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1、重点客户管理重点客户管理Ellie LiuEllie LiuEllie LiuEllie Liu第一章第一章:介绍介绍第二章第二章:经济及零售环境变化经济及零售环境变化第三章第三章:零售商观点零售商观点第四章第四章:供应链供应链第五章第五章:品类管理品类管理 第六章第六章:客户策略客户策略 第七章第七章:生意及促销计划生意及促销计划 第八章第八章:总结及活动总结及活动 内容内容路径图零售商观点零售商观点高露洁观点高露洁观点象管理生象管理生意一样管意一样管理客户理客户信息收集信息收集客户策略客户策略生意及促销生意及促销计划计划供应商供应商渠道渠道零售环境零售环境经济环境经济环境影响图l经济状况l
2、政治压力l消费者压力l竞争压力l全球化l信息技术驱动环境变化的力量渠道回应渠道回应销量战销量战价格战合并全球化有效的驱动有效的驱动集中制有效的消费者反馈信息技术的发展销售额驱动销售额驱动品类管理重点于消费者将渠道转化至零售生意途径的改变 由由l销量重点l品牌重点l渠道重点l分散型l对手型l供应商只是金钱的来源l勉强的分享信息 至至l利润重点l品类重点l消费者重点l集中型l合作的l信息开放l供应商作为品类专家意见的资源生意途径的改变从 到以数量为中心 以利益为中心以品牌为中心 以品类为中心以渠道为中心 以消费者为中心分散的 集中的敌对的 协作的供应商只是资金 资讯开放来源的一种勉强资讯共享 供应
3、商提供品类鉴定，供应商是品类管理专家 零售商的观点:目标l财务的l运作的l竞争的财务驱动l现金的产生/现金流的管理l收益率衡量 投资回报 利润贡献运作驱动 l后勤l排列/分类l库存水平及周转竞争驱动 l价格l市场及形象3个零售定价哲学 l每日低价l高/低价l“Hybrid” 一种混合每日低价及高/低价的定价市场及形象 l物理的品质l客户服务l促销工具l陈列的品质l广告竞争驱动 价格价格l每日低价l高/低lHybrid 混合每日低价及高/低价 市场及形象市场及形象l物理的品质l客户服务l促销工具l陈列的品质l广告供应链l供应链是指整个从最初的原材料或数据需求到最后到达最终用户的需要满足产品或服务
4、的需求的业务活动。 传统的推动式供应链市场市场销售销售计划计划/采购采购/后勤后勤生产生产仓储及分销仓储及分销零售商零售商原材料供应原材料供应现代拉动的供应链市场市场销售销售计划计划/采购采购/后勤后勤原材料采购原材料采购生产生产仓库仓库/分销分销零售商零售商传统的与整合的供应链比较库存补货库存库存类型传统的整合的多层次的 少层次 根据销售 直接的由各部门计划交叉计划成品步骤中 品类管理lCategory management is an objective,added value approach to the mutual development of category sales and
5、 profit using unique category expertise and focus.l品类管理是一个目标,是品类销售及运用独一的品类管理专家及中心的相互发展增值的途径Category ManagementObjectivesl发展一个品类管理的理念l理解在品类管理和供应链管理之间的连接l与客户利用这两种机会去发展一个品类管理的途径从买手到品类经理 买手买手l通过购买及促销获取最大的利润.l有限的权力及l仓库没有管理l通过架构工作 品类经理品类经理l建立品类共享l更宽广的权力在品类及品牌,谈判年度协议.l每日扫描信息了解并进行老到的分析 l财务,市场,及营运的经验,并接受大学的教
6、育.传统的客户途径高露洁管理层研发部 市场部 销售部 财务部客户服务部 理货重点客户经理重点客户经理客户买手客户买手分销 零售 营运 财务客户管理层重点客户经理通过买手联络重点客户的角色只是促销的执行重点客户经理希望满足客户的需求买手考核计划是与其未表明的需求竞争性的得失谈判非常细节品类经理客户途径计划是更广泛及长期的合作重点客户经理对申明的需求进行工作品类经理与重点客户经理通过利润及销量与营运的有效性一起工作以达到品类增长的目的.多功能的资源被利用.高露洁管理层客户管理层客户服务店内陈列渠道推广财务分销零售营运广告财务重点客户经理重点客户经理/买手买手/品类经理品类经理品类管理生意步骤品类定
7、义品类定义品类角色品类角色品类的评估品类的评估品类表现的衡量品类表现的衡量品类策略品类策略品类战术品类战术执行计划执行计划品品类类回回顾顾品类管理成熟阶段品类管理理念品类管理理念1 目前目前 2 将要将要3 合作伙伴合作伙伴世界级别世界级别能力范围能力范围分类促销策略基础架构新产品介绍品类的首领是l一个供应商,通过高级的客观的品类理解,于客户发展独一无二的合作的关系,这种关系的特点是品类所有权的分享及一个开放共享的零售数据.l同时也要从消费者的观点去看待客户策略的定义l客户的策略是指对高露洁资源(时间,人员,资金)优先区域的分配去达到高露洁及客户共同的数量及商业目标.这个目标是与总体的生意是一
8、致的,同时也要考虑到消费者的观点.客户发展策略l第一步 收集相关的信息l第二步 定义客户的策略l第三步 宏观的投资分析l第四步 合作关系分析l第五步 高露洁在客户中的现状分析l第六步 设定目标及起草客户策略客户策略发展工具信息收集单信息收集单2. 客户客户分析分析3.宏观投宏观投资分析资分析4.关系关系分析分析5.在客户在客户的分析中的分析中6. 客户策略模版客户策略模版客户信息清单l概况l理念l客户普查数据l客户表现l市场l架构l政策及步骤SWOT 分析: 强势,弱势,机遇,威胁l内部环境的强势及弱势l外部环境的机遇与威胁财务,技术,位置,后勤,市场,沟通,人员l扩张,合并,发展,竞争,技术
9、发展宏观投资分析成成长长空空间间增长成本增长成本增长性投资增长性投资选择性投资选择性投资次要投资次要投资问题投资问题投资宏观投资分析增长成本由以下相加而成:l客户毛至净l服务成本l促销有效性服务成本l仓储/运输/操作成本l销售成本l客户特殊促销l信贷成本l管理成本促销有效性l执行l执行成本l结果宏观投资分析增长潜力l增长潜力是一种客户在市场分额的增长及高露洁在在客户中的发展.l由以下推断出:l零售商在渠道中的分额lCP在客户中的增长差距Growth Potential-Retailers Share of TradelHow does the growth in share of trade
10、for the account compare to that of other accounts in the subsidiary?lHow does the number of store openings for the account compare to that of other accounts in the subsidiary?Account Strategy Step 1: ObjectiveslGather the most information to use in developing Colgates strategy for the accountlIdenti
11、fy the benefits of having comprehensive account information Relationship GridG Gr ro ow wt th h P Po ot te en nt ti ia al lCo-operationCo-operationTransition AccountsTransition AccountsAlliance AccountAlliance AccountHarvest AccountHarvest AccountConsultative AccountsConsultative AccountsBusiness an
12、d Promotional Planning Process0.0.Alignment Check: Brand and Account ObjectivesAlignment Check: Brand and Account Objectives1.1.Identify Baseline SalesIdentify Baseline Sales2.2.Identify Gap between Baseline Sales and objectiveIdentify Gap between Baseline Sales and objective3. 3. Factor in Marketin
