利用大客户管理获取市场机会全英文(编辑修改稿)

利用大客户管理获取市场机会全英文(编辑修改稿)内容摘要：

ales • Complicated, customerspecific pricing as profit margins vary widely between BUs Skill sets for account managers • Hired as industry experts • Solid senior client relations • Crossfunctional training is manageable because they are supported by specialists and consultants Micro electronics • Drives client relationship and has deep industry expertise • Coordinates specialists and consultants • Used for deep product expertise for solution sales • Responsible for direct sales to single product customers • Develop industryspecific solutions • Customize the solutions for specific client needs Solutions customers Sales Sales Sales Sales Key characteristics REVISED CLIENT SALES ORGANIZATION CLE_PE1188_012902_Abele_v4 15 USING LEAD UNITS FOR KEY ACCOUNT MANAGEMENT FOR CROSSSELLING AND LEAD SHARING Company Challenge • 400 potential accounts narrowed to 50 based on size of opportunity and ease of account access/peration, then focused on 15 of most interest to BU leaders • Created fulltime executive level position at corporate center to manage and rollout program • Made salesperson with the strongest relationship in account the point person for KAM activities – did not create new position • Established guidelines for incentives, metrics, reporting structure, roles and governance Actions taken Impact • Global multibusiness unit technology/industrial manufacturer • Six billion dollar BU’s that make products that could be sold into the same end market • Before KAM virtually no crossbusiness unit collaboration • Buyers for different products often not the same • Sales force perceived risk of opening account as far outweighing any potential sales incentive • Identified opportunities to capture $34 billion incremental sales within 3 years • Began closing deals within 6 months, after initial “rampup and rollout” period • Closed 9 major crossbusiness unit deals within first year • Opportunities captured to date have been 100% incremental sales CLE_PE1188_012902_Abele_v4 16 • Market oriented BU with plete pamp。 l authority • Common frontend sales force across all/most product groups • Overlay account management group with signing authority • Overlay account management groups without many decision rights • Assignment of lead unit for multiunit accounts • Coordinating processes and incentives for independent units • Traditional sales representatives and distributors APPROPRIATE GTM/KEY ACCOUNT APPROACH A FUNCTION OF NATURE AND SCOPE OF OPPORTUNITY Potential gotomarket approach Typical scope of KAM efforts Info exchange/ cost reduction Qualification/ onetime action Crosssell / referral Coordinated account strategy Unique technical solutions Turnkey solutions Likely “overkill” • Costing more than benefits created • Possibly reducing effectiveness of ponentonly sale Likely insufficient to acplish objectives Realistic options Nature of Opportunity        CLE_PE1188_012902_Abele_v4 17 KEY CONSIDERATIONS IN CREATING TRUE ACCOUNT MANAGEMENT Losers •All key accounts alike。 “BandAid” organizational changes • Big accounts get most attention • Sales/margin for transaction • Judgmentbased decisions • Shortterm account planning。 reacting to opportunities • Relationshipdriven model • Leveraging sales •Relying on negotiation skills to extract value • Minimal market feedback。 oneway sales cycle Winners • Tailored delivery systems •“Highest priority” to accounts with growth potential • Lifetime profitability/market value • Factbased decisions • Longerterm account strategies。 identifying and developing opportunities • Value creation and partnership model • Leveraging organization •Relying on understanding of joint economics to optimize value • Customer and field feedback loops feed an ongoing process CLE_PE1188_012902_Abele_v4 18 TODAY’S DISCUSSION Overview of key account management • Perspectives on the opportunity • Basic beliefs and approach • Selected examples Discuss a suggested approach for your pany • Diagnosing the opportunity • Building the capabilities and capturing nearterm value • Designing the organization • Resource requirements Highlight McKinsey qualifications • Firm experience and resources • Understanding of your pany Field questions and discuss next steps CLE_PE1188_012902_Abele_v4 19 Phase 2 ~3 months (varies by program) Phase 3 Launch the organization of the future Execution with target customer sets 8 weeks OVERVIEW OF SUGGESTED APPROACH FOR KAM ENGAGEMENT Phase 1 Timing 6 weeks Activities Scope Build the customer knowledge base Opportunity assessment and program design • Begin to build the market / customer knowledge base • Understand segment and customer opportunities • Evaluate capability and change readiness • Choose customer sets and design execution phase • Develop the accountlevel fact base • Execute key account management pilots – Assign role and responsibilities – Engage in pilot account planning – Develop tactical action plans • Execute initial account actions, evaluate and refine plans • Initiate longer term account action items •Complete and “go live” with customer knowledge base • Outline scope and nature of remaining opportunity • Determine gotomarket / KAM structure • Clarify processes and supporting mechanisms • Begin fullscale implementation • Opportunities selected in Phase 1 – Solutions/verticalsbased (., oil and gas, utilities) – Crossselling focused (., multibu accounts in I。