電商物流大客戶管理.ppt

1、漢維簡(jiǎn)介,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(gòu)物消費(fèi)者終端物流體驗(yàn)”1000 上海漢維供應(yīng)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(wèn)題和挑戰(zhàn)，并把握機(jī)遇、實(shí)現(xiàn)愿景、成就夢(mèng)想。運(yùn)用新的思想和理念來(lái)打造更簡(jiǎn)單、更有價(jià)值、更值得信賴的電子商務(wù)外包服務(wù)體驗(yàn)，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(jí)消費(fèi)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(jiān)實(shí)的運(yùn)營(yíng)能力基礎(chǔ)，致力于卓越和創(chuàng)新的不懈追求。無(wú)論環(huán)境如何變化，我們的表現(xiàn)始終出類拔萃。,漢維宗旨,創(chuàng)始人團(tuán)隊(duì),趙維巍

2、Heinz 總經(jīng)理,孫靖凱 Perseus 聯(lián)合創(chuàng)始人,職業(yè)經(jīng)歷 上?？嵛湮锪?總經(jīng)理 貝塔斯曼中國(guó)區(qū)供應(yīng)鏈商業(yè)單元 BU-head 西門子手機(jī)銷售 leveraging relationship with customer,Share of wallet analysis is a diagnostic tool which provides an evaluation of a companys optimal value proposition to customers.,17,Competitive positioning: future share of wallet,Future

3、Share of wallet =Companys future share of customer spend Customers future total spend in that market Factors that might impact future share of wallet: client relationship Product quality and other value proposition Change in client organization, e.g. new contact person, etc. Legend track record in t

4、he industry competitor practices,Share of wallet analysis is a diagnostic tool which provides an evaluation of a companys optimal value proposition to customers.,18,Account profitability example (Huawei),Account value/potential value,X,Legend competitive position,=,Expected revenue,Expected revenue,

5、-,Legend cost to serve with dedicated account,=,Expected account profit,Expected account profit,=,Account profit target,Large Account,=,xxxx,xxxx,xxxx,xxxx,xxxx,xxxx,xxxx,xxxx,Yes,May other examples such as rejected,etc.,19,Targeting: sample output,account value/potential,Purchasing behavior,Competi

6、tive position,Go to market mode,Huawei PICC Construction Bank Pacific Insurance Bank of China Shenzhen development bank,High High High High High Low,Centralized Centralized Centralized Centralized Decentralized,Strong/can be stronger Can be stronger Can be stronger Dominated by competitor,Dedicated

7、team Dedicated team Dedicated team Monitoring but low priority Shared team Channel/shared team,Illustrative WIP with Legend,20,Targeting: level III process develop account priority list,Large account department,Product team,Strategic marketing,Customer service,Segment needs and behavior and trends,E

8、stimate service cost,Estimate expected account revenue,Estimate product cost,Channel team,Estimate account value,Account profile database,Estimate Legend competitive position,Supply product mix,Collect channel feedback,Collect and research market data,Conduct customer interviews,Collect account serv

9、ice data,Product quality/performance,Collect competitor information,Collect competitor information in segment,Estimate channel cost,Estimate account profit,Compare with profit target,Priority account list,Estimate Legend cost to serve,21,Data needed to estimate account profitability,Total IT spend %

10、 can be addressed by Legends product categories IT spend by product mix Purchasing behavior impact on account value % account value decisions are made by branches,Historical,Projection,Account value,Product gross margin Account team requirement Headcount and capability Cost implications: Labor cost

11、and other costs,Legend competitive position,Projected total IT spend in 3 years % can be addressed by Legends product categories IT spend by product mix Purchase behavior impact on account value % account value decisions are made by branches,Legends current share of wallet by product Barriers that i

12、mpact share of wallet,Projected Legend share of wallet by product mix Historical and projected win rate with competitor Removal of barriers that impact share of wallet gains,Legend cost to serve,Projected product gross margin Projected account team requirement Headcount and capability Cost implicati

