电商物流大客户管理.ppt

1、汉维简介,上海汉维供应链管理服务有限公司是由赵维巍先生和孙靖凯先生于2012年1月6日创立，以“持续提高网络购物消费者终端物流体验”为己任，不断为客户创造卓越绩效。公司总部位于上海，注册资本1000万美金。 上海汉维供应链管理服务有限公司致力于探索科技和服务如何帮助企业解决其遇到的问题和挑战，并把握机遇、实现愿景、成就梦想。运用新的思想和理念来打造更简单、更有价值、更值得信赖的电子商务外包服务体验，不断帮助客户改善工作方式，发挥全部潜能。 作为电子商务物流外包服务的领军企业，我们已经成为世界范围内众多顶级消费品公司信赖的合作伙伴。我们的表现体现出了汉维的伙伴关系文化，坚实的运营能力基础，致力于

2、卓越和创新的不懈追求。无论环境如何变化，我们的表现始终出类拔萃。,汉维宗旨,创始人团队,赵维巍 Heinz 总经理,孙靖凯 Perseus 联合创始人,职业经历 上海酷武物流 总经理 贝塔斯曼中国区供应链商业单元 BU-head 西门子手机销售 leveraging relationship with customer,Share of wallet analysis is a diagnostic tool which provides an evaluation of a companys optimal value proposition to customers.,17,Competi

3、tive positioning: future share of wallet,Future Share of wallet =Companys future share of customer spend Customers future total spend in that market Factors that might impact future share of wallet: client relationship Product quality and other value proposition Change in client organization, e.g. n

4、ew contact person, etc. Legend track record in the industry competitor practices,Share of wallet analysis is a diagnostic tool which provides an evaluation of a companys optimal value proposition to customers.,18,Account profitability example (Huawei),Account value/potential value,X,Legend competiti

5、ve position,=,Expected revenue,Expected revenue,-,Legend cost to serve with dedicated account,=,Expected account profit,Expected account profit,=,Account profit target,Large Account,=,xxxx,xxxx,xxxx,xxxx,xxxx,xxxx,xxxx,xxxx,Yes,May other examples such as rejected,etc.,19,Targeting: sample output,acc

6、ount value/potential,Purchasing behavior,Competitive position,Go to market mode,Huawei PICC Construction Bank Pacific Insurance Bank of China Shenzhen development bank,High High High High High Low,Centralized Centralized Centralized Centralized Decentralized,Strong/can be stronger Can be stronger Ca

7、n be stronger Dominated by competitor,Dedicated team Dedicated team Dedicated team Monitoring but low priority Shared team Channel/shared team,Illustrative WIP with Legend,20,Targeting: level III process develop account priority list,Large account department,Product team,Strategic marketing,Customer

8、 service,Segment needs and behavior and trends,Estimate service cost,Estimate expected account revenue,Estimate product cost,Channel team,Estimate account value,Account profile database,Estimate Legend competitive position,Supply product mix,Collect channel feedback,Collect and research market data,

9、Conduct customer interviews,Collect account service data,Product quality/performance,Collect competitor information,Collect competitor information in segment,Estimate channel cost,Estimate account profit,Compare with profit target,Priority account list,Estimate Legend cost to serve,21,Data needed to

10、 estimate account profitability,Total IT spend % can be addressed by Legends product categories IT spend by product mix Purchasing behavior impact on account value % account value decisions are made by branches,Historical,Projection,Account value,Product gross margin Account team requirement Headcou

11、nt and capability Cost implications: Labor cost and other costs,Legend competitive position,Projected total IT spend in 3 years % can be addressed by Legends product categories IT spend by product mix Purchase behavior impact on account value % account value decisions are made by branches,Legends cu

12、rrent share of wallet by product Barriers that impact share of wallet,Projected Legend share of wallet by product mix Historical and projected win rate with competitor Removal of barriers that impact share of wallet gains,Legend cost to serve,Projected product gross margin Projected account team req

