戰略大客管理的定義?

拓展客關係以增進了解?

根據這種了解調整企業活動以獲得競爭優勢Identifywhereyourrelationshipcurrentlylies.Identifywhereyouwouldlikeyourrelationshiptolie,andbywhen.Whataretheprincipalactivitiesandactionsrequiredtomakethishappen?1.2.3.4.5.戰略大客管理階段與工具管理

定義

衡量

分析

設計

驗證階段目的DefineWhat,Why,Who,How,WhenDefineDevelophigh-levelprocessDevelopVerifyprocessperformanceagainstprojecttargetcustomerneed’sandspecifyCTQdetails,anddesignconcept

optimizethedesign應用技術1.

戰略大客的選擇準則1.

Stakeholderanalysis1.

FunctionalAnalysis1.

DetailedProcessDesign1.

Pilotplan2.

ImplementationandTransitionPlan2.

組合分析2.

QFD2.

ProcessMap(highLevel)2.

ProcessSpec.3.

客價四格圖3.

KANOModel3.

ConceptualDesign3.

CapabilityAnalysis3.

ControlPlan4.

客價計分卡4.

風險分析4.

PughModel4.

Designscorecard戰略大客的選擇準則?

收入潛力?品線適合性?

收益率潛力?

集中採購策略?

市場領導者?

靈活程度?

共同的原材料基礎?

可接受的採購成本?

贏得這位客對競爭對手有重大影響?

具有創新與先進的最佳實務

(研發或生等

)?

現有的執行長關係?

互補的技術?

潛在客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?

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?

能成為我們品的服務夥伴?

付款迅速組合分析以前今年未來二年前去年明年後年收入減去直接成本減去間接成本淨收入組合分析?

在過去二年，目標戰略大客生的總收入是多少？

在未來二年

，

你對這些客所做的收入預測是怎麼樣的

？?

服務這些客每年要花費多少？?

用估計的收入減去估計的費用得出估計的利潤

(過去二年與未來二年

)。?

這些客的成長潛力是什麼

？

要花多少時間才能實現其增長

？?

這些客是交易型客或戰略型客？客價四格圖銷售金額高利潤低銷售金額高利潤高銷售金額銷售金額低利潤低銷售金額低利潤高利潤TableOne:TheCustomersAttractivenessToUs-(CAF's)CustomersAttractivenessFactor1Size2GrowthPotential3FinancialStability4EaseofAccess5ClosenessofRelationships6StrategicFit;LevelofCompetition;MarketStandingTotalAverageScore:

(Totalofallscoresdividedbynumberofcustomersrated)TableTwo:OurRelativeStrengthV'stheCompetitionCustomer:SuppliersCriticalSuccessFactors1PriceYou2Service3SpeedofResponse4Relationship5MajorSupplier6TechnicalInnovationTotalKeyAccounts:Mostattractivetoyou,andyouarerelativelystrong.DevotetimetothesetopAccounts-youshouldbeabletoachieveKeySupplierStatusKeyDevelopment

Mostattractivetoyou,butyouarerelativelyweak.DevotetimeAccounts:todevelopingyourstrengthwiththeseaccounts.MaintenanceAccounts:Lessattractivetoyou,butyouarestrong.Manageyourtimeeconomicallywiththeseaccounts.OpportunisticAccounts:Lessattractivetoyou,andyouarerelativelyweak.Makeyourmindup;aretheyworthchasing?Dealwithonatacticalandopportunisticbasis.風險分析FixBeforeLaunchSignificantRiskShowStopperProceedWith

CautionFix

BeforeLaunchSignificantRiskProceedWithProceedWithFixBefore

LaunchCautionCautionLowMediumHighImpact風險來源?

Business

Case–

CostIncrease,ROILeadTimeIncrease,ChangingMarket/RegulatoryEnvironment,BusinessCommitment?

Planning–

ResourceAvailability,ProjectComplexity,DevelopmentTime,ProjectManagementExperience?

Organizational–

Cross-FunctionalInvolvement,ProcessOwnership,MultipleLocationsforImplementation,ChangeAccelerationIssues?

Technical–

TechnologyExperience,DesignComplexity,ScopeChanges,KnowledgeofBusinessProcesses,QualityMethodsSkillsandExperience?

External–

Vendor/ContractorExperienceandSupport,MultipleVendors/Contractors,DependenceOnVendors,RecruitmentIssues供應商Team

memberTeam

memberTeam

memberTeam

memberand

role

(no.)and

role

(no.)and

role

(no.)and

role

(no.)客客聯絡人&