13、ons: Labor cost and other costs,22,Targeting: Data gathering BDP Practices,Think beyond typical information sources when seeking data purchase data other internal data formal surveys other similar customers,Unless you have a great relationship with the customer, dont simply pick up the phone and gri

14、ll him/her with questions Explain your objectives and schedule a formal time to discuss the data needs,Fully understand the data you have and the data you need prior to the meeting Prepare an agenda to communicate your objectives and to respect the customers time,Clearly state your objectives during

15、 your initial call and repeat them at the beginning of the meeting Communicate a desire to better understand the customers needs and to build a stronger relationship,Make sure the customer does not feel that you are creating work for him/her Get the customer enthusiastic about the process Volunteer

16、to help in anyway possible Suggest ways that he/she can estimate spend,Consider all possible data sources,Meet with client when necessary,Be prepared,Clearly outline your objectives,Make the task easier for the client,23,Large Account Management (2/5),Account team resources allocated according to ac

17、count priority and customer needs Account plans define customer interactions and contact to be communicated Detailed research on purchase patterns,Acquiring,Level II:,Legend cost to serve,Research account specific needs,account contact mapping,Research account purchase behavior,Account acquisition p

18、lan,Set account target,Assign account team,Profitable?,Yes,No,Strategic,Yes,No,Low priority Give up,24,Key process matrix example,Key matrix,Acquiring,Agreed account needs and behavior Account economics analyzed Detailed account mapping developed and shared account sales and profit target agreed acc

19、ount acquisition plan developed Account manager and sales team assigned,25,Do we understand client needs?,Does new information change the hypothesis or assertions?,Will the current plan meet approaching deadlines?,Are all activities still absolutely necessary?,Do we understand client purchasing beha

20、vior?,Is each team member on track to complete his/her activities on schedule?,Should work be rebalanced?,Are there roadblocks that will require RVP/Branch Manager/Corporate intervention?,Do we know the right decision maker and influencer?,Client contact,SI/ISV,Do all team members know about upcomin

21、g deadlines/presentations and what they must have completed for them?,Do we approach the client before?,Success/unsucessful,CSRs?,Customer?,Checklist for acquisition plan,26,Account acquisition plan: sample output,Use Legend internal BDP,27,Large Account Management (3/5),Selling,Level II:,Selling st

22、rategy jointly formulated with sales, technical support and channel partners Selling team adequately resourced to be highly responsive during the selling process,Coordinate with channel partners,Coordinate with marketing team,Manage value delivery process,Coordinate with product and service teams,28

23、,Key process matrix example,Key matrix,Selling,Integrated selling strategy agreed Effective coordination between sales, product, channel and marketing Sales progress on time,29,Channels roles and responsibility,Selling,Inventory management,Leads generation,Fulfillment,Channel data collection,Legend,

24、Distributor/dealer,Manage client relationship Obtain leads through SI/ISV Industry specific marketing activities,Manage client relationship Generate leads with together with Legend,SI/ISV,Develop sales pitch Develop sales proposal Coordinate with IT department Help SI/ISV develop hardware requiremen

25、ts,Identify leads Share leads with Legend,Develop customer tailored integration plan Order products from Legend,Develop customer required hardware plan,Coordinate channel and manufacturing to ensure on time delivery,Inventory management,Inventory management,Coordinate channel fulfillment process,Pre

26、paid pricing Collect payment On time delivery,Victor Page,Prepaid pricing Collect payment On time delivery,Proactively collect information from channels Directly control customer information,Customer information collection,Customer information collection,30,Large Account Management (4/5),Monitoring,

27、Level II:,Regular account reviews to review prioritization and insure goals can be met Executive visit program in pace to ensure high share of mind Customer data is collected, stored centrally, and used to update account plans,Conduct account contribution analysis,Conduct regular account review,Exec

