重点客户管理培训(ppt)

重点客户管理介绍重点客户管理客户简介及评估客户了解客户组织及采购员重点客户的策略促销在销售点陈列与关键客户谈判业务检讨会议Chapter1第一篇INTRODUCTIONTOKEYACCOUNTMANAGEMENT介绍关键客户管理TAKECALCULATEDRISK挑战可预测的风险IfyouwaitfortheperfectmomentWhenallissafeandassured,Itmayneverarrived如果您要等待完美无瑕，一切都稳定和有把握的时刻，它可能永远都不会发生MauriceChivalier(1888-1976)在中国卖场的发展趋势以及卖场的种类操作方式和特点？卖场在中国今后的零售业态的定位和地位？国际型卖场、国内卖场和地方连锁超市在今后发展的相互关系和定位？提出的问题传统零售业百货店食品店杂货店夫妻店现代零售业食品超市（华联）生鲜食品超市（顶顶鲜）大型综合超市（家乐福）仓储式超市（麦德龙）折扣店（百路）便利店（罗森、可的）Keyaccountmanagement关键客户管理零售业态的转变现代零售业与传统零售业的主要区别行业划分设店与需求划分设店分散经营与集中统一经营管理采销合一与采销专业化分工眼前利益与追求长期目标实现Keyaccountmanagement关键客户管理中央采购制度的确立：采购权集中在连锁店总部商品采购商品导入、淘汰价格制定促销计划优点采购与销售的专业化分工，提高连锁店整体劳动效率和销售业绩。集中议价、价格形象一致。有效控制整体利益。易于规划整体营销活动。易取得商品经销权和代理权。Keyaccountmanagement关键客户管理现代零售业特点Keyaccountmanagement关键客户管理The80/20principle八十/二十原理Traditionally,peopleanalyzetheexistingaccountbasedonthe80/20principle惯例的，人们分析的客户都是根据80/20原理。-80%ofsalescomefrom20%ofaccounts,theremainder80%ofaccountarecontributing20%ofsalesonly.-百分之八十的销量来自百分之二十的客户，剩余的百分之八十的客户仅提供百分之二十的销量而已。-Whenweanalyzeprofitability,thesenumbersmayevenmoreskewed.-当我们分析利润时，这些数字可能更不相称。Volume销量Customer客户80%20%80%20%Chapter2第二篇ACCOUNTPROFILE&ACCOUNTASSESSING客户简介及评估客户ManagingTalents管理人才OfallthethingsthatI’vedone,themostvitalisco-ordinatingthetalentsofthosewhoworkforusandpointingthemtowardsacertaingoal在我所做的事情中，最重要的就是协调那些为我们工作的人才以及指引他们朝向肯定的目标WaltDisney(1901-1966)关键客户档案关键客户档案(续)关键客户档案(续)关键客户档案(续)贸易条件贸易条件(续)KAprofiles关键客户简介Outletrecordcard门店记录卡InternalUsed

供内部使用Creditterms信用期：

daysCreditlimit信用额：$.Discountstructure折扣：%Frequencyofcall每月拜访次数：/mth.TradinghistorywithUS

跟我们来往贸易记录Year年Turnover销售额Profit利润————————————————————————————BestVisitTime最佳拜访时间：ContactPerson/s联络人Position职位——————————————————————————————————————————Address地址：Tel电话：Fax传真：Outlet’sInformation

门店资料Supermarketfloorspace超市面积：———Categorylength(1)货架长度（一）：——Categorylength(2)货架长度（二）：——Employees员工人数FT：——PT：—Checkoutcounters收银台数目：——Fiscalyearended财政年度：——Paymentdate付款日期：————Retailauditpanel?零售调查对象：Y/NMembercard?会员卡：Y/NScanningsystem?扫描系统：Y/NStorename门店名称：分析客户客户组合矩阵Dog瘦狗类Contributelowvolume提供低销量Companyhaslowsalesshare公司占其总销量份额低CashCow现金牛类Contributelowvolume提供低销量Companyhashighsalesshare公司占其总销量份额高QuestionMark问题类Contributehighvolume提供高销量Companyhaslowsalesshare公司占其总销量份额低Star明星类Contributehighvolume提供高销量Companyhashighsalesshare公司占其总销量份额高High强Low弱High强 Low弱ATTRACTIENESS吸引力SUPPORTIVENESS支持程度SameasBostonConsultingGrid波士顿咨询公司格式相同Salesvolume销量Growthrate成长率DSO应收帐款天数Profitability利润Marketshare市场份额ExampleofAttractiveness吸引力Analyzinganaccount分析客户Attractiveness&supportiveness吸引力和支持程度Merchandisingshare陈列率Activityshare活动率Productdistribution产品分销Inventoryholding库存天数Workingrelationshipwithbuyer

