McKinsey：利用大客户管理获取市场机会.ppt

Using Key Account Management to Capture Market Opportunities Client discussion/LOP on multi-level sales improvement program (SSP/sales performance, cross-selling and coordination, solutions and vertical packaging) SALES CHANNEL PRACTICE JOHN ABELE-CL, MIKE LONGMAN-CL INTRODUCTION TODAY’S DISCUSSION TODAY’S DISCUSSION SUMMARY PERSPECTIVES (note: KAM in this example is one part of the larger multi-level sales improvement program) IMPACT FROM SALES IMPROVEMENT IS SIGNIFICANT ROUGH ESTIMATE OF THE TOTAL SALES IMPROVEMENT OPPORTUNITY FOR YOUR COMPANY (disguised example) BASIC BELIEFS ABOUT KEY ACCOUNT MANAGEMENT KEY ACCOUNT MANAGEMENT IS INCREASINGLY PART OF THE SALES APPROACH MANY COMPANIES HAVE FAILED IN UNDERTAKING KAM PROGRAMS SUCCESS BEGINS WITH A DEEP UNDERSTANDING OF CUSTOMERS AND YOUR VALUE PROPOSITION NATURE OF THE OPPORTUNITY AVAILABLE FROM COORDINATED ACCOUNT APPROACH CHOICE OF SALES AND CHANNEL STRATEGY CLIENT EXAMPLE: OVERLAY ACCOUNT MANAGEMENT TO CAPTURE SOLUTIONS OPPORTUNITY REVISED CLIENT SALES ORGANIZATION USING LEAD UNITS FOR KEY ACCOUNT MANAGEMENT FOR CROSS-SELLING AND LEAD SHARING APPROPRIATE GTM/KEY ACCOUNT APPROACH A FUNCTION OF NATURE AND SCOPE OF OPPORTUNITY KEY CONSIDERATIONS IN CREATING TRUE ACCOUNT MANAGEMENT TODAY’S DISCUSSION OVERVIEW OF SUGGESTED APPROACH FOR KAM ENGAGEMENT PHASE 1 DETAIL: OPPORTUNITY ASSESSMENT PHASE CUSTOMER SEGMENTATION BASED ON ATTRACTIVENESS PRIORITIZING CUSTOMER SETS BY NATURE OF OPPORTUNITY Opportunity attractiveness PHASE 2 DETAIL: EXECUTION WITH TARGET CUSTOMER SETS ACCOUNT LEVEL FACT BASE TEMPLATE ACCOUNT PLANNING SUMMARY CUSTOMER X PHASE 3 DETAIL: LAUNCH ORGANIZATION OF THE FUTURE NOKIA SALES ORGANIZATION AND MECHANISMS TRANSITION CHALLENGES NEED TO BE CAREFULLY MANAGED PROPOSED PROJECT ORGANIZATION AND RESOURCES TODAY’S DISCUSSION McKINSEY’S VIEW OF REQUIRED QUALIFICATIONS McKINSEY MARKETING PRACTICE SERVICE LINES SIGNIFICANT B2B SALES AND CHANNEL STUDY EXPERIENCE BREADTH OF INDUSTRY AND CUSTOMER KNOWLED