28、utive visit,account contribution database,Track customer purchase data,Revised Priority account list,31,Key process matrix example,Key matrix,Monitoring,Regular account review conducted account purchasing data and collected and analyzed Revised account list and resource allocation based on contribut

29、ion,32,Level 3 account review process,Account,Contribution meet target,Dedicated team,NO,Yes,Potential is high,Strategic value for other account,No,Yes,Yes,33,Monitoring: revise the priority list,Current margincontribution,Potential margin contribution,Low,High,Low,High,Grow,Remove from list,Cultiva

30、te,Milk,Deprioritize,34,Account classification should be a regular process (industry practices),Account classification is an annual process to assign accounts to specific teams Account value and behavior may change over time Legends positioning may change over time The mode to handle account will ch

31、ange over time Its a negotiation process between different departments Transfer account to to most appropriate teams Sales teams are evaluated against the sales target of its account composition, not by a specific account Sales target adjusted according to account mix change,35,Large Account Managem

32、ent (5/5),Expanding,Level II:,Frequent discussions with customers on levels of satisfaction and barriers to expanding the relationship Concrete plans in place to remove the barriers,Develop concrete barrier removal plans,Track account satisfaction,Identify barriers of expanding relationship,Implemen

33、t barrier removal plans,36,Key process matrix example,Key matrix,Expanding,Regular discussion with account on expanding relationship Barriers of expanding account relationship identified and agreed Concrete plans to remove these barriers developed and agreed,37,Barrier of expanding: PICC example,PC,

34、Notebook,PC Servers,Unix servers,Solution,Service,What have prevented you from buying or buying more from Legend,38,Barrier of expanding: penetration plan development (PICC example),Large account department,Strategic marketing,Business unit,Industry department,39,Large account key business metrics,I

35、mpact on EBIT,Impact on revenue,Impact on cost,SOW Gain,Product mix,Product,Marketing,Share of wallet gains from existing account or share of wallet breakthrough in new account,Selling more higher end product into account,Pricing,Price premium,Sales,Increased R assign lead buyers; define strategies;

36、 estimate savings and execute strategies Consolidate supply base based on specific material strategies Plan and execute major supplier partnership initiatives and assign cross functional team based on material strategies Work with product design to reduce component complexity Fix procurement interna

37、l and external data collection system; define appropriate IT components Establish complete and standard database Complete procurement org. structure design and resource plan Evaluate current procurement team capabilities and recruit qualified professionals Build a procurement knowledge management pr

38、ocess,Procurement initiatives,Organization initiatives,Cross function initiatives,System initiatives,44,Project timeline/resource allocations,100%,60%,40%,20%,0%,2,4,Months,Evaluate current procurement team capabilities and recruit qualified professionals,6,Complete strategic procurement org. struct

39、ure and resource plan,80%,Categorize major materials; assign lead buyers; define strategies and estimate savings,Fix procurement internal and external data collection system; define appropriate IT components,Establish complete and standard database,Build a procurement knowledge management process,Co

40、nsolidate supply base based on specific material strategies,Plan and execute major supplier partnership initiatives and assign cross functional team based on material strategies,Work with product design to reduce component complexity,Execution of other procurement strategies for major materials,45,D

41、eliverables,Assigned buyer for each strategic material A complete strategy for each strategic material, specific initiatives to achieving the goal and estimated saving potential A clear target of key parameters of future database structure and collection process Procurement knowledge mgmt architectu

42、re defined,Complete supplier consolidation plan Initial plan of component complexity reduction defined and agreed internally Supplier partnership opportunities identified and responsibilities assigned Internal and external data collection and database structure established; Starting data collection

43、Knowledge mgmt system established,Completion of other major material strategies Major initiatives for component complexity reduction finished Major supplier partnership initiatives planned and benefits identified Internal and external data collected and database filled Major recruiting efforts compl