与采购员工作关系ExampleofSupportiveness支持程度例子Analyzinganaccount分析客户Accountevaluation客户交易评估Poor差劣BelowAve.中下Average中等AboveAve.中上Excellent杰出10分Workingrelationshipwithbuyer与采购员的工作关系<11sku规格11-13sku规格14-016sku规格17-19sku规格20sku规格or>25分Skucarried产品分销（规格）<25%25%-29%30%-34%35%-39%40%or>25分Activitysharein%活动率<13%13%-15%16%-18%19%-21%22%or>40分Merchandisingshare陈列率>60days天51-60days天41-50days天31-40days天30days天or<20分DSOindays应收帐款天数<5%5%-9%10%-14%15%-19%20%or>40分Growthratein%成长率<$200,000$200,000$299,999$300,000-$399,999$400,000-$499,999$500，000or>40分Annuallturnover与我们全年销量Poor差劣BelowAve..中下Average中等AboveAve.中上Excellent杰出weighted比重Criteria评估项目Attractiveness吸引力Supportiveness支持程度1-20pts.分21-40pts.分41-60pts.分61-80pts.分81-100pts.分100pts.分TotalforSupportiveness总支持程度计分1-20pts.分21-40pts.分41-60pts.分61-80pts.分81-100pts.分100pts.pts.分TotalforAttractiveness总吸引力计分2pts.分4pts.分6pts.分8pts.分10pts.分10pts.分Workingrelationshipwithbuyer与采购员的工作关系5pts.分10pts.分15pts.分20pts.分25pts.分25pts.分Skucarried产品分销（规格）5pts.分10pts.分15pts.分20pts.分25pts.分25pts.分Activitysharein%活动率8pts.分16pts.分24pts.分32pts.分40pts.分40pts.分Merchandisingsharein%陈列率4pts.分8pts.分12pts.分16pts.分20pts.分20pts.分DSOindays应收帐款天数8pts.分16pts.分24pts.分32pts.分40pts.分40pts.分Growthratein%成长率8pts.分16pts.分24pts.分32pts.分40pts.分40pts.分Annualturnoverwithus与我们全年销量Poor差劣BelowAve.中下Average中等AboveAve.中上Excellent杰出Weighted比重Criteria评估项目Analyzinganaccount分析客户Accountscoring评估计分Exercise(Worksheet)作业（练习）Accountevaluation客户交易评估Kindlyworkouttheaccountsscoringonthefollowingevaluationform.请在下列评估表内算出各别客户的计分。Average中等AboveAve.中上Excellent杰出DCBBCDAScoring计分Poor差劣17skiu20%12%15days天15%480kB.Av中下12sku25%15%52days天-4%310kA.Av中上18sku38%20%35days天8%600kAExc.杰出21sku50%24%45days天4%250kA./c.Achd..客户完成1-20分21-40分41-60分61-80分81-100分100pts.分TotalSupportiveness总支持程度计分100pts.分TotalAttractiveness总吸引力计分Poor差劣BelowAve,中下Average中等AboveAve.中上Excellent杰出15pts.分Workingrelationshipwithbuyer与采购员的工作关系<11sku11-13sku14-016sku17-19sku20skuor>25pts.分Skucarried产品分销（规格）<25%25%-29%30%-34%35%-39%40%or>30pts.分Activitysharein%活动率<13%13%-15%16%-18%19%-21%22%or>30pts.分Merchandisingsharein%陈列率>60days天51-60days天41-50days天31-40days天30days天or<20pts.分DSOindays应收帐款天数<5%5%-9%10%-14%15%-19%20%or>40pts.分Growthratein%成长率<$200,000$200,000-299,999$399，999-$299,999$400,000-$499,999$500，000or>40pts.分Annualturnoverwithus与我们全年销量Poor差劣BelowAve.中下Weighted比重EvaluationCriteria评估项目Remark注：Kdenotes代表‘000Exercise(Worksheet)作业（练习）Accountportfoliomatrix客户组合矩阵Kindlycopytheanswersfromlastpageintothelefthandcolumnthenallocatethemaccordinglyintotherighthandmatrix.请把上页的计分填在下方左边的空格里，然后画归在右边的矩阵。Supportiveness支持程度Attractiveness吸引力DCBAAccounts客户Scoring计分100100Analysinganaccount分析客户Accountportfolio客户组合Dog

