Define
Develop high-
customer need’s level process
and specify CTQ design concept
Develop details, Verify process
and optimize performance
the design
against project
Total
Customers
•
路漫漫其修远兮, 吾将上下而求索
Average Score: (Total of all scores divided by number of customers rated)
•
•Table Two: Our Relative Strength V's the Competition
•
路漫漫其修远兮, 吾将上下而求索
Key Accounts:
Key Development Accounts: Maintenance Accounts: Opportunistic 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
target
應用 技術
路漫漫其修远兮, 吾将上下而求索
1. 戰略大客戶的 選擇準則
2. 組合分析
3. 客戶價值四格 圖
4. 風險分析
1. Stakeholder analysis
2. QFD
3. KANO Model 4. 客戶價值計分
卡
1. Functional Analysis
2. Process Map (high Level)
3. Control Plan
戰略大客戶的選擇準則
• 收入潛力 • 收益率潛力 • 集中採購策略 • 市場領導者 • 贏得這位客戶對競爭對手有重大
影響 • 現有的執行長關係 • 互補的技術 • 嚴格的供應商認證制度 • 購買導向(戰略型或交易型) • 公司的文化相適性 • 系統的一致性或互補 • 公司償付能力 • 付款迅速
Caution
•Medium
•Impact
•Significant Risk
•Fix Before Launch
•High
•
風險來源
• Business Case
– Cost Increase, ROI Lead Time Increase, Changing Market/Regulatory Environment, Business Commitment
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.
•
風險分析
路漫漫其修远兮, 吾将上下而求索
• Technical
– Technology Experience, Design Complexity, Scope Changes, Knowledge of Business Processes, Quality Methods Skills and Experience
• External
Most attractive to you, but you are relatively weak. Devote time to developing your strength with these accounts.
Less attractive to you, but you are strong. Manage your time economically with these accounts.
•What are the principal activities and actions required to make this happen? •1. •2. •3. •4. •5.
•
戰略大客戶管理階段與工具
管理 階段
定義
衡量
分析
設計
驗證
目的
Define What, Why, Who, How, When
– Vendor/Contractor Experience and Support, Multiple Vendors/Contractors, Dependence On Vendors, Recruitment Issues
路漫漫其修远兮, 吾将上下而求索
•
• 產品線適合性 • 靈活程度 • 共同的原材料基礎 • 可接受的採購成本 • 具有創新與先進的最佳實務(研發
或生產等) • 潛在客戶再三表示出外包的意願 • 有我們需要的專業知識和能力(存
貨管理或物流等) • 交易誠實 • 能成為我們產品的服務夥伴
路漫漫其修远兮, 吾将上下而求索
•
組合分析
•收入
與未來二年) 。 • 這些客戶的成長潛力是什麼？要花多少時間才能實現其增
長？ • 這些客戶是交易型客戶或戰略型客戶？
路漫漫其修远兮, 吾将上下而求索
•
客戶價值四格圖
•銷售金額
•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
路漫漫其修远兮, 吾将上下而求索
•利潤
• Planning
– Resource Availability, Project Complexity, Development Time, Project Management Experience
• Organizational
– Cross-Functional Involvement, Process Ownership, Multiple Locations for Implementation, Change Acceleration Issues
Customer:
Critical Success Factors
You
1 Price
2 Service
3 Speed of Response
4 Relationship
5 Major Supplier
6 Technical Innovation
Total
Suppliers
路漫漫其修远兮, 吾将上下而求索
战略大客户管理(1)
路漫漫其修远兮, 吾将上下而求索
2020年4月13日星期一
路漫漫其修远兮, 吾将上下而求索
•IdБайду номын сангаасntify where your relationship currently lies. • Identify where you would like your relationship to lie, and by when.
•Probability
•Medium
•Low
•High
•Fix Before Launch
•Proceed With Caution
•Proceed With
Caution
•Low
•Significant Risk
•Show Stopper
•Fix Before Launch
•Proceed With
•
•Table One: The Customers Attractiveness To Us - (CAF's)
Attractiveness Factor
1 Size
2 Growth Potential
3 Financial Stability
4 Ease of Access
5 Closeness of Relationships 6 Strategic Fit; Level of Competition; Market Standing
3. Conceptual Design
4. Pugh Model
1. Detailed Process Design
2. Process Spec.
3. Capability Analysis
4. Design scorecard
•
1. Pilot plan
2. Implementation and Transition Plan
•以前
•二年前
•去年
•今年
•未來
•明年
•後年
•減去直接成本
•減去間接成本
•淨收入
路漫漫其修远兮, 吾将上下而求索
•
組合分析
• 在過去二年，目標戰略大客戶產生的總收入是多少？在未 來二年，你對這些客戶所做的收入預測是怎麼樣的？
• 服務這些客戶每年要花費多少錢？ • 用估計的收入減去估計的費用得出估計的利潤(過去二年