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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(dòng)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

2、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,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(jià)值四格圖,風(fēng)險(xiǎn)分析,Stakeholder analysis,QFD,KANO Model,客戶

3、價(jià)值計(jì)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(duì)競爭對(duì)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

4、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(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),交易誠實(shí),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(duì)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(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(過去二年與未來二年),

5、。,這些客戶的成長潛力是什麼,？,要花多少時(shí)間才能實(shí)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(jià)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 Fi

6、t;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

7、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 acco

8、unts.,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(xiǎn)分析,FixBefore

9、Launch,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(xiǎn)來源,Business Case,Cost Increase,ROI Lead Time Increase,Changing Market/Regulatory Environment,Business

10、 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,

11、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(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,他們希望多長時(shí)間接觸一次,怎樣才能加深這種關(guān)係,