Day3-KAM2003 大客户管理

KeyAccountMasterclass–globalbestpracticeDay3byProfessorMalcolmMcDonaldCranfieldSchoolofManagement2.GlobalKeyAccountManagementTheobjectivesforthismoduleare:toprovideaguidetothecurrentworldclasspracticeofmajoraccountmanagementtoprovideaframeworkforunderstandingthedevelopmentofmajorcustomerrelationshipstoprovideaplanningframeworkforimprovingmajorcustomermanagementOutputs/deliverablesfocusonandaugmentbestpracticemajorcustomermanagementimproveunderstandingofthetechniquesinvolvedintheprocessProgrammeKeyaccountdefinitionModellingkeyaccountsDefiningandselectingkeyaccountsKeyaccountanalysisandplanningOrganisationalandskillsissuesChallengesMarketmaturityGlobalisationCustomerpower©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementCustomerpowerBigcustomersaregettingbiggerCustomersarerationalisingtheirsupplierbaseCustomershavebecomemoresophisticatedCustomerswanttailor-madesolutionsThecostofservingcustomersisincreasingSuppliersandcustomersaredevelopingnewwaysofworkingtogether©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementBiscuitManufacturerBoard/PackagingSpecialityAdhesivesMetalBearings2476166414391844BiscuitManufacturerBoard/PackagingSpecialityAdhesivesMetalBearings19721996%oftotalsuppliersalesFrom:ProfitableCustomers,CharlesWilsonSalestothetop5customersasa%oftotalsuppliersales(1972-96)Increasingcustomerconcentration...CustomerpowerBigcustomersaregettingbiggerCustomersarerationalisingtheirsupplierbaseCustomershavebecomemoresophisticatedCustomerswanttailor-madesolutionsThecostofservingcustomersisincreasingSuppliersandcustomersaredevelopingnewwaysofworkingtogether©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementIncreasingcostsofinterfacingwithcustomersSuppliertotheprintindustry(turnover£200M)Interfacecosts£'000percustomer(adj.forinflation)19801996Top10%ofcustomers6014019801996Bottom10%ofcustomers159Costsofthefrontline(Sales,service,tradepromotionsetc.(1980v1996)Source:ProfitableCustomers,byCharlesWilsonFrom‘KeyAccountManagement’CranfieldUniversitySchoolofManagement,1996SuppliersarestillinterestedprincipallyinvolumeWhilsttheyareinterestedinthepotentialfor‘addedvalue’,moststilldonotmeasureaccountprofitabilityThewideningriftbetweenprofitableandunprofitablecustomers:Source:SuppliertotheEuropeanprintingindustry(turnover£200million)198012345678910151716131210764112345678910%oftotalcompanyprofitsLargest10%ofcustomersSmallest10%ofcustomersCustomerdecilegroups12345678910-32629222084-3-312345678910%oftotalcompanyprofitsLargest10%ofcustomersSmallest10%ofcustomersCustomerdecilegroups1996%ofcompanyprofitbycustomerdecile(eachdecile=10%ofcustomerbase)Source:ProfitableCustomersbyCharlesWilsonCustomeraccountprofitabilityanalysisThekeyphraseisAttributableCostingTheobjectiveistohighlightthefinancialimpactofthedifferentwaysinwhichcustomersareserviced©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementCreatingcloserrelationshipswithsupplychainpartnersMarketingOperationsInformationSystemsSalesPurchasingMarketingOperationsInformationSystemsFromSupplierCustomerDIRECTORSDIRECTORS©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementCreatingcloserrelationshipswithsupplychainpartnersInformationSystemsOperationsMarketingOperationsInformationSystemsMarketingKey-AccountCo-ordinationSupplierToSupplierDevelopmentCustomerDirectorssellingcompanyDirectorsbuyingcompany©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementPreliminaryselectionofkeyaccountsKeyaccountpreliminarycategorisationTop15(involume/revenuegenerated)Next30Next55ABC©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementKeyaccountpreliminarycategorisationRealisationoffullestpotentialofbothorganisationsConfidenceinrelationship,stable&highlyevaluatedbybothsidesIntegratedInterdependentBasicDegreeofcollaborationKAMrelationshipstageNeedsofpartiestoKAMrelationshipLow:transactionalHigh:collaborativeReductionofrisk,abilitytoforecastOperational,efficienttransactionsCooperative©ProfessorMalcolmMcDonald,CranfieldSchoolofManagementExploratoryBasicCooperativeInterdependentIntegratedStrategicintentofsellerStrategicintentofbuyerAdaptedfromamodeldevelopedbyMillman,A.F.andWilson,K.J.“FromKeyAccountSellingtoKeyAccountManagement”(1994)TherelationaldevelopmentmodelExploratoryKAMSellingcompanyBuyingcompanyManagersClerksOperatorsDirectorsSupervisorsManagersClerksOperatorsDirectorsSupervisorsKeyCustomerContactKeyAccountManagerCranfieldUniversitySchoolofManagement1996•Pretrading•CustomerpotentiallyqualifiesasKeyAccount•Bothsidesexploring•Signalingimportant•Sellerneedstobepatient&preparedtoinvest•ReputationscriticalExploratoryKAMSellingcompanyBuyingcompanyBoardBoardAdminAdminOpsOpsKeyAccountMgrKeyCustomerContactCranfieldUniversitySchoolofManagement1996BasicKAM•Transactional:emphasisonefficiency•Drivenbyprice,successmeasuredbyprice•Probablymulti-sourcing•Easytoexit•Singlepointofcontact•Businessrelationshiponly•Verylittleinformationsharing•Reactiveratherthanproactive•Probablylowcommoninterest•Organisationsuitssellingcompany•RewardstructureofKAMgrsparamount•Smallchanceofgrowingbusi