关键客户管理介绍篇课件.ppt

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1、关键客户管理介绍篇关键客户管理介绍篇KEYACCOUNTMANAGEMENTKEYACCOUNTMANAGEMENTDAY1DAY1第一天第一天09:00-10:4509:00-10:45CourseDetailsCourseDetailsIntroducingtheTrainerandIntroducingtheTrainerandParticipants&Participants&ProgrammeProgramme OutlinesOutlinesDefineKeyAccountsDefineKeyAccountsMotives&TheStagesMotives&TheStagesDis

2、cussin:DifficultiesDiscussin:DifficultiesondealingondealingwithKAwithKA 课程内容课程内容介绍讲师、学员及课介绍讲师、学员及课程大纲程大纲关键客户的定义关键客户的定义动机与阶段动机与阶段讨论：与讨论：与KAKA交易所面交易所面对的难对的难10:45-12:3010:45-12:30AccountPortfolioMatrixAccountPortfolioMatrixAccountEvaluationAccountEvaluationCasestudy:AccountEvaluationCasestudy:AccountEv

3、aluation客户组合客户组合评估客户评估客户事例研究：评估客户事例研究：评估客户KEYACCOUNTMANAGEMENTDAY1DAY1第一第一天天13:30-15:1513:30-15:15CourseDetailsCourseDetailsDevelopingKARecordsDevelopingKARecordsKnowingtheBuyerKnowingtheBuyerExercise:Exercise:Matters knowing from the Matters knowing from the BuyerBuyer课程内容课程内容与与KAKA建立联系建立联系了解了解KAKA

4、的操作的操作产品种类的变动产品种类的变动15:15-17:0015:15-17:00BuildingRelationshipwithKABuildingRelationshipwithKAUnderstandKAOperationsUnderstandKAOperationsMutationsAssortmentMutationsAssortment建立客户记录建立客户记录认识采购员认识采购员练习：从采购员处了练习：从采购员处了解解的事项的事项KEYACCOUNTMANAGEMENTDAY2DAY2第二天第二天0909：00-1000-10：4545CourseDetailsCourseDet

5、ailsDevelopinganAccountStrategyDevelopinganAccountStrategySalesPromotionPlanningSalesPromotionPlanningOutlineofAnnualPlanOutlineofAnnualPlanCostComparison&EvolutionCostComparison&EvolutionCasestudy:Casestudy:Preparing annual Preparing annual promotion planpromotion plan课程内容课程内容发展客户策略发展客户策略促销计划促销计划全年

6、计划概要全年计划概要费用比较及演变费用比较及演变事例研究：制订全年事例研究：制订全年促销活动促销活动KEYACCOUNTMANAGEMENTDAY2DAY2第二天第二天10:45-12:3010:45-12:30CourseDetailsCourseDetailsPreparing&presentingtheplanPreparing&presentingtheplanKeyAccountNegotiationKeyAccountNegotiationNegotiationProcessNegotiationProcessTradingTermsTradingTerms课程内容课程内容准备及呈

7、献计划准备及呈献计划与关键客户谈判与关键客户谈判谈判过程谈判过程贸易条件贸易条件13:30-15:1513:30-15:15PREPAREtoNegotiatePREPAREtoNegotiateDiscussion:KANegotiationDiscussion:KANegotiation准备谈判准备谈判讨论：与讨论：与KAKA谈判谈判15:15-17:0015:15-17:00SummarizetheNegotiationSummarizetheNegotiationBusinessReviewMeetingBusinessReviewMeeting总结谈判内容总结谈判内容业务检讨会议业务

8、检讨会议KEYACCOUNTMANAGEMENTKeyAccountManagement(KAM)KeyAccountManagement(KAM)InvolvesunitemultiplebusinessInvolvesunitemultiplebusinessFunctionswithcommonobjectiveFunctionswithcommonobjective-To build and sustain long term To build and sustain long term relationship with strategic important relationshi

9、p with strategic important customerscustomers关键客户管理（简称关键客户管理（简称KAMKAM）结合公司多方面结合公司多方面的业务功能为共同目标的业务功能为共同目标-建立及维持与重点客户建立及维持与重点客户的长久关系的长久关系 Introduction 引言引言KEYACCOUNTMANAGEMENTThesecustomerstendtoexhibit:-Thesecustomerstendtoexhibit:-Large size,contributing big volume;Large size,contributing big volume