瘦狗类Accountsareunattractivesincetheyofferlowopportunityandwehaveweakposition.由于机会少及公司地位不佳，所以客户变得没什么吸引力Provideminimumsalescalls

提供最低限度的拜访Improverelationshipifpossible

在可能情况之下改善关系SustainCompany’spresenceifpossible

在可能情况之下继续保持公司的存在性CashCow

现金牛类Accountsaresomewhatattractivesincewehavestrongposition,butfutureopportunityislimited.客户有几分吸引力因为我们占有很强的地位，但对于将来的商业机会非常有限。Providemoderatelevelofsalescalls

提供适度的拜访Maintainrelationship保持良好关系Maintaincompanystatusortrytostimulatevolume/growth维持公司地位或尝试刺激销量/成长率QuestionMark

问题类Accountsarepotentiallyattractivesincetheyofferhighopportunity,butwehaveweakposition.客户具有吸引力的潜能并提供许多商业机会，但公司的地位很弱Providehighlevelofsalescalls

提供高质量拜访Shouldimproverelationship应该改善关系Striveforsupportiveness

努力争取对公司的支持Star

明星类Accountsareveryattractivesincetheyofferhighopportunityandwehavestrongposition.客户很有吸引力，因为它能提供很多商业机会以及公司的地位很强Providehighlevelofsalescalls