13、uirement Headcount and capability Cost implications: Labor cost and other costs,22,Targeting: Data gathering BDP Practices,Think beyond typical information sources when seeking data purchase data other internal data formal surveys other similar customers,Unless you have a great relationship with the

14、 customer, dont simply pick up the phone and grill him/her with questions Explain your objectives and schedule a formal time to discuss the data needs,Fully understand the data you have and the data you need prior to the meeting Prepare an agenda to communicate your objectives and to respect the cus

15、tomers time,Clearly state your objectives during your initial call and repeat them at the beginning of the meeting Communicate a desire to better understand the customers needs and to build a stronger relationship,Make sure the customer does not feel that you are creating work for him/her Get the cu

16、stomer enthusiastic about the process Volunteer to help in anyway possible Suggest ways that he/she can estimate spend,Consider all possible data sources,Meet with client when necessary,Be prepared,Clearly outline your objectives,Make the task easier for the client,23,Large Account Management (2/5),

17、Account team resources allocated according to account priority and customer needs Account plans define customer interactions and contact to be communicated Detailed research on purchase patterns,Acquiring,Level II:,Legend cost to serve,Research account specific needs,account contact mapping,Research

18、 account purchase behavior,Account acquisition plan,Set account target,Assign account team,Profitable?,Yes,No,Strategic,Yes,No,Low priority Give up,24,Key process matrix example,Key matrix,Acquiring,Agreed account needs and behavior Account economics analyzed Detailed account mapping developed and s

19、hared account sales and profit target agreed account acquisition plan developed Account manager and sales team assigned,25,Do we understand client needs?,Does new information change the hypothesis or assertions?,Will the current plan meet approaching deadlines?,Are all activities still absolutely ne

20、cessary?,Do we understand client purchasing behavior?,Is each team member on track to complete his/her activities on schedule?,Should work be rebalanced?,Are there roadblocks that will require RVP/Branch Manager/Corporate intervention?,Do we know the right decision maker and influencer?,Client conta

21、ct,SI/ISV,Do all team members know about upcoming deadlines/presentations and what they must have completed for them?,Do we approach the client before?,Success/unsucessful,CSRs?,Customer?,Checklist for acquisition plan,26,Account acquisition plan: sample output,Use Legend internal BDP,27,Large Accou

22、nt Management (3/5),Selling,Level II:,Selling strategy jointly formulated with sales, technical support and channel partners Selling team adequately resourced to be highly responsive during the selling process,Coordinate with channel partners,Coordinate with marketing team,Manage value delivery proc

23、ess,Coordinate with product and service teams,28,Key process matrix example,Key matrix,Selling,Integrated selling strategy agreed Effective coordination between sales, product, channel and marketing Sales progress on time,29,Channels roles and responsibility,Selling,Inventory management,Leads genera

24、tion,Fulfillment,Channel data collection,Legend,Distributor/dealer,Manage client relationship Obtain leads through SI/ISV Industry specific marketing activities,Manage client relationship Generate leads with together with Legend,SI/ISV,Develop sales pitch Develop sales proposal Coordinate with IT de

25、partment Help SI/ISV develop hardware requirements,Identify leads Share leads with Legend,Develop customer tailored integration plan Order products from Legend,Develop customer required hardware plan,Coordinate channel and manufacturing to ensure on time delivery,Inventory management,Inventory manag

26、ement,Coordinate channel fulfillment process,Prepaid pricing Collect payment On time delivery,Victor Page,Prepaid pricing Collect payment On time delivery,Proactively collect information from channels Directly control customer information,Customer information collection,Customer information collecti

27、on,30,Large Account Management (4/5),Monitoring,Level II:,Regular account reviews to review prioritization and insure goals can be met Executive visit program in pace to ensure high share of mind Customer data is collected, stored centrally, and used to update account plans,Conduct account contribut