10、;-Fierce competitive-Fierce competitive behaviourbehaviour;-Professional management;-Professional management;-Sophisticated purchasing personnel;-Sophisticated purchasing personnel;-Stringent buying requirements;-Stringent buying requirements;-Strong buying power;-Strong buying power;-Strong demand

11、on suppliers.-Strong demand on suppliers.这些客户都倾向于：这些客户都倾向于：-大型、能提供高销量大型、能提供高销量-激烈的竞争行为；激烈的竞争行为；-专业管理专业管理-老练尖端的采购人员；老练尖端的采购人员；-严格的采购条件；严格的采购条件；强大的采购势力强大的采购势力-对供应商有强硬的要求对供应商有强硬的要求 Introduction 引言引言KEYACCOUNTMANAGEMENT Introduction 引言引言“KeyAccountManager”“KeyAccountManager”usedinthistrainingdenotesused

12、inthistrainingdenotes“Salespersonhandling“Salespersonhandlingimportantaccounts”importantaccounts”KEYAccountKEYAccount经理经理在在这培训中代表著这培训中代表著管理管理重点客户的业务人员重点客户的业务人员KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理Brainstorming脑力激荡Definekeyaccounts关键客户的定义1、2、3、4、Whatarethestrategiccri

13、teriatodefineacustomeraskeyaccount?根据什么策略标准决定一个客户为关键客户？KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理Buyer and seller relationship Buyer and seller relationship 采购员与销售员的关系采购员与销售员的关系采购员与销售员的关系采购员与销售员的关系传统式关系传统式关系TRADITION RELATIONSHIP 伙伴式关系伙伴式关系PARTNERSHIP BASED RELATIONSHIPKE

14、Y ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理TheSellersperspectivesTheSellersperspectives销售者的看法销售者的看法销售者的看法销售者的看法BuyersshorttermBuyersshorttermfocusonpricefocusonpricefrustratingthesellerfrustratingthesellertoconsiderlongtoconsiderlongtermrelationshiptermrelationship采购员只顾采购员只顾

15、眼前价格的眼前价格的行为令销售行为令销售人员对长期人员对长期合作感以灰合作感以灰心心TheBuyersperspectivesTheBuyersperspectives采购者的看法采购者的看法采购者的看法采购者的看法SellertakestimetoSellertakestimetoadaptandchange.adaptandchange.销售人员需要销售人员需要长久时间来适长久时间来适应及作出改变应及作出改变KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理TheSellersperspectives

16、TheSellersperspectives销售者的看法销售者的看法销售者的看法销售者的看法The sellers major motives The sellers major motives Key Account Management Key Account Management are:are:-Improvingmarketshare;-Improvingmarketshare;-Increasingprofitability-Increasingprofitability-Strengthencustomer-Strengthencustomerloyalty;loyalty;-A

17、ssuranceoffuturebusiness.-Assuranceoffuturebusiness.销售人员对于销售人员对于关键客户管理关键客户管理的主要动机是：的主要动机是：-提高市场份额；提高市场份额；-增长利润；增长利润；-加强消费者的加强消费者的忠心度；忠心度；-把握将来的生把握将来的生意。意。TheBuyersperspectivesTheBuyersperspectives采购者的看法采购者的看法采购者的看法采购者的看法The buyers major motives The buyers major motives with KEY Account with KEY Acco

18、unt Management Management qreqre:-Achievetherevenue,-Achievetherevenue,profitability,satisfyingcustomersprofitability,satisfyingcustomersobjectives;objectives;-Decidingwithwhomtheycan-Decidingwithwhomtheycanworkwith.workwith.采购员对于关采购员对于关键客户管理的键客户管理的主要动机是：主要动机是：-达到销量、达到销量、利润和满足顾利润和满足顾客的目标；客的目标；-决定将来和

19、决定将来和谁合作谁合作KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理The stages The stages 阶段阶段阶段阶段 Account AnalysisAccount Analysis 分析客户分析客户分析客户分析客户IdentifytheKAineachIdentifytheKAineachchannel.channel.Collectdata.Collectdata.Setaccountobjectives.Setaccountobjectives.Developspecificacco

