為客戶創(chuàng)造卓越績效。公司總部位于上海，注冊資本1000萬美金。上海漢維供應鏈管理服務(wù)有限公司致力于探索科技和服務(wù)如何幫助企業(yè)解決其遇到的問題和挑戰(zhàn)，并把握機遇、實現(xiàn)愿景、成就夢想。運用新的思想和理念來打造更簡單、更有價值、更值得信賴的電子商務(wù)外包服務(wù)體驗，不斷幫助客戶改善工作方式，發(fā)揮全部潛能。作為電子商務(wù)物流外包服務(wù)的領(lǐng)軍企業(yè)，我們已經(jīng)成為世界范圍內(nèi)眾多頂級消費品公司信賴的合作伙伴。我們的表現(xiàn)體現(xiàn)出了漢維的伙伴關(guān)系文化，堅實的運營能力基礎(chǔ)，致力于卓越和

2、創(chuàng)新的不懈追求。無論環(huán)境如何變化，我們的表現(xiàn)始終出類拔萃。漢維宗旨旨我們的目標幫助企業(yè)實現(xiàn)全部電商物流夢想我們的使命不負重托，兌現(xiàn)承諾創(chuàng)造卓越績效吸引，培養(yǎng)最優(yōu)秀的人才我們的價值觀精益求精不斷的追求毫無瑕疵的表現(xiàn)創(chuàng)新精神通過創(chuàng)造性的思維和行動，創(chuàng)造新價值立足長遠每個思考都著眼于長遠的緊密合作，而非短暫的利益負責可靠勇于承擔責任兌現(xiàn)承諾團隊協(xié)作團隊協(xié)作使我們更加出色積極主動主動思考和行動，改善現(xiàn)狀創(chuàng)始人團團隊趙維巍Heinz總經(jīng)理孫靖凱Perseus聯(lián)合創(chuàng)始始人職業(yè)經(jīng)歷歷上?？嵛湮湮锪骺偨?jīng)理貝塔斯曼曼中國區(qū)區(qū)供應鏈鏈商業(yè)單單元BU-head西門子手手機銷售售&電子商務(wù)務(wù)業(yè)務(wù)負責人教育背景景200

3、9香港科技技大學2006貝塔斯曼曼大學1994天津外國國語學院院職業(yè)經(jīng)歷歷上海酷武武物流聯(lián)合創(chuàng)始始人貝塔斯曼曼銷售經(jīng)理理第一宜家家代購網(wǎng)網(wǎng)創(chuàng)始人我倆交友友網(wǎng)聯(lián)合創(chuàng)始始人 教育背景景2010上海交通通大學安安泰學院院MBA2003吉林大學學計算機機學院計算機學學士漢維概況況2012年單日最高包裹數(shù)12萬個包裹2012年9月28日完成A輪融資，注冊資本增加為1000萬美元漢維正在服務(wù)的品牌28個品牌漢維2012年為客戶處理100萬個包裹為何選擇擇漢維？在漢維，我們以以領(lǐng)先的的電子商商務(wù)物流流服務(wù)公公司的強強大實力力，為您您提供解解決方案案、釋放放價值、并推動動發(fā)展。我們把把滿足客客戶的需需求放在在

4、首要地地位。這這項承諾諾體現(xiàn)在在重視誠誠信、專專業(yè)性、和追求求卓越的的企業(yè)文文化原則則中。它它也指引引我們在在企業(yè)運運營過程程中堅持持謹慎的的態(tài)度，謹守嚴嚴謹?shù)募o紀律，我我們深刻刻的了解解，客戶戶的信任任是我們們的不可可缺少的的一部分分。創(chuàng)新推動動我們前前進，自自公司成成立以來來我們構(gòu)構(gòu)建了堅堅實高效效的運營營服務(wù)基基礎(chǔ)。我我們在持持續(xù)不斷斷的投入入新的服服務(wù)產(chǎn)品品，以滿滿足客戶戶的新需需求。我我們始終終致力于于開拓新新的途徑徑為我們們的客戶戶創(chuàng)造價價值。我們在多多個行業(yè)業(yè)擁有深深厚的專專業(yè)實力力，能夠夠幫助客客戶實現(xiàn)現(xiàn)卓越績績效表現(xiàn)現(xiàn)創(chuàng)造價價值。一一貫卓越越的表現(xiàn)現(xiàn)，為我我們贏得得了客戶戶長