13、g Driven Activities-Adjust GapFactor in Marketing Driven Activities-Adjust Gap4. 4. Factor in Account Driven Activities-Adjust GapFactor in Account Driven Activities-Adjust Gap5. 5. Factor in Promotional PlanFactor in Promotional Plan6.6.Monitor and Evaluate versus ObjectivesMonitor and Evaluate ver
14、sus ObjectivesAlliance AccountHigh co-operation,high growth potentialHigh co-operation,high growth potentiallCo-develop goals/objectiveslTarget as lead supplier or category captainlSupply chain optimization projectsTransition AccountsLow co-operation,high growth potentialLow co-operation,high growth
15、 potentiallDevelop top-to top interactionslConduct pilot projects rather than fully dedicated team supportlClarify paybacks before commencing any joint activityHarvest AccountsLow co-operation,Low growth potentialLow co-operation,Low growth potentiallInvest minimallylEnsure compliance to performance
16、 requirementsConsultative AccountsHigh co-operation,Low growth potentialHigh co-operation,Low growth potentiallCo-develop goals/objectiveslTarget for Category ManagementlAssess opportunities for Supply Chain initiatives (only if resources allow)Relationship GridG Gr ro ow wt th h P Po ot te en nt ti
17、 ia al lCo-operationCo-operationTransition AccountsTransition AccountsAlliance AccountAlliance AccountHarvest AccountHarvest AccountConsultative AccountsConsultative AccountsCo-develop goals/objectivesTarget as lead supplier or category captainSupply chain optimization projectsMinimally Invest mentE
18、nsure compliance to performance requirementsTop-to top interactions“pilot” projects -Assortment-Supply ChainClarify PaybacksCo-develop goals/objectivesTarget for Category ManagementAssess opportunities for Supply Chain initiatives ( if resources allow)Cost to ServelWarehousing/Shipping/handing costs
19、lSelling expenseslCustomer specific advertisinglCost of creditlAdministration costsDefinition of Business PlanninglBusiness planing is the process by which Colgate generates plans, managers implementation of and evaluates actual performance to set,monitor and budgetted sales and profits.SalesTimeObj
20、ectiveAccountMarketingbaselineThe KAMs Role in Promotion PlanninglA Key account Manager must be able to:lRationalise the purpose of each eventlSet the objectives for each eventlEvaluate the performance of each against the event objectivelEvaluate the cumulative impact of the promotion programme agai
21、nst full year objectives for the accountlUnderstand options if there is a shortfall against required numberPromotion Evaluation: The Key to SuccesslPre evaluation -Use knowledge of the past to predict the outcome of a future promotionlPost evaluation -Compare promotion actuals Vs.plans and use learn
22、ings for future promotionsPre EvaluationlLook a pass(similar)PromotionlDetermine estimated sales quantities for future promotionsPost EvaluationlEach time an event occurs, evaluate: - The effect it had on sales quantities - The effect it had on profitslAlso consider - Circumstances under which the e
23、vent took place - The Type of event:end of aisle,leaflet Business and Promotional Planning Process0.0.Alignment Check: Brand and Account ObjectivesAlignment Check: Brand and Account Objectives1.1.Identify Baseline SalesIdentify Baseline Sales2.2.Identify Gap between Baseline Sales and objectiveIdent
24、ify Gap between Baseline Sales and objective3. 3. Factor in Marketing Driven Activities-Adjust GapFactor in Marketing Driven Activities-Adjust Gap4. 4. Factor in Account Driven Activities-Adjust GapFactor in Account Driven Activities-Adjust Gap5. 5. Factor in Promotional PlanFactor in Promotional Plan6.6.Monitor and Evaluate versus ObjectivesMonitor and Evaluate versus ObjectivesBusiness and Promotional PlanningTemplatelA tool to: - Map out activities - Predict impact - Monitor and evaluate progress Business and Promotional PlanningTemplate