20、untDevelopspecificaccountstrategies.strategies.确定各渠道确定各渠道的重点客户的重点客户收集资料。收集资料。设立客户目设立客户目标。标。发展每个目发展每个目标的策略标的策略1 Key Account RecordKey Account Record 关键客户记录关键客户记录关键客户记录关键客户记录CategoriseCategoriseKAonKAonrelevantrelevant pqrameterpqrameterandmatchwithandmatchwithourbrandtarget.ourbrandtarget.Developapro

21、fileoneachDevelopaprofileoneachKAKADecidewhichoutletforDecidewhichoutletforparticularparticularskusku&promotion&promotion根据各根据各KAKA相相关概况分组关概况分组并和我们品并和我们品牌目标相配。牌目标相配。记录每个记录每个KAKA概况概况决定每个门决定每个门店适合哪一店适合哪一些产品及促些产品及促销。销。2KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理The stages 阶段阶段KEY ACCOUNT MANAGEMENT KEY ACCOUNT

22、 MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理The stages The stages 阶段阶段阶段阶段 Knowing the BuyerKnowing the Buyer 了解采购员了解采购员了解采购员了解采购员Roleofbuyer.Roleofbuyer.Establishedourshareinthecustomerscategory.Establishedourshareinthecustomerscategory.Clarifyourpotential.Clarifyourpotential.Identifytrendswithbothparties.

23、Identifytrendswithbothparties.Policiesandprocedures.Policiesandprocedures.Buyercriteria.Buyercriteria.Competitivesituation.Competitivesituation.采购员的角色。采购员的角色。确定在客户大类中的份额确定在客户大类中的份额说明我们的潜能说明我们的潜能鉴定双方的趋向。鉴定双方的趋向。政策和程序政策和程序采购准则采购准则竞争情况竞争情况3 Building RelationshipBuilding Relationship 建立关系建立关系建立关系建立关系Bui

24、ldanetworkofcontacts&trustthatpositivelyBuildanetworkofcontacts&trustthatpositivelyimpactingoursales.impactingoursales.Exchangemarketinformation.Exchangemarketinformation.建立联系和信用以便正建立联系和信用以便正面影响我们的销量。面影响我们的销量。交换市场信息。交换市场信息。4KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理The stages 阶段阶段KEY ACCOUNT MANAGEMENT KEY

25、 ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理The stages The stages 阶段阶段阶段阶段 Account StrategyAccount Strategy 客户策略客户策略客户策略客户策略 Developing Company Developing Company sales&marketing sales&marketing programs consistently to programs consistently to increase the sales and increase the sales and market sh

26、ares of our market shares of our brands.brands.How our products fit into How our products fit into customer strategy.customer strategy.Develop the edge over Develop the edge over petition.连贯发展公司连贯发展公司销售和市场营销售和市场营销计划来提高销计划来提高品牌的销售及品牌的销售及市场份额。市场份额。我们的产品如我们的产品如何适应客户策何适应客户策略。略。充分发挥竞争充分发挥竞争优势。优势。5KEY ACC

27、OUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理The stages The stages 阶段阶段阶段阶段 Setting ObjectivesSetting Objectives 制定目标制定目标制定目标制定目标 Measuring the effectiveness of KA Manager Measuring the effectiveness of KA Manager in developing the Company business in developing the Company busines

28、sAnnual sales&promotion plans,trading terms.Annual sales&promotion plans,trading terms.Frequency of call to H.Q.&outlets.Frequency of call to H.Q.&outlets.衡量关键客户经理在开发公司衡量关键客户经理在开发公司业务上的效能。业务上的效能。全年销售及促销计划、贸易条全年销售及促销计划、贸易条件件对采购公司及门店的拜访频率对采购公司及门店的拜访频率6KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户

29、管理关键客户管理关键客户管理关键客户管理The stages The stages 阶段阶段阶段阶段 与与与与关键客户谈判关键客户谈判关键客户谈判关键客户谈判 To increase overall To increase overall business by matching business by matching Company objectives with Company objectives with key account key account needs,strategies&needs,strategies&opportunities.opportunities.Pric

30、e,terms,discount,rebaPrice,terms,discount,rebates,allowance etc.tes,allowance etc.Products Products ranges,profitability,turnoveranges,profitability,turnover needs,promotion r needs,promotion opportunities.co-operation opportunities.co-operation level.level.以以公司的目标公司的目标相配相配KAKA的需求，的需求，策略及机会提策略及机会提高公