5、期以以來始終終如一的的信任。漢維的團團隊合作作精神實實現(xiàn)了專專業(yè)知識識和運營營服務(wù)的的對接，這使得得我們能能為客戶戶創(chuàng)造價價值。更重要的是，我們時刻謹記我們是為客戶而工作。LargeAccount Management5Businessobjectives of large accountmanagementprocessMake themost profitableaccountunderLegendscontrolGeneratestableand recurringprofitfromthelargeaccounts6Largeaccount managementkeyprocess e

6、lementsPrioritizedlargeaccount listdeveloped based on accountprofitabilityTargetingAcquiringSellingMonitoringExampleAccount teamand resourcesallocatedbasedonaccountprofitability andcapabilityIntegrated sellingstrategyjointlyformulated by sales,product,marketingteamsand channelpartnersaccount reviews

7、conducted regularlytoupdateaccountplansandprioritylistBarriersofexpandingaccountrelationshipidentifiedandremovedonanongoing basis7LargeAccount Management(1/5)account lifetimevalueLegendcompetitivepositionaccount ProfiledatabaseInternaldataPriorityaccount listMarketdataCustomerinterviewTargets needs

8、andspendareprofiledthroughmarketresearch,site visitsandITspendinganalysisExistingCustomersprioritizedbylifetimevalueand strength of therelationshipNewcustomers Prioritized by lifetime value andability to serveTargetingLevelII:LevelIKSFLegendcosttoserve8Majorprocess metricsexampleKeymetricsAgreedacco

9、untdefinitionAgreedaccountprioritizationcriteriaaccount profiledatabasebuiltupand centrallymanagedaccount profiledatabaseregularly updatedaccount profitabilitydefinedandagreedTargeting9Targetcan be prioritized by valueandaccount relationshipHigh growthprospectsLowpotentialKeyaccountsLoyalaccountsLar

10、geSmallweakStrongaccount petition(shareofwallet)Account value10Dedicatedteamisthemostexpensiveway of servinganaccountNo.ofaccountserved15100Cost assumption1 Sales:120K/year1 support: 120K/yearOtherexpenses:20% of sales andsupport1 Sales:100K/year1 support: 100K/yearOtherexpenses:20% of sales andsupp

11、ortChannel support: 100K1 channelmanager:100K/year1 channelsupport:80K/yearOtherexpenses:20% of sales andsupportWIPwithLegend11Implied revenuetojustifya dedicatedteam is highCost to serve withdedicated teamMargintarget 15%BreakevenMeet margintargetExpectedrevenueRBMXxxRBMXxxWIPwithLegend12Account pr

12、ofitabilityisusedtoprioritize accountAccount value/potentialvalueXLegendcompetitiveposition=Expectedrevenue-Legendcosttoservewithdedicatedaccount=Expectedaccountprofit=ProfittargetLargeAccount listExpectedaccountprofitProfittarget=AccountprofittargetLargeAccount=xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxYesMa

13、yotherexamplessuchasrejected,etc.19Targeting: sampleoutputaccount value/potentialPurchasingbehaviorCompetitivepositionGotomarket modeHuaweiPICCConstructionBankPacific InsuranceBank of ChinaShenzhendevelopmentbankHighHighHighHighHighLowCentralizedCentralizedCentralizedCentralizedDecentralizedStrong/c

14、an be strongerCanbestrongerCanbestrongerDominatedbycompetitorDedicatedteamDedicatedteamDedicatedteamMonitoring butlowprioritySharedteamChannel/sharedteamIllustrativeWIPwithLegend20Targeting: level IIIprocess developaccount priority listLargeaccount departmentProduct teamStrategicmarketingCustomerser

15、viceSegment needs andbehaviorandtrendsEstimateservice costEstimateexpectedaccount revenueEstimateproduct costChannel teamEstimateaccount valueAccount profiledatabaseEstimateLegendcompetitivepositionSupplyproductmixCollect channelfeedbackCollect andresearchmarketdataConduct customer interviewsCollect

16、 accountservicedataProduct quality/performanceCollect competitorinformationCollect competitorinformationinsegmentEstimatechannel costEstimateaccount profitCompare withprofit targetPriorityaccount listEstimateLegendcosttoserve21Data neededtoestimateaccount profitability TotalITspend% canbeaddressedby

17、LegendsproductcategoriesITspendbyproduct mixPurchasing behavior impactonaccount value% accountvaluedecisions aremade by branchesHistoricalProjectionAccount valueProduct gross marginAccount teamrequirementHeadcountand capabilityCost implications:LaborcostandothercostsLegendcompetitivepositionProjecte

18、dtotalITspendin3years% canbeaddressedbyLegendsproductcategoriesITspendbyproduct mixPurchasebehaviorimpactonaccountvalue% accountvaluedecisions aremade by branchesLegendscurrent share of walletbyproductBarriersthat impactshareofwalletProjectedLegend share of walletbyproduct mixHistorical andprojected