28、ion analysis,Conduct regular account review,Executive visit,account contribution database,Track customer purchase data,Revised Priority account list,31,Key process matrix example,Key matrix,Monitoring,Regular account review conducted account purchasing data and collected and analyzed Revised account

29、 list and resource allocation based on contribution,32,Level 3 account review process,Account,Contribution meet target,Dedicated team,NO,Yes,Potential is high,Strategic value for other account,No,Yes,Yes,33,Monitoring: revise the priority list,Current margincontribution,Potential margin contribution

30、,Low,High,Low,High,Grow,Remove from list,Cultivate,Milk,Deprioritize,34,Account classification should be a regular process (industry practices),Account classification is an annual process to assign accounts to specific teams Account value and behavior may change over time Legends positioning may cha

31、nge over time The mode to handle account will change over time Its a negotiation process between different departments Transfer account to to most appropriate teams Sales teams are evaluated against the sales target of its account composition, not by a specific account Sales target adjusted accordin

32、g to account mix change,35,Large Account Management (5/5),Expanding,Level II:,Frequent discussions with customers on levels of satisfaction and barriers to expanding the relationship Concrete plans in place to remove the barriers,Develop concrete barrier removal plans,Track account satisfaction,Iden

33、tify barriers of expanding relationship,Implement barrier removal plans,36,Key process matrix example,Key matrix,Expanding,Regular discussion with account on expanding relationship Barriers of expanding account relationship identified and agreed Concrete plans to remove these barriers developed and

34、agreed,37,Barrier of expanding: PICC example,PC,Notebook,PC Servers,Unix servers,Solution,Service,What have prevented you from buying or buying more from Legend,38,Barrier of expanding: penetration plan development (PICC example),Large account department,Strategic marketing,Business unit,Industry de

35、partment,39,Large account key business metrics,Impact on EBIT,Impact on revenue,Impact on cost,SOW Gain,Product mix,Product,Marketing,Share of wallet gains from existing account or share of wallet breakthrough in new account,Selling more higher end product into account,Pricing,Price premium,Sales,In

36、creased R assign lead buyers; define strategies; estimate savings and execute strategies Consolidate supply base based on specific material strategies Plan and execute major supplier partnership initiatives and assign cross functional team based on material strategies Work with product design to red

37、uce component complexity Fix procurement internal and external data collection system; define appropriate IT components Establish complete and standard database Complete procurement org. structure design and resource plan Evaluate current procurement team capabilities and recruit qualified professio

38、nals Build a procurement knowledge management process,Procurement initiatives,Organization initiatives,Cross function initiatives,System initiatives,44,Project timeline/resource allocations,100%,60%,40%,20%,0%,2,4,Months,Evaluate current procurement team capabilities and recruit qualified profession

39、als,6,Complete strategic procurement org. structure and resource plan,80%,Categorize major materials; assign lead buyers; define strategies and estimate savings,Fix procurement internal and external data collection system; define appropriate IT components,Establish complete and standard database,Bui

40、ld a procurement knowledge management process,Consolidate supply base based on specific material strategies,Plan and execute major supplier partnership initiatives and assign cross functional team based on material strategies,Work with product design to reduce component complexity,Execution of other

41、 procurement strategies for major materials,45,Deliverables,Assigned buyer for each strategic material A complete strategy for each strategic material, specific initiatives to achieving the goal and estimated saving potential A clear target of key parameters of future database structure and collecti

42、on process Procurement knowledge mgmt architecture defined,Complete supplier consolidation plan Initial plan of component complexity reduction defined and agreed internally Supplier partnership opportunities identified and responsibilities assigned Internal and external data collection and database

43、structure established; Starting data collection Knowledge mgmt system established,Completion of other major material strategies Major initiatives for component complexity reduction finished Major supplier partnership initiatives planned and benefits identified Internal and external data collected an