31、司在这客高公司在这客户的整体业务。户的整体业务。价格、条件、价格、条件、折扣、回扣、折扣、回扣、津帖等。津帖等。产品种类、利产品种类、利益、所需销量、益、所需销量、促销机会、配促销机会、配合程度合程度7KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管关键客户管关键客户管关键客户管理理理理Discussion Discussion 讨论讨论讨论讨论Dealing with key accounts Dealing with key accounts 与关键客户交易与关键客户交易与关键客户交易与关键客户交易1 1、2 2、3 3、4 4、5 5

32、、6 6、7 7、a)KindlylistdowntheworkingproblemsanddifficultiesondealingwithKAS.请跟KA交易所面对的难题和困境写在下列。KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理Discussion Discussion 讨论讨论讨论讨论Dealing with key accounts Dealing with key accounts 与关键客户交易与关键客户交易与关键客户交易与关键客户交易1、2、3、4、5、6、7、b)Whatskill

33、sandknowledgeonmanagingKAyouwouldliketogainfromthistraining?在这次培训中，您最希望获得那类管理KA的技巧和知识？KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT 关键客户管理关键客户管理关键客户管理关键客户管理Chapter1第一篇ACCOUNTANALYSIS分析客户Accountanalysis分析客户Accountportfoliomatrix客户组合ExampleofAttractiveness吸引力例子Salesvolume销量Growthrate成长率DSO(Day sales o

34、utstanding)应收帐款天数Profitability利润Marketshare市场份额ExampleofSupportiveness支持程度例子Merchandisingshare陈列率Activityshare活动率ProductDistribution产品分销Inventoryholding库存天数Workingrelationshipwithbuyer市场份额High 强强Low 低低ATTRACTIVENESS 吸吸引引力力 High 强强Low 弱弱Accountanalysis分析客户Accountevaluation评估客户Attractiveness吸引力Support

35、iveness支持程度Accountanalysis分析客户Accountevaluation评估客户Accountanalysis分析客户Accountportfoliomatrix客户组合 Worksheet工作表AccountattractivenessandsupportivenessAccountattractivenessandsupportiveness 客户的吸引力和支持程度客户的吸引力和支持程度KindlypreparetheattractivenessandsupportivenessfactorsandsetweightedpointsKindlypreparetheat

36、tractivenessandsupportivenessfactorsandsetweightedpointsforeachcriterion.Youmaynotnecessarytofillallthecolumnsbuteachofthetotalforeachcriterion.Youmaynotnecessarytofillallthecolumnsbuteachofthetotalmustsumupto100%mustsumupto100%请准备客户吸引力和支持程度的因素并放上比重。您未必需要填完所有格子但每个总数加起来必请准备客户吸引力和支持程度的因素并放上比重。您未必需要填完所

37、有格子但每个总数加起来必须等于须等于100%100%。CasestudyCasestudy事例研究事例研究Performancerecordwith4chainstoresin20002000Performancerecordwith4chainstoresin20002000年度四个主要连锁店的交易记录年度四个主要连锁店的交易记录ContinueCasestudyContinueCasestudy继续事例研究继续事例研究AccountevaluationAccountevaluation评估客户评估客户BasedonPage13.1information,kindlyselectcriter

38、ia,setweightandworkoutBasedonPage13.1information,kindlyselectcriteria,setweightandworkoutthescoringforeachchainstore.thescoringforeachchainstore.根据前页所得资料，请选择适当的评估项目，加上比重，然后作出评估根据前页所得资料，请选择适当的评估项目，加上比重，然后作出评估ContinueCasestudyContinueCasestudy继续事例研究继续事例研究DefinethematrixtypeforeachDefinethematrixtypefo

39、reachaccount,analyseaccount,analysethesituationandstateyourimprovementplan.thesituationandstateyourimprovementplan.请确定各客户的组合、分析现况及说明你的改进计划。请确定各客户的组合、分析现况及说明你的改进计划。Chapter2第二篇ACCOUNTRECORDS客户记录AccountrecordsAccountrecords客户记录客户记录RetailoutletsclassificationRetailoutletsclassification类别零售店类别零售店Floorspa