19、win ratewithcompetitorRemoval of barriers thatimpact share of walletgainsLegendcosttoserveProjectedproductgrossmarginProjectedaccountteam requirementHeadcountand capabilityCost implications:Laborcostandothercosts22Targeting: Datagathering BDPPractices Thinkbeyondtypicalinformationsources whenseeking

20、datapurchasedataotherinternaldataformalsurveysothersimilar customersUnlessyou haveagreatrelationshipwiththecustomer, dont simplypick up thephoneandgrillhim/herwith questionsExplain yourobjectivesandscheduleaformaltimetodiscuss thedata needsFullyunderstand thedata youhave andthedatayouneedpriortothem

21、eetingPrepare an agendatocommunicateyour objectivesand to respectthe customerstimeClearly state yourobjectivesduringyourinitial calland repeatthem at thebeginningofthe meetingCommunicatea desiretobetterunderstandthecustomersneedsandtobuildastrongerrelationshipMake surethe customer doesnot feelthatyo

22、uare creating workfor him/herGetthe customer enthusiasticabouttheprocessVolunteertohelpinanywaypossibleSuggest waysthathe/shecan estimate spendConsiderallpossibledata sourcesMeet withclientwhennecessaryBepreparedClearlyoutline yourobjectivesMake thetaskeasierfortheclient23LargeAccount Management(2/5

23、)Account teamresources allocatedaccordingtoaccountpriorityandcustomerneedsAccount plans definecustomerinteractionsand contacttobecommunicatedDetailedresearchonpurchasepatternsAcquiringLevelII:LegendcosttoserveResearchaccount specific needsaccount contactmappingResearchaccount purchase behaviorAccoun

24、t acquisition planSetaccounttargetAssignaccountteamProfitable?YesNoStrategicYesNoLowpriorityGive up24KeyprocessmatrixexampleKeymatrixAcquiringAgreedaccountneedsandbehaviorAccount economicsanalyzedDetailedaccount mappingdeveloped andsharedaccount sales andprofittarget agreedaccount acquisition plande

25、velopedAccount managerand sales teamassigned25Doweunderstand clientneeds?Does newinformationchangethe hypothesisorassertions?Will thecurrent planmeetapproachingdeadlines?Areall activitiesstillabsolutelynecessary?Doweunderstand clientpurchasing behavior?Iseach teammember on track to complete his/hera

26、ctivitiesonschedule?Shouldworkberebalanced?Arethereroadblocksthat willrequireRVP/Branch Manager/Corporate intervention?Doweknow therightdecisionmakerandinfluencer?ClientcontactSI/ISVDoallteammembers knowaboutupcomingdeadlines/presentationsand whattheymust havecompleted forthem?Doweapproachtheclient

27、before?Success/unsucessfulCSRs?Customer?Checklistfor acquisition plan26Account acquisition plan: sampleoutputUseLegend internal BDP27LargeAccount Management(3/5)SellingLevelII:Selling strategy jointlyformulatedwith sales,technicalsupportandchannelpartnersSelling teamadequatelyresourcedtobehighly res

28、ponsiveduring theselling processCoordinate withchannelpartnersCoordinate withmarketing teamManagevaluedeliveryprocessCoordinate withproductandserviceteams28KeyprocessmatrixexampleKeymatrixSellingIntegrated sellingstrategyagreedEffectivecoordination betweensales, product, channeland marketingSalespro

29、gressontime29Channelsrolesand responsibilitySellingInventorymanagementLeadsgenerationFulfillmentChannel datacollectionLegendDistributor/dealerManageclient relationshipObtainleadsthroughSI/ISVIndustryspecificmarketingactivitiesManageclient relationshipGenerateleadswith together withLegendSI/ISVDevelo

30、p sales pitchDevelop sales proposalCoordinate withITdepartmentHelp SI/ISVdevelop hardware requirementsIdentifyleadsShareleadswith LegendDevelop customer tailored integration planOrderproductsfrom LegendDevelop customer required hardware planCoordinate channeland manufacturingtoensure on timedelivery

31、InventorymanagementInventorymanagementCoordinate channelfulfillmentprocessPrepaid pricingCollect paymentOntime deliveryVictorPagePrepaid pricingCollect paymentOntime deliveryProactivelycollect information fromchannelsDirectlycontrol customer informationCustomerinformationcollectionCustomerinformatio