提供高质量的拜访Maintainrelationship保持良好关系Maintaincompanystatus维持公司地位Exercise(worksheet)作业（练习）Accountattractivenessandsupportiveness客户的吸引力和支持程度Kindlypreparetheattractivenessandsupportivenessfactorsandsetweightedpointsforeachcriterion.Youmaynotnecessarytofillallthecolumnsbuteachofthetotalmustsumupto100%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须等于100%。100%Total总数Weighted比重Attractiveness吸引力100%Total总数Weighted比重Supportiveness吸引力Exercise(Casestudy)作业（练习）Performancerecordwith4chainstoresin1998.一九九八年度四个主要连锁店的交易记录Studythesituationcarefullyandconductaccountevaluation.请仔细研究下列局面，然后作出客户交易评估。3528123523Ourskucarried售卖我们的规格N/otalskucarriedbythecategory整个产品种类中所售卖的规格13%19%8%17%15%1998Promotionalexpenses1998促销费用5840707060DSOindays应收帐款天数8.5%Newlyopened新开5%10%-2%1998Annualsalesgrowth1998年成长率6042418Expectednewoutletsopeninginnext24months预料在两年内所开设的新店800270635No.ofHypermarkets,Supermarkets&Conveniencestores门店数量，包括在卖场，超市，便利店50，0001，1001，6002，4004，200Annualsaleswithus与我们全年交易（￥‘000）TotalCo.公司总数AccountD客户AccountC客户AccountB客户AccountA客户continueExercise继续作业N/AHot-tempered,impatient脾气爆燥Pride骄傲Treatingusveryfriendly对我们非常友善Nicetoeverybody对全部人都一样好Characteristicofbuyer采购员的性格40%50%0%38%24%Ouractivityshare我们的活动率N/A5003020Ouractivitypoints我们的活动点N/A10028085Totalactivitypoints全店活动点32%24%17%36%24%Ourmerchandisingshare我们的陈列率N/A120128648Ourmerchandisingpoints我们的陈列点N/A50072240200Totalmerchandisingpoints全店陈列点TotalCo.公司总数AccountD客户AccountC客户AccountB客户AccountA客户N/AdenotesinformationnotavailableN/A表示得不到适当的资料continueExercise继续作业Accountevaluation客户交易评估Basedonthelast2pagesinformation,kindlyselectthecriteria,setweightandworkoutthescoringforeachchainstore.根据上两页得资料，请选择适当的评估项目，加上比重，然后作出评估。DCBA100分TotalSupportiveness总支持程度计分100pts.分TotalAttractiveness总吸引力计分Scoring计分Poor差劣BelowAve.中下Average中等AboveAve.中上Excellent杰出Weighted比重EvaluationCriteria评估项目continueExercise继续作业Definethematrixtypeofeachaccountandstateyourimprovementplan.请确定各客户的矩阵类型及解释您的改进计划。ImprovementPlan/s改进计划Type类型：————AccountA客户ImprovementPlan/s改进计划Type类：————AccountB客户ImprovementPlan/s改进计划Type类：————C客户ImprovementPlan/s改进计划Type类：————D客户Chapter3第三篇KEYACCOUNTORGANIZATION&KNOWINGTHEBUYER了解客户组织及采购员BUILDINGFRIENDSHIPS建立友谊YoucanmakemorefriendsintwomonthsbybecominginterestedinotherpeoplethanyoucanIntwoyearsbytryingtogetpeopleinterestedinyou.如果您能关心别人，您在两个月内认识的朋友比让别人在两年内关心你还来得多。DaleCamegie(1888-1955)Keyaccountmanagement关键客户管理Buyerandsellerrelationship供应商与零售商的关系TRADITIONRELATIONSHIP传统式关系PARTNERSHIP伙伴式关系ProductFlow商品供应Marketing市场部Warehouse&Logistics仓库及后勤部Finance财务部Admin.&Operations行政及运营部Finance财务部Seller销售员Buyer采购员A&P广告及促销部Logistics&Distribution后勤及配送部StoreOperations门店运营部ValueOriented价值倾向性GrossMarginOriented毛利倾向性ProductFlow商品供应Marketing市场部Warehouse&Logistics仓库及后勤部Admin&Operations行政及运营部Finance财务部A&P广告及促销部Logistics&Distribution后勤及配送部StoreOperations门店运营部Finance财务部CategoryMgt.商品种类管理AccountMgt.关键客户管理Keyaccountmanagement关键客户管理MotivesforKAM关键客户管理的动机TheSeller’sperspectives供应商的看法Buyer’sshorttermfocusonpricefrustratingthesellertoconsiderlongtermrelationship.零售商只顾眼前价格的行为令供应商对长期合作感到灰心。Theseller’smajormotiveswithKeyAccountManagementare:-供应商对于关键客户管理的主要动机是：Improvingmarketshare提高市场份额Increasingprofitability增长利润StrengthencustomerLoyalty加强消费者的忠心度Assuranceoffuturebusiness把握将来的生意TheBuyer’sperspectives零售商的看法Sellertakestimetoadaptandchange.供应商需要长久时间来适应及作出改变。Thebuyer’smajormotiveswithKeyAccountManagementare:-零售商对于关键客户管理的主要动机是：Achievetherevenue,profitability,satisfyingcustomersobjectives达到销量，利润和满足顾客的目标Decidingwithwhomtheycanworkwithinfuture决定将来与谁合作Organizationalstructure组织结构GeneralManager门店总经理StoreOperations门店运营部Merchandising采购部Logistics&Distribution后勤及配送部HumanResources人力资源部BusinessDevelopment业务发展部Finance&Administration财务及行政部NonFood非食品部DryGroceries干粮部FreshFood生鲜食品部Merchandising采购监控部A&P广告及促销部私有品牌SpacePlanner货架陈列ProductDatabase商品数据库MarketResearch市场调研PriceChecker检价员Merchandising,StoreQperationandLogisticsDistributionformtheoperationalaxisofaKA.采购部，门店运营部和后勤部是KA的操作核心。Allotherdepartmentsareoperatinginaserviceandsupportroletowardsthese3departments.所有其他部门都为这三个部门扮演服务和支援的角色The7responsibilitiesofmerchandisingdept.采购部的七项职责1.ManagementofAssortment种类管理Toselectproductcategoriesandskuineachcategory,makesuretotalassortmentisbeingkeptup-to-dateanddemandofcustomers.选择大类产品和各种类的规格，并确保整个产品种类跟得上消费者的需求。2.Relationshipwithsuppliers与供应商的关系Togeneratemaximumperformanceoutofthisrelationship.

从良好的关系中产生更可观的成绩。3.PricingStrategy价格策略Tosuitthebestpossibledesiredpositioningofthestores.

以最适合的价格来配合公司理想的定位4.Grossmargin毛利率ToresponsibleforthegrossmarginperformanceoftheCompany.负责公司的毛利增长情况。5.Sales销售量Tocommitandimprovethesalesperformanceofthestores.

积极提高各门店的销售成绩。6.Promotionalactivities促销活动Tonegotiatewithsuppliersthemostattractivepromotionthatareavailable.

