重点客户管理培训(ppt)

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1、重点客户管理n介绍重点客户管理n客户简介及评估客户n了解客户组织及采购员n重点客户的策略n促销n在销售点陈列n与关键客户谈判n业务检讨会议Chapter1第一篇第一篇INTRODUCTION TOKEYACCOUNTMANAGEMENT介绍关键客户管理介绍关键客户管理TAKECALCULATEDRISK挑战可预测的风险挑战可预测的风险If you wait for the perfect momentWhen all is safe and assured,It may never arrived如果您要等待完美无瑕，一切都稳定和有把握的时刻，它可能永远都不会发生Maurice Chivali

2、er(1888-1976)n在中国卖场的发展趋势以及卖场的种类操作方式和特点？n卖场在中国今后的零售业态的定位和地位？n国际型卖场、国内卖场和地方连锁超市在今后发展的相互关系和定位？提出的问题n传统零售业n百货店n食品店n杂货店n夫妻店n现代零售业n食品超市 （华联）n生鲜食品超市（顶顶鲜）n大型综合超市（家乐福）n仓储式超市（麦德龙）n折扣店（百路）n便利店（罗森、可的）Key account management 关键客户管理关键客户管理零售业态的转变现代零售业与传统零售业的主要区别n行业划分设店与需求划分设店n分散经营与集中统一经营管理n采销合一与采销专业化分工n眼前利益与追求长期目标实

3、现Key account management 关键客户管理关键客户管理n中央采购制度的确立：采购权集中在连锁店总部n商品采购n商品导入、淘汰n价格制定n促销计划n优点1.采购与销售的专业化分工，提高连锁店整体劳动效率和销售业绩。2.集中议价、价格形象一致。3.有效控制整体利益。4.易于规划整体营销活动。5.易取得商品经销权和代理权。Key account management 关键客户管理关键客户管理现代零售业特点Key account management 关键客户管理关键客户管理The 80/20 principle The 80/20 principle 八十/二十原理Traditio

4、nally,people analyze the existing account based on the 80/20 principle惯例的，人们分析的客户都是根据80/20原理。- 80%of sales come from 20%of accounts, the remainder 80%of account are contributing 20%of sales only.-百分之八十的销量来自百分之二十的客户，剩余的百分之八十的客户仅提供百分之二十的销量而已。- When we analyze profitability,these numbers may even more

5、skewed.-当我们分析利润时，这些数字可能更不相称。Volume销量Customer客户80%20%80%20%Chapter 2第二篇第二篇ACCOUNT PROFILE & ACCOUNT ASSESSING客户简介及客户简介及评估客户评估客户Managing Talents 管理人才管理人才Of all the things that Ive done, the most vital is co-ordinating the talents of those who work for us and pointing them towards a certain goal在我所做的事情

6、中，最重要的就是协调那些为我们工作的人才以及指引他们朝向肯定的目标Walt Disney(1901-1966)关键客户档案关键客户档案客户名称地址关键职员/电话/传真集团架构网点资料200120022003（估计）店数面积销售额（RMB000）日用品%利润（RMB000）新店数总店数主要市场关键客户档案关键客户档案(续续)采购政策配货政策陈列政策货架尾货架堆头其他POP政策促销政策价格政策一般促销主要定位/战略关键客户档案关键客户档案(续续)200120022003总销量厨房用具销量%总销量苏泊尔销量%总厨房用具上架品种细节主力品种新产品促销情况折扣兑奖堆头关键客户档案关键客户档案(续续)强弱

7、苏泊尔竞品1竞品2销量占有率%陈列面占有率%陈列位置堆头品种主力品种POP促销力度比较价格理货员促销员送货服务扣点其他支持贸易条件贸易条件2000200120022003销售（RMB000）固定单价折扣%（RMB000）月底回扣%（RMB000）年底回扣%（RMB000）其他回扣/奖金%（RMB000）信用额度付款条件天数其他新店赞助（RMB000）店庆赞助（RMB000）上架赞助（RMB000）贸易条件贸易条件(续续)2000200120022003陈列费用货架费用（RMB000）堆头费用（RMB000）其他促销折扣苏泊尔%客户%次数费用（RMB000）费用%人员理货员（人）（RMB000）

8、促销员（人）（RMB000）KA profiles 关键客户简介关键客户简介Outlet record card 门店记录卡Internal Used 供内部使用Credit terms 信用期： daysCredit limit 信用额：$ .Discount structure 折扣： %Frequency of call 每月拜访次数： /mth.Trading history with US 跟我们来往贸易记录Year 年 Turnover销售额 Profit利润Best Visit Time 最佳拜访时间：Contact Person/s 联络人 Position职位Address

9、地址：Tel 电话：Fax 传真：Outlets Information 门店资料Supermarket floor space超市面积：Category length (1) 货架长度（一）：Category length (2) 货架长度（二）：Employees 员工人数FT： PT：Check out counters收银台数目：Fiscal year ended财政年度： Payment date 付款日期：Retail audit panel? 零售调查对象：Y/NMember card? 会员卡： Y/NScanning system?扫描系统： Y/NStore name 门店

10、名称：分析客户分析客户客户组合矩阵Dog 瘦狗类Contribute low volume提供低销量Company has low sales share公司占其总销量份额低Cash Cow 现金牛类Contribute low volume提供低销量Company has high sales share公司占其总销量份额高Question Mark 问题类Contribute high volume提供高销量Company has low sales share公司占其总销量份额低Star 明星类Contribute high volume提供高销量Company has high sal

11、es share公司占其总销量份额高High强 Low弱High强Low弱ATTRACTIENESS吸引力SUPPORTIVENESS 支持程度Same as Boston Consulting Grid波士顿咨波士顿咨询公司格式相询公司格式相同同Sales volume 销量Growth rate 成长率DSO 应收帐款天数Profitability 利润Market share 市场份额Example of Attractiveness 吸引力Analyzing an account 分析客户分析客户Attractiveness & supportiveness 吸引力和支持程度Merch

12、andising share 陈列率Activity share 活动率Product distribution 产品分销Inventory holding 库存天数Working relationship with buyer 与采购员工作关系Example of Supportiveness 支持程度例子Analyzing an account 分析客户分析客户Account evaluation 客户交易评估Poor 差劣Below Ave.中下Average中等Above Ave.中上Excellent 杰出10分Working relationship with buyer 与采购员

13、的工作关系25分Sku carried产品分销（规格）25分Activity share in % 活动率40分Merchandising share 陈列率60days天51-60days天41-50days天31-40days天30days天or20分DSO in days 应收帐款天数40分Growth rate in % 成长率40分Annuall turnover 与我们全年销量Poor 差劣差劣Below Ave.中下中下Average 中等中等Above Ave. 中上中上Excellent 杰出杰出weighted比重比重Criteria 评估项目评估项目Attractiven

14、ess吸引力Supportiveness支持程度1-20pts.分21-40pts.分41-60pts.分61-80pts.分81-100pts.分100pts.分Total for Supportiveness总支持程度计分1-20pts.分21-40pts.分41-60pts.分61-80pts.分81-100pts.分100pts.pts.分Total for Attractiveness总吸引力计分2 pts.分4 pts.分6 pts.分8 pts.分10 pts.分10 pts.分Working relationship with buyer与采购员的