op关键客户管理介绍篇ppt120

关键客户管理介绍篇KEYACCOUNTMANAGEMENT:45CourseDetailsIntroducingtheTrainerandParticipants&ProgrammeOutlinesDefineKeyAccountsMotives&TheStagesDiscussin:DifficultiesondealingwithKA课程内容介绍讲师、学员及课程大纲关键客户的定义动机与阶段讨论：与KA交易所面对的难10:45-12:30AccountPortfolioMatrixAccountEvaluationCasestudy:AccountEvaluation客户组合评估客户事例研究：评估客户:15CourseDetailsDevelopingKARecordsKnowingtheBuyerExercise:MattersknowingfromtheBuyer课程内容与KA建立联系了解KA的操作产品种类的变动15:15-17:00BuildingRelationshipwithKAUnderstandKAOperationsMutationsAssortment建立客户记录认识采购员练习：从采购员处了解的事项：00-10：45CourseDetailsDevelopinganAccountStrategySalesPromotionPlanningOutlineofAnnualPlanCostComparison&EvolutionCasestudy:Preparingannualpromotionplan课程内容发展客户策略促销计划全年计划概要费用比较及演变事例研究：制订全年促销活动:30CourseDetailsPreparing&presentingtheplanKeyAccountNegotiationNegotiationProcessTradingTerms课程内容准备及呈献计划与关键客户谈判谈判过程贸易条件13:30-15:15PREPAREtoNegotiateDiscussion:KANegotiation准备谈判讨论：与KA谈判15:15-17:00SummarizetheNegotiationBusinessReviewMeeting总结谈判内容业务检讨会议KeyAccountManagement(KAM)InvolvesunitemultiplebusinessFunctionswithcommonobjective-Tobuildandsustainlongtermrelationshipwithstrategicimportantcustomers关键客户管理（简称KAM）结合公司多方面的业务功能为共同目标-建立及维持与重点客户的长久关系Introduction引言Thesecustomerstendtoexhibit:--Largesize,contributingbigvolume;-Fiercecompetitivebehaviour;-Professionalmanagement;-Sophisticatedpurchasingpersonnel;-Stringentbuyingrequirements;-Strongbuyingpower;-Strongdemandonsuppliers.这些客户都倾向于：-大型、能提供高销量-激烈的竞争行为；-专业管理-老练尖端的采购人员；-严格的采购条件；强大的采购势力-对供应商有强硬的要求Introduction引言引言“KeyAccountManager”usedinthistrainingdenotes“Salespersonhandlingimportantaccounts”《KEYAccount经理》在这培训中代表著《管理重点客户的业务人员》、2、3、4、Whatarethestrategiccriteriatodefineacustomeraskeyaccount?根据什么策略标准决定一个客户为关键客户？市场部广告及促销部市场部广告及促销部Warehouse&LogisticeLogistics&DistributionWarehouse&LogisticeSellerBuyerLogistics&Distribution后勤及配送部仓库及后勤部销售员采购员后勤及配送部CategoryMgt.Admin.&OperationsStoreOpenations商品种类管理行政及运作部门店运作部Admin.&OperationsStoreOpenationsFinanceFinance行政及运作部门店运作部财务部财务部FinanceFinance财务部财务部SalesOriented倾向销量MarginOriented倾向利润SellingParty卖方Buying买方商品供应关键客户管理仓库及后勤部AccountMgt.传统式关系TRADITIONRELATIONSHIP伙伴式关系PARTNERSHIPBASEDRELATIONSHIP`sperspectives销售者的看法Buyer`sshorttermfocusonpricefrustratingthesellertoconsiderlongtermrelationship采购员只顾眼前价格的行为令销售人员对长期合作感以灰心TheBuyer`sperspectives采购者的看法Sellertakestimetoadaptandchange.销售人员需要长久时间来适应及作出改变`sperspectives销售者的看法Theseller`smajormotivesKeyAccountManagementare:-Improvingmarketshare;-Increasingprofitability-Strengthencustomerloyalty;-Assuranceoffuturebusiness.销售人员对于关键客户管理的主要动机是：-提高市场份额；-增长利润；-加强消费者的忠心度；-把握将来的生意。TheBuyer`sperspectives采购者的看法Thebuyer`smajormotiveswithKEYAccountManagementqre:-Achievetherevenue,profitability,satisfyingcustomersobjectives;-Decidingwithwhomtheycanworkwith.采购员对于关键客户管理的主要动机是：-达到销量、利润和满足顾客的目标；-决定将来和谁合作分析客户IdentifytheKAineachchannel.Collectdata.Setaccountobjectives.Developspecificaccountstrategies.确定各渠道的重点客户收集资料。设立客户目标。发展每个目标的策略1关键客户记录CategoriseKAonrelevantpqrameterandmatchwithourbrandtarget.DevelopaprofileoneachKADecidewhichoutletforparticularsku&promotion根据各KA相关概况分组并和我们品牌目标相配。记录每个KA概况决定每个门店适合哪一些产品及促销。2KEYACCOUNTMANAGEMENT关键客户管理Thestages阶段了解采购员Roleofbuyer.Establishedourshareinthecustomer`scategory.Clarifyourpotential.Identifytrendswithbothparties.Policiesandprocedures.Buyercriteria.Competitivesituation.采购员的角色。确定在客户大类中的份额说明我们的潜能鉴定双方的趋向。政策和程序采购准则竞争情况3建立关系Buildanetworkofcontacts&trustthatpositivelyimpactingoursales.Exchangemarketinformation.建立联系和信用以便正面影响我们的销量。交换市场信息。4KEYACCOUNTMANAGEMENT关键客户管理Thestages阶段客户策略DevelopingCompanysales&marketingprogramsconsistentlytoincreasethesalesandmarketsharesofourbrands.Howourproductsfitintocustomerstrategy.Developtheedgeovercompetition.连贯发展公司销售和市场营销计划来提高品牌的销售及市场份额。我们的产品如何适应客户策略。充分发挥竞争优势。5制定目标MeasuringtheeffectivenessofKAManagerindevelopingtheCompanybusinessAnnualsales&promotionplans,tradingterms.FrequencyofcalltoH.Q.&outlets.衡量关键客户经理在开发公司业务上的效能。全年销售及促销计划、贸易条件对采购公司及门店的拜访频率6阶段与关键客户谈判