跟供应商协商以便争取最能吸引消费者的促销活动。7.Presentation(Display)陈列Todevelopfixedplansforthepresentationofproductsforeachindividualstores.对各门店制定产品的陈列。Buildingrelationshipwithkeya/c.与KA建立联系BuildingrelationshipwithKApersonnelrelatingtothesalesofCompanyproducts.与公司业务有关KA人员建立友好关系。Establisharelationshipoftrustthatcanbebuiltoninnegotiatingandinfluencingtheaccounts.在关系上建立信任以至能在谈判中影响客户Buildanetworkofcontactsandtrustwithpersonsinvolvedinanyaspectwhichimpactsontheactualorpotentialsalesofourproducts.与关键人物联系及建立信任以便正面影响我们产品的现实或潜在销量。Owner最高SetPolicies设立政策Decisionmaker决策人BuyerMerchandiser采购员User/Implementers执行者StoreManagersandStorepersonnel店长或门店员工Influencers有影响的人Authorizers有势力的人Consumers消费者Keydecision决策重点Buyer’sPointofView采购员的观点Customeroriented能适应顾客Attractive&up-to-date新式并具有吸引力Reasonableprice合理的价格Profitable有利润InfluenceBySupplier供应商的影响Marketdata=Sales,share市场数据=销量，市场份额，趋势，价格分析等等Consumerresearch消费者调研数据Companyspecificsalesdata公司具体数据Informationonworldwidetrends全球发展趋势Anyotherrelevantinformation其他相关的信息Decision决策Variousaspectofabuyer多方面了解采购员-Personal个人的-Jobspecific明确的工作

Company

他的公司Motivations激发因素Productrange

所负责的产品种类-Negotiation谈判-Promotional策划促销活动Storeplanning

门店计划-Othermgt.Responsibilities.其他管理方面的任务JobFunctions职务Supervisors

上司Subordinates

下属-Networkrelationshipwithcolleagueswithrelatedresponsibilities.E.g.storeOperation,A&Petc.