44、d database filled Major recruiting efforts completed,Month 2,Month 4,Month 6,46,Detailed implementation schedule (1),Start,Month 2,Month 4,Month 6,Major activities,Complete procurement org. structure design and resource plan Categorize major materials; assign lead buyers; define strategies; estimate

45、 savings and execute strategies Select major materials Assign buyer responsibilities Conduct detailed material supply/demand analysis Formulate final material strategies Define major initiatives with each major supplier Consolidate supply base based on specific material strategies Group materials ba

46、sed on “commonality” of supplier capabilities Conduct volume/price analysis for major materials Define key consolidation targets in accordance with the specific material strategy Supplier negotiation to get volume benefits,47,Detailed implementation schedule (2),Major activities,Plan and execute maj

47、or supplier partnership initiatives and assign cross functional team based on material strategies Define immediate partnership candidates (sole supplier, etc.) Brainstorm with suppliers of major partnership opportunities and assign cross functional team Design major initiatives Define other partners

48、hip candidates based on specific material strategies Brainstorm with suppliers of major partnership opportunities and assign cross functional team Design major initiatives Initiatives follow-ups Work with product design to reduce component complexity Identify current high complexity components Devel

49、op consolidation options Market tests with consolidated components and evaluate customer feedback Update specifications based on satisfactory results,Start,Month 2,Month 4,Month 6,48,Detailed implementation schedule (3),Major activities,Fix procurement internal and external data collection system; d

50、efine appropriate IT components Establish team and assign resources Define key internal and external data parameters Design/agree on collection process and key IT components Follow up specific initiatives Establish complete and standard database Data filling and system testing Evaluate current procu

51、rement team capabilities and recruit qualified professionals Internal capability measurements Design external hiring criteria and sources Roll out recruiting initiatives Build a procurement knowledge management process Define key system components (IT, content) Resource allocation Follow up specific

52、 initiatives,Start,Month 2,Month 4,Month 6,49,Implementation plan (example),Gather customer prospects Rank and prioritize Prelim. discussion Formulate workplan obstacles actions Begin personal visits Initial Follow-ups Initial orders Account monitoring Expansion,50,Backup支持,51,Targeting: level III p

53、rocess develop acquisition plan,Large account department,Product team,Strategic marketing,Customer service,Segment needs and behavior and trends,Estimate service cost,Estimate expected account revenue,Estimate product cost,Channel team,Estimate account value,Account profile database,Estimate Legend

54、competitive position,Supply product mix,Collect channel feedback,Collect account service data,Product quality/performance,Collect competitor information,Collect competitor information in segment,Estimate channel cost,Estimate account profit,Compare with profit target,Priority account list,Estimate L

55、egend cost to serve,52,Identify large account: criteria,Account value,Acquiring,Selling,Monitoring,Example,53,Account classification principles,An account is defined as those who can make independent purchasing decisions on the product categories Legend supplies Branch of verticals are not treated a

56、s a one account unless their decision on Legends product categories is completely independent Account value or potential value should be tailored to Legend current or near term product mix PC, Notebook, PC servers, and peripherals are counted as account value or potential value Purchasing behavior i

57、s the decision making pattern on Legends product categories Centralized: single decision making units, only need one account interface Decentralized: multiple decision making units, need multiple account interface Competitive positioning is Legends current and potential share of account wallet in re

58、lationship to competitor on Legends current product categories,54,Account potential (PICC example),X,Total IT spend,% Legend addressable,=,Account value/potential,US$70M,35% PC IA server Notebook Peripherals,X,% addressable market not tied to competitor,95%,$9.3M,X,Account value/potential,Current sh

59、are by product,=,Share of wallet,PC IA server Notebook Peripherals,$9.3M PC IA server Notebook Peripherals,Xx%,55,Account economics,Account value,Cost to serve,Huge purchasing volume, product mix towards higher end such as servers Centralized purchasing, with single decision making unit,Once get into the approve vendor list, only needs to deal with a single decision maki