40、ceisthenetsellingspaceoftheretailoutlet.Itisnormallyuesdtodeterminethestore-type.面积指的是零售商的实在销售面积。它通常都被用来确定零售店的种类。AccountrecordsAccountrecords客户记录客户记录OutletrecordcardOutletrecordcard门店记录卡门店记录卡AccountrecordsAccountrecords客户记录客户记录ChainstorerecordcardChainstorerecordcard连锁店记录卡连锁店记录卡Account records 客户记录O

41、utlet performance report 门店成绩表AccountrecordsAccountrecords客户记录客户记录ChainstoreperformancereportChainstoreperformancereport连锁店成绩表连锁店成绩表Accountrecords客户记录Top 10 sales share十大销量份额AccountrecordsAccountrecords客户记录客户记录Fortune global 500Fortune global 500 财富杂志世界财富杂志世界500500列强列强Food&DrugStores食品及药品店GeneralMer

42、chandisers百货商店Chapter3第三篇第三篇KONWINGTHEBUYER&UNDERSTANDKAOPERATIONS认识采购员及了解关键客户的操作认识采购员及了解关键客户的操作KnowingthebuyerKnowingthebuyer了解采购员了解采购员Various aspect or a buyerVarious aspect or a buyer 多方面了解采购员多方面了解采购员GroupdiscussionGroupdiscussion分组讨论分组讨论 Matters knowing from the buyerMatters knowing from the buy

43、er 从采购员处了解的事项从采购员处了解的事项GroupdiscussionGroupdiscussion分组讨论分组讨论 Matters knowing from the buyerMatters knowing from the buyer 从采购员处了解的事项从采购员处了解的事项BuildingrelationshipwithKABuildingrelationshipwithKA与与KAKA建立联系建立联系BusinessrapportBusinessrapport商业关系商业关系1 1、Two-communications process Two-communications pro

44、cess between the Account between the Account Manager and key account.Manager and key account.2 2、To raise contentions issues To raise contentions issues without without rancourrancour.3 3、Personal relations at a Personal relations at a satisfactory level.satisfactory level.4 4、A level of mutual trus

45、t A level of mutual trust demonstrates by the key demonstrates by the key account.account.关键客户经理和关键客户经理和KAKA双方面的沟双方面的沟通。通。不理怨任何争论性的谈论。不理怨任何争论性的谈论。令人满意的个人交情。令人满意的个人交情。KAKA表明某一定程度的彼此信任。表明某一定程度的彼此信任。BuildingrelationshipwithKABuildingrelationshipwithKA与与KAKA建立联系建立联系BusinessrapportBusinessrapport商业关系商业关系

46、5、Mutual respect between the Account Manager and key account.6、Neither assuming or projecting a dominant or hypocrisy attitude towards the other.7、Either party being willing to seek or heed the advice of the other关键客户经理和KA彼此尊敬对方。不会以傲慢，占尽优势或虚伪的态度对待对方。任何一方都很乐意去探索和留意对方的意见。BuildingrelationshipwithKABuil

47、dingrelationshipwithKA与与KAKA建立联系建立联系BuildandcultivaterelationshipBuildandcultivaterelationship建立及培养交情建立及培养交情 Building and cultivating Building and cultivating relationship with managers:relationship with managers:-Buying.Including any members of buying committee.-Marketing.E.g.store specific store s

48、ection product display layouts.-Merchandising.E.g specific store section product display layouts-Store operations-Physical distribution of goods.E.gcentral warehouse management.-Accounts.Particularly on processing payments.和管理人员建立及培养交情和管理人员建立及培养交情：-采购部。包括采购小组的任何一位成员。-市场营销部。如门店广告和促销节目。-陈列。如特定某些门店商品的排

49、列。-门店操作部。-实际货物派送。如中央仓库管理。-会计部。特别是负责处理付款的人员。BuildingrelationshipwithKA与KA建立联系What motivate key accounts?What motivate key accounts?什么能激发关键客户？什么能激发关键客户？DevelopingpersonalrelationsDevelopingpersonalrelations发挥个人交情发挥个人交情1 1、Understanding buyers and satisfying their needsUnderstanding buyers and satisfyi

50、ng their needs.了解采购员及满足他们的需求。了解采购员及满足他们的需求。2 2、Developing a balance harmonious relationship with all contacts.Developing a balance harmonious relationship with all contacts.与所有联系发展平衡和谐的关系。与所有联系发展平衡和谐的关系。3 3、Providing recognition and esteem,and developing friendship and Providing recognition and este