与其他相关部门的联系。如门店运营部，广告及促销部等ReportingRelationship汇报关系Buyingprocedure

采购程序Stockcontrol

库存管理-branchallocations配送货物于分店Performancemonitoring

业绩监控-Advertising&promotions

广告和促销ProceduralSystem程序制度Headofficeorganization

总公司的组织Fieldorunitmanagementstructure

部门结构-DecisionMakingUnit(DMU)/Committee决策小组BuyingOrg.Structure采购公司结构Whatmotivatekeyaccounts?什么能激发关键客户？Developingpersonalrelations发挥个人交情Understandingbuyersandsatisfyingtheirneedsfromtherelationships.了解采购员及利用交情满足他们的需求。Developingabalanceharmoniousrelationshipwithallcontacts.联系发展平衡和谐的关系。Providingrecognitionandesteem,anddevelopingfriendshipandacceptability.赏识和尊重，以及发展友谊。DevelopingtrustintheAccountManagerasaperson,andintheCompanyasagoodsupplier.发展关键客户经理为可依赖的人，及使公司成为良好的供应商AddingvaluetoKA;sbusiness增添KA的业务价值Profitenhancement.E.g.Tradingterms,pricingpolicies,promotionalsupport,improvementofsales&profitperformance.增加利润。如贸易条件，价格政策，促销支援，增进销售和利润。Productknowledgeandtraining.Eg.Retailsalesstaff,distributorSalesteams.产品知识和培训。如门店员工，促销商的销售队伍。Salesupport.Eg.Merchandisingsupport,spacemanagementplanning,categorymanagementadvice,pre-salesandaftersalesservice.销售支援。如理货服务，空间管理计划，产品分类管理的建议，售前及售后服务。Chapter4第四篇KEYACCOUNTSTRATEGY关键客户策略ACOURAGEOUSDECISION一个勇敢的决定Wheneveryouseeasuccessfulbusiness,someoneoncemadeacourageousdecision.第当您看到一个成功的生意时，某人曾经作出了一个勇敢的决定。PeterDrucker产品组合策略卖场品牌和产品政策提出的问题Mutationsofassortment产品种类的变动Criteriafornewlisting引进新产品的标准Thenewproductshouldgenerateadditionalsakes.新产品应该能增加额外的销量。Thenewproductshouldandvaluetothecategory.新产品在产品种类中有特定的价值。Itshouldbesupportedbysupplierbywayofadvertisingandpromotion.供应商通过广告的促销来支持新产品。Itshouldbesupportedbysupplierwithcustomised/exclusivepromotions.供应商应能举办特别的促销活动。Thepurchaseconditionshouldmatchthestandardsandtargets.购货条件应达到对方的标准和目标。Oneproductin=Oneproductout.引进一个新产品意味着另一个产品将被淘汰。Ithastobebar-coded.它必须有条形码。Mutationsofassortment产品种类的变动Presentingfornewlisting介绍产品上架Newproductfeatures,uniquesellingPoint(USP),usageetc.新产品的特点，销售重点，用途等等。Marketpositioning,targetconsumer,imageetc.新产品的市场定位，目标消费者，形象等等。Marketdatatosupportthispositioning.说明性的市场数据。Salesforecast.销售预测。Introductionplanandschedule.引进计划和时间。PromotionplanforNationalPromotionandexclusivepromotion.促销计划，包括一般的促销和专有的促销。Datasheetwithproductspecification,purchasecondition.E.g.price,fees,rebates,paymentterms,promotionprices,listingfeeetc.有关产品内容的数据表，购货条件。如价格，费用，返利，付款期，促销价，进场费等。‘X’numbersofsamples数件产品样品。Proposalforplanogram.E.g.wheretodisplayandhowmanyfacingsetc.货架陈列建议。如陈列在什么地方，多少个陈列面等等。Mutationsofassortment产品种类的变动Criteriaforde-listing淘汰产品的标准Producthasbadsalesperformance:产品销售业绩不好：-Belowsetsalestargetforthegroupandindividualstores.低于设定的总销售目标及每个门店的目标。Productdoesnotfitwiththecategorystrategyanymore.不再适应大类产品策略。Noornotsufficientpromotionalsupportfromsupplier供应商没有或给于不足够的促销支持。Poormargin/decliningmargin/marginfallsbelowgrouptarget.低毛利/毛利下降/毛利低于标准线。Poorsupplierdeliveryperformance/inconsistentsupply.供应商不及时供应货或时常缺货。Productqualityproblems.产品质量问题。Ordersizeistoolargeandcannotbedigested.订货规格（数量）太大而且不易消化。Developinganaccountstrategy发展一个客户的策略Factorstoconsider需考虑的因素Theinteractionbetweenkeydecisionmakers.Example;-与决策者相互影响。如：-Knowwhohasaninputtothebuyingdecision.知道谁能作出采购决定-Knowtherelativelevelofinfluenceofeachdecisionmaker.知道各决策者的影响程度。-Knowtheinternalpowerplaysandrelationship.知道内部权力及关系。-Knowtheindividualneedsandinterestsofeachdecisionmakerandinfluencer.知道每个决策者的商业需求及兴趣。-Makecontactwitheachdecisionmakerpersonallytoaddresstheirneedsandinterests.亲自联系每个决策者商讨他的商业需求及兴趣。Thephysicalflowofgoodsthroughtheaccount.Example:-输送产品给客户。如：Dowedelivertimely?我们是否准时输送货物？Howdoourgoodsbedelivered?如何输送货物给客户？Doestheaccountrunoutofstockbecauseofproduction/deliveryproblems/salescalletc?客户是否因我们的生产/输送问题/拜访频率/等造成缺货情况发生？Developinganaccountstrategy发展一个客户的策略continueFactorstoconsider继续需考虑的因素Whatarethehandlingandprocessingprocedures?

怎样的输送管理和步骤Convenienceofstorageofourproductsattheaccountpremises?

