重点客户有关流程分析报告.pptxVIP

Unilever HPC重点客户有关流程议 程 / Agenda新结构及相关工作职责 -------------------------- James New Structure Job Responsibilities促销计划及执行流程 ----------------------------- Eva Promotion Planning Execution ProcessPWP流程 PWP Process ------------------------- Steven折价促销价格维护 Price-off Promotion活动费用申请 Activity Fee Application公开贸易条款费用申请 Open Term Fee Application费用报销流程 Claim Process ------------------- Steven订单流程 Order Process ----------------------- Vincent发票及对帐流程 Invoice Process --------------- Vincent应收帐款对帐单流程 ---------------------------- Steven AR Statement Confirmation ProcessUnilever HPC重点客户组织架构Unilever HPC重点客户客户队伍表Roles Responsibilities工作职责General Sales Manager - Key Customer 销售总经理 - 重点客户Develop, coordinate and implement channel specific strategies 发展、协调和执行通路销售策略Key Customer Manager 重点客户经理Develop, coordinate and implement customer specific strategies and operational activities for responsible customers 发展、协调和执行客户销售策略以开拓所负责客户的业务Roles Responsibilities工作职责Shelf Space Merchandising Manager 空间陈列管理 - 经理Develop category and space management projects with the selected customers; and conduct scan data analysis study 与特定客户合作发展品类及空间管理项目，并提供扫描数据分析Assistant Sales Admin Manager - Key Customer 销售行政副经理 - 重点客户KC business process management, and look after all the KC sales administration and commercial issue (include sales data management) 管理重点客户部门内部流程，并负责重点客户销售行政及商务事宜(包括销售数据管理)Sales Force Merging Status销售队伍合并现状Sales Force + Merchandisers + Skin Promoters Merge 销售队伍 + 陈列理货员 + 护肤品小姐合并South West : Effective from 1st Nov 2001 南区和西区：从2001年11月1日起合并East North : Effective from 1st Dec 2001 东区行北区：从2001年12月1日起合并Merchandisers + Skin Promoters Management 陈列理货员 + 护肤品小姐管理Communication to the GT regions, to be done by RKAM before Nov 2001 由重点客户区域经理负责在2001年11月前与原传统通路地区沟通移交事宜Sales Force Merging Status销售队伍合并现状KA USS Traveling Expenses on KA budget till 31/12 2001 重点客户销售主任差旅费在2001年12月31日前仍属重点客户费用预算KA USS Performance Appraisal for 2001 to be done and measured by RKAM 重点客户销售主任2001年个人绩效将仍由重点客户区域经理进行评估New Customer Bas