重点客户管理（KAM）流程手册.pptVIP

Key Account Management (KAM) Why key account management The origins of key account management Key relationship development The buyer perspective Defining and selecting key accounts Key account analysis Planning for key accounts and measuring profitability Organizing for key account management The key account manager Processes for implementing key account management Relationship development processes Before proceeding Rate your response to each question on a scale from 1 to 10 (1 = not very well, 10 = very well). Keep a record of each individual and the total score. 1.Why Key Account Management A discussion of change drivers in the business environment Rapid change Process refinement Market maturity Customer power Globalization The increasing complexity of key account relationships Responding to rapid change Symptoms Challenge Compressed time horizons Ability to exploit markets more rapidly Time-based competition Process excellence and flexibility Shorter product life cycles More effective new product development Shorter technology life cycles More investment in skills and understanding of applications of technology Transient customer preferences Flexibility in approach to markets, accuracy in demand forecasting, and optimization in price setting Increasingly diverse business arena Culture sensitivity Refining the process Symptoms Challenge Move to flexible manufacturing and Project orientation to deal with control systems micro-segmentation Materials substitution Means to shift from single transaction focus to the forging of long-term relationships Developments in technology (such More investment in skills to realize as microelectronics and robotics) potential of technological innovations Concentration on core business Embrace opportunities for supplies to run non-core aspects of customer’s