客户在经营场所是否容易保管我们的货品？Howdoourgoodsbedistributedinternallybyd\customerstooutlets?客户如何内部输送产品给门店？Whataretheweaknessesofourproductsversusourcompetitionsproductsinthephysicalflowcycle?在输送货品中，我们的商品比起竞争商品有什么弱势？Hiddencoststochangesupplysources.Example:-改变货源供应的隐藏代价。如：Adaptinghandlingorstoragefacilitiesandprocedures.能适应处理或贮存设施及程序。Changingcomputerstockandrangelisting.更换电脑资料及上架品种。Changingworkingprocedures.改变工作流程。Traininginproductknowledge.提供产品知识。Developinganaccountstrategy发展一个客户的策略Competitivestrategies竞争策略Competitorswillnotstandbywhilewepinchtheirmarketshare.Keepnoticeontheirmarketingprogrammes,advertisingandpromotions,productdevelopment,tradingtermsetc.竞争对手不会眼看着我们抢他们的市场份额还袖手旁观。密切注意他们的市场活动，广告及促销，产品改良，贸易条件等。Reciprocaltradingopportunities互惠的贸易机会Ifanaccountissupportingbettertoacompetitorbecauseofreciprocaltradingrelations,canweunderminethisbystressingcompetitiveadvantagesorencouragevalueanalysis?如果一个客户由于互惠贸易关系则特别支持竞争对手，我们是否能够施压削弱对手的优势或鼓励价值分析。continueFactorstoconsider继续需考虑的因素Changingproductionprocesstoincorporatenewrequirement(ifany).改变生产过程来结合新要求（如有需要）。Changingmerchandisinglayout(ifany).改变陈列设计（如有需要）。Losingcustomersconfidentthroughdissatisfactionatthechanges.因不满改变而造成客户失去信心。Developinganaccountstrategy发展一个客户的策略ContinueFactorstoconsider继续需考虑的因素Multiplesourcingsupportpolicies支持多方面货源政策Somecompaniesdevelopinformalpoliciestosupportmultiplesupplierswherepractical.某些公司在可能的情况下，有个非正式的政策去支持多方面的供应商。Theinfluenceofkeyindividualorcompaniesrespectedinthetrade个人或公司受市场尊重的影响力Cultivaterelationshipstodealwithkeyplayersinthemarket,obtainendorsementfromthemthatwillhelpyoutopromotethebusinessandyourself.与市场主要的客户交易中培养关系，获取他们的认可，这样能帮助提升我们本身及公司。Ifourproductsandourcompanyreceivepositivepublicity,usethattoourbenefitbydrawingittotheattentionofclients.如果我们的产品及公司都获得良好的声誉，描述我们的利益并且让客户们都知道。Developinganaccountstrategy发展一个客户的策略Buildingaccountknowledge加强认识客户Eg.Turnover;no.ofoutletsandlocations;buyeretc.如销量；门店数目及地点；采购员等。Peripheralaccountknowledge表面上认识客户Eg.Organizationandreportingstructure;decision-makingprocess;overallcompanyperformance;networkofpersonnel;budgetperiodsetc.如公司及汇报结构；决策过程；整体业绩；人事关系；财政年度等Moredetailinsightstotheaccount更深一层的认识客户Eg.Accountplans,goals,objectives;operationalprocedures;sales&profitperformancebyoutlet;productcategoryperformance;strategies;timingofallstrategicanddevelopmentactivities;promotionalplans;competitiveperformanceanactivity;personalcontactswithallH.Q.andfieldmanagement.如计划，目的及目标；操作程序；门店销量及利润；产品种类的业绩；策略；所有发展计划的时间；促销计划；竞争对手的业绩及活动；个人对于总公司及门店管理的联系。Finedetailoftheaccount认识客户的细节Chapter5第五篇DILIGENCEBREEDSSUCCESS勤奋培育成就Geniusisonepercentinspirationandninety-ninepercentperspiration.天才是靠百分之一的灵感加上百分之九十九的努力。ThomasA,Edison(1847-1931)PROMOTIONPLAN促销Salespromotionplanning促销计划Settingobjectives设立目标Creatingordevelopingbrandawarenessandbuildcustomerloyalty.创造或发展品牌知名度和建立忠实消费群。Increasemarketshareandimportanceintheaccount.增加市场份额及在客户的重要地位。Improvemerchandisinganddistribution.改进陈列及产品分销。Increaseproducttrialbynewusersorusagebycurrentusers.增加新消费群的试用和现有顾客使用。Blockingcompetitorsactivitiesetc.阻挡竞争对手的活动等。Generalobjectives全面的目标Additionalvolumetargetedtogeneratebytheaccountandoutlets.客户和各门店所能达到的额外销量。Increaseinmarketshareduringtheperiod.在这期间增长市场份额。Achievetheactivitypointsandactivityshare.达成要求的活动点和活动率。Measurableimprovementinmerchandising.明显改进陈列率。Increasestockweightetc.提高存货量等。Specificobjectives具体的目标Salespromotionplanning促销计划Objectiveplanningform目标制订表Obj.目标Obj.目标Obj.目标Obj.目标Obj目标总数DLBParknshopPTNGSSub-total小计MHL