32、ncollection30LargeAccount Management(4/5)MonitoringLevelII:Regular accountreviewstoreviewprioritizationand insuregoalscanbemetExecutivevisitprograminpace to ensurehigh share of mindCustomerdata is collected,stored centrally,and usedtoupdate accountplansConduct accountcontribution analysisConduct reg

33、ularaccountreviewExecutivevisitaccount contributiondatabaseTrackcustomerpurchasedataRevised Priority accountlist31KeyprocessmatrixexampleKeymatrixMonitoringRegular accountreviewconductedaccount purchasingdataandcollected andanalyzedRevised accountlistandresourceallocationbasedoncontribution32Level3

34、accountreview processAccountContributionmeettargetDedicatedteamNOYesPotentialishighStrategicvalue forotheraccountNoYesYes33Monitoring:revisethe priority listCurrent margincontributionPotentialmargincontributionLowHighLowHighGrowRemovefromlistCultivateMilkDeprioritize34Account classification shouldbe

35、a regularprocess(industrypractices)Account classification is an annualprocess to assignaccountstospecificteamsAccount value andbehaviormaychange overtimeLegendspositioningmaychange overtimeThemodetohandleaccountwill changeover timeIts anegotiationprocessbetween differentdepartmentsTransferaccount to

36、 to mostappropriateteamsSalesteamsareevaluated againstthe sales targetofitsaccountcomposition,not by aspecificaccountSalestargetadjustedaccording to accountmix change35LargeAccount Management(5/5)ExpandingLevelII:Frequentdiscussionswith customersonlevelsofsatisfaction andbarrierstoexpandingthe relat

37、ionshipConcreteplansinplacetoremovethe barriersDevelop concrete barrierremovalplansTrackaccount satisfactionIdentifybarriersofexpandingrelationshipImplementbarrierremoval plans36KeyprocessmatrixexampleKeymatrixExpandingRegular discussionwithaccount on expandingrelationshipBarriersofexpandingaccountr

38、elationshipidentifiedandagreedConcreteplanstoremovethesebarriersdeveloped andagreed37Barrier of expanding:PICCexamplePCNotebookPCServersUnix serversSolutionServiceWhat haveprevented youfrom buyingorbuyingmorefrom Legend38Barrier of expanding:penetrationplandevelopment(PICCexample)Largeaccount depart

39、mentStrategicmarketingBusinessunitIndustrydepartment39Largeaccount keybusinessmetricsImpactonEBITImpactonrevenueImpactoncostSOWGainProductmixProductMarketingShareofwalletgainsfromexistingaccount or share of walletbreakthroughinnew accountSelling morehigher endproduct intoaccountPricingPricepremiumSa

40、lesIncreasedR&D andproduct designinvestmentIncreasedsalescostsImprovedsalesproductivityIncreasedmarketing costsImprovedmarketingeffectiveness40Legendlargeaccountorganization: recommendedLargeAccount Dept.TechnicalsupportteamDedicatedteamforaccount1Dedicatedteamforaccount2Responsiblefortechnical supp

41、ortfor large account, suchasvendor list, bidding, productpromotionTeam canbesharedwithotherdepartmentaccount contactatLegend,responsibleforaccountrelationshipCoordinate withchannel,esp.valueaddedchannel,todevelop sales leadCoordinate product, solution andmarketingtorealizeintegrated value delivery41

42、Keyrolesand responsibilityCollect large accountprofileandcontribution dataIn-depthunderstanding of accountneedsand coordinationwith product, solution,andmarketing to meetaccountneedsQuantified input/outputanalysisIntegrated value deliveryManageaccountrelationship, becoming singlepointofcontact at Le

43、gendCoordinationwithchannel to realizeeffective projectsalesWork withtechnical teamtohelpLegendget intoasmanyapprovalvendorlistShareexperience withotherteamWork withaccountteam to helpLegend getinto as manyapprovalvendor listDevelop technicalstrategyforAVL andbidding andcoordinate withproduct,soluti

44、on, andmarketingtoimplement thestrategyResponsibleforproducttestingWork withSI/ISV to improveproductperformanceAccount teamTechnicalsupportteam42KeyperformancemetricsNetmargin based performance measurementFocusonselling morehighendproductDoublecountingsalesleadsreferredtootherteamInputfrom other dep

45、artments casts someweightWinrateinvendorlist,biddingtechnicalsolutionSuccess rateofproducttestingSI/ISVadoptionofLegend productassampleInputfrom other departments casts someweightAccount teamTechnicalsupportteam43Overall implementation planCategorize major materials;assign leadbuyers;definestrategie

46、s;estimatesavingsandexecutestrategiesConsolidatesupplybasebasedonspecificmaterialstrategiesPlan andexecute major supplier partnership initiatives andassigncrossfunctionalteam based on material strategiesWork withproductdesigntoreduce componentcomplexityFixprocurementinternaland external datacollecti

47、onsystem; defineappropriateITcomponentsEstablishcompleteand standard databaseCompleteprocurementorg. structuredesignand resource planEvaluatecurrent procurement teamcapabilities andrecruit qualifiedprofessionalsBuilda procurement knowledgemanagement processProcurementinitiativesOrganizationinitiativ

48、esCrossfunctioninitiativesSysteminitiatives44Project timeline/resource allocations100%60%40%20%0%24MonthsEvaluatecurrent procurement teamcapabilities andrecruit qualifiedprofessionals6Completestrategicprocurementorg.structureand resource plan80%Categorize major materials;assign leadbuyers;definestra

49、tegiesandestimatesavingsFixprocurementinternaland external datacollectionsystem; defineappropriateITcomponentsEstablishcompleteand standard databaseBuilda procurement knowledgemanagement processConsolidatesupplybasebasedonspecificmaterialstrategiesPlan andexecute major supplier partnership initiativ

50、es andassigncrossfunctionalteam based on material strategiesWork withproductdesigntoreduce componentcomplexityExecutionofotherprocurementstrategiesformajormaterials45DeliverablesAssignedbuyerforeachstrategicmaterialA complete strategy foreach strategicmaterial,specificinitiativestoachieving thegoal

51、andestimatedsaving potentialA clear targetofkeyparametersoffuturedatabasestructure andcollection processProcurementknowledgemgmtarchitecturedefinedCompletesupplierconsolidation planInitial planofcomponent complexityreduction definedand agreedinternallySupplierpartnershipopportunities identifiedand r

52、esponsibilitiesassignedInternalandexternaldatacollection anddatabasestructureestablished; Starting datacollectionKnowledgemgmtsystemestablishedCompletion of other major material strategiesMajorinitiativesforcomponent complexityreduction finishedMajorsupplierpartnershipinitiativesplanned andbenefitsi

53、dentifiedInternalandexternaldatacollectedand database filledMajorrecruiting effortscompletedMonth2Month4Month646Detailedimplementationschedule(1)StartMonth2Month4Month6MajoractivitiesCompleteprocurementorg. structuredesignand resource planCategorize major materials;assign leadbuyers;definestrategies

54、;estimatesavingsandexecutestrategiesSelectmajormaterialsAssignbuyerresponsibilitiesConduct detailed material supply/demandanalysisFormulatefinalmaterialstrategiesDefinemajorinitiativeswitheach major supplierConsolidatesupplybasebasedonspecificmaterialstrategiesGroupmaterialsbasedon“commonality”ofsup

55、pliercapabilitiesConduct volume/priceanalysisformajormaterialsDefinekey consolidationtargetsinaccordance withthe specific material strategySuppliernegotiationtogetvolume benefitsBackup47Detailedimplementationschedule(2)MajoractivitiesPlan andexecute major supplier partnership initiatives andassigncr

56、ossfunctionalteam based on material strategiesDefineimmediate partnership candidates(solesupplier, etc.)Brainstorm withsuppliers of major partnership opportunitiesand assigncrossfunctional teamDesignmajorinitiativesDefineotherpartnershipcandidatesbasedonspecificmaterialstrategiesBrainstorm withsuppl

57、iers of major partnership opportunitiesand assigncrossfunctional teamDesignmajorinitiativesInitiativesfollow-upsWork withproductdesigntoreduce componentcomplexityIdentifycurrent highcomplexitycomponentsDevelop consolidationoptionsMarkettestswithconsolidatedcomponentsandevaluatecustomerfeedbackUpdate

58、specificationsbasedonsatisfactory resultsStartMonth2Month4Month6Backup48Detailedimplementationschedule(3)MajoractivitiesFixprocurementinternaland external datacollectionsystem; defineappropriateITcomponentsEstablishteamandassign resourcesDefinekey internal andexternaldata parametersDesign/agreeoncol

59、lectionprocess andkeyITcomponentsFollowupspecificinitiativesEstablishcompleteand standard databaseData fillingand systemtestingEvaluatecurrent procurement teamcapabilities andrecruit qualifiedprofessionalsInternalcapability measurementsDesignexternalhiring criteria andsourcesRoll outrecruiting initi

60、ativesBuilda procurement knowledgemanagement processDefinekey systemcomponents (IT,content)ResourceallocationFollowupspecificinitiativesStartMonth2Month4Month6Backup49Implementationplan (example) GathercustomerprospectsRank andprioritizePrelim. discussionFormulateworkplanobstaclesactionsBeginpersona