44、eted,Month 2,Month 4,Month 6,46,Detailed implementation schedule (1),Start,Month 2,Month 4,Month 6,Major activities,Complete procurement org. structure design and resource plan Categorize major materials; assign lead buyers; define strategies; estimate savings and execute strategies Select major mat

45、erials Assign buyer responsibilities Conduct detailed material supply/demand analysis Formulate final material strategies Define major initiatives with each major supplier Consolidate supply base based on specific material strategies Group materials based on “commonality” of supplier capabilities Co

46、nduct volume/price analysis for major materials Define key consolidation targets in accordance with the specific material strategy Supplier negotiation to get volume benefits,47,Detailed implementation schedule (2),Major activities,Plan and execute major supplier partnership initiatives and assign c

47、ross functional team based on material strategies Define immediate partnership candidates (sole supplier, etc.) Brainstorm with suppliers of major partnership opportunities and assign cross functional team Design major initiatives Define other partnership candidates based on specific material strate

48、gies Brainstorm with suppliers of major partnership opportunities and assign cross functional team Design major initiatives Initiatives follow-ups Work with product design to reduce component complexity Identify current high complexity components Develop consolidation options Market tests with conso

49、lidated components and evaluate customer feedback Update specifications based on satisfactory results,Start,Month 2,Month 4,Month 6,48,Detailed implementation schedule (3),Major activities,Fix procurement internal and external data collection system; define appropriate IT components Establish team a

50、nd assign resources Define key internal and external data parameters Design/agree on collection process and key IT components Follow up specific initiatives Establish complete and standard database Data filling and system testing Evaluate current procurement team capabilities and recruit qualified p

51、rofessionals Internal capability measurements Design external hiring criteria and sources Roll out recruiting initiatives Build a procurement knowledge management process Define key system components (IT, content) Resource allocation Follow up specific initiatives,Start,Month 2,Month 4,Month 6,49,Im

52、plementation plan (example),Gather customer prospects Rank and prioritize Prelim. discussion Formulate workplan obstacles actions Begin personal visits Initial Follow-ups Initial orders Account monitoring Expansion,50,Backup支持,51,Targeting: level III process develop acquisition plan,Large account de

53、partment,Product team,Strategic marketing,Customer service,Segment needs and behavior and trends,Estimate service cost,Estimate expected account revenue,Estimate product cost,Channel team,Estimate account value,Account profile database,Estimate Legend competitive position,Supply product mix,Collect

54、channel feedback,Collect account service data,Product quality/performance,Collect competitor information,Collect competitor information in segment,Estimate channel cost,Estimate account profit,Compare with profit target,Priority account list,Estimate Legend cost to serve,52,Identify large account: c

55、riteria,Account value,Acquiring,Selling,Monitoring,Example,53,Account classification principles,An account is defined as those who can make independent purchasing decisions on the product categories Legend supplies Branch of verticals are not treated as a one account unless their decision on Legends

56、 product categories is completely independent Account value or potential value should be tailored to Legend current or near term product mix PC, Notebook, PC servers, and peripherals are counted as account value or potential value Purchasing behavior is the decision making pattern on Legends product

57、 categories Centralized: single decision making units, only need one account interface Decentralized: multiple decision making units, need multiple account interface Competitive positioning is Legends current and potential share of account wallet in relationship to competitor on Legends current prod

58、uct categories,54,Account potential (PICC example),X,Total IT spend,% Legend addressable,=,Account value/potential,US$70M,35% PC IA server Notebook Peripherals,X,% addressable market not tied to competitor,95%,$9.3M,X,Account value/potential,Current share by product,=,Share of wallet,PC IA server No

59、tebook Peripherals,$9.3M PC IA server Notebook Peripherals,Xx%,55,Account economics,Account value,Cost to serve,Huge purchasing volume, product mix towards higher end such as servers Centralized purchasing, with single decision making unit,Once get into the approve vendor list, only needs to deal with a s