LianHuaMHLHuaLianSub-total小计JCLotusJCMetroJCCarrefourActionBy执行者Base基线Base基线Base基线Base基线Base基线Account客户名称DO应收帐天数ProductDistrn.售卖规格Activity活动Merchandising陈列SalesValue销额UnderstandKAoperation了解关键客户的操作Promotionalprogrammes促销项目Activities活动Explanations解释WeeklypromotiononDryGroceryitemsandNon-Food每周一次干粮和非食品促销15selectedskusonleafletanddoortodoordistribution15种干粮和非食品促销传单挨家挨户分发Weeklyfreshpromotion每周一次生鲜商品促销Onlyfresharticles;In-storecommunication

仅限于生鲜商品；店内交流Grandopeningcolourleaflets开店彩色传单Fixedstoreopeningoffer开店固定促销Openingactivities

开店活动Specialpromotions,openingeventse.g.music,liondanceetc.

特别促销，公开活动如音乐广播，舞狮等等Busadvertising公共汽车（巴士）广告Promotionmessageonlocalbuses

以当地公共汽车（巴士）传送广告信息Jointpromotions联合商家促销Exclusivesupplierpromotions;brandpromotion

独家促销；品牌促销In-storecommunication店内传递住信息P.O.S.materials;”EverydayLowPrice”etc.宣传品；“每日廉价品”等等Supplierparticipationprogrammes供应商参与项目Floordisplays,localisedpromotion,sampling,leafletsparticipation,in-storeP.O.S.materials,outsideadvertisingboard堆头陈列，店内（当地）促销，分派样品，参与传单活动，促销宣传品，店外广告牌UnderstandKAoperation了解关键客户的操作A&Pcharges促销费用Salespromotionplanning促销计划Cotcomparisonbetweenaccount客户之间费用比较%$%$%$%$16.91,402,60019.2345,60015.3612,00017.8445，000Totalexpenses总费用1.084,6001.119,6001.040.0001.025，000Annualrebates年终回扣2.2182,5000.003.0120,0002.562，500Centralwarehouse/Distribution配送中心津贴0.757,2000.712,7000.832,0000.512，500Tradereturn/Damagedgoods退货/补贴1.6135,0001.730,0001.665,0001.640，000Sponsorship赞助费0.976,2003.461,2000.000.615，000Mediasupport广告费0.329,0000.815,0000.29,0000.25，000Listingfees上架费1.9155,0000.002.185，0002.870，000Promoter促销员1.7139,0003.054,0001.040,0001.045，000Rental租金1.4112,1002.545,10001.142,0001.025,000Discount折扣5.2432,0006.0108,0004.5179,0005.8145,000Freegoods赠送货品100.08,300,000100.01,800,000100.04,000,000100.02,500,000NetSales净销额Total总数AccountC客户CAccountB客户BAccountA客户AParticulars项目Salespromotionplanning促销计划Theoutlineofannualplan全年计划草案Thetiminganddurationofpromotionsforeachskuorproductgrouptakingaccountofseasonalfactorsandcustomer’sevents.Eg.Anniversary,grandsaleetc.每个规格或每组产品促销时间确定和持续时间，其中考虑到季节性因素和客户的节目。譬如周年纪念，大减价等。Timing时间的选择Thepurposeandthethemeofeachpromotionalactivity,andtheabilitytocontrolandmeasuretheperformanceagainstobjectives.每个促销活动的目的和主题，并有效的控制及衡量它的成绩。Objectives目标Specialmediasupport.Eg.Tag-on,joinedmedia,in-storeannouncementetc.特别广告配合。如附加信息，联合广告，店内广播。Support支援Specialpackagingrequirements,premiumsupplies,andproductionleadtimes.特别包装的需求，赠品供应和生产所需的时间。Leadtime完成任务所需时间Salespromotionplanning促销计划Accountplanningsheet客户计划表Ytd累积-1.5%-9.1%Ytd累积Ytd累积Ytd累积67,000Ytd累积30，000151，000123，00093，00068，00033，000Ytd累积126，500Ytd累积103，000Ytd累积76，000Ytd累积51，500Ytd累积32，5001999GrowthRate成长率1999ActualSales实际销量199Actualactivities实际活动199promotionPlans促销计划1999SalesBudget销售目标1998ActualSales实际销量-9.1%Monthly月30，000Notlistedinthehamperbutoccupiedtheeventhallforfestivepack&price-offpromotionforXbrand.没有礼篮活动，但大厅加强礼包和X牌扣价活动Hamperlisting礼篮活动$8,000Festivepack春节礼包$8,000XbrandX牌扣价活动$4,00033，000Month