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？戰(zhàn)略大客戶管理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，謝謝聽講!再見，seeyouagain3rew2022/12/2戰(zhàn)略大客戶管理演講完畢，謝謝聽講!再見，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？戰(zhàn)略大客戶管理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)來源BusinessCaseCostIncrease,ROILeadTimeIncrease,ChangingMarket/RegulatoryEnvironment,BusinessCommitment

PlanningResourceAvailability,ProjectComplexity,DevelopmentTime,ProjectManagementExperience

OrganizationalCross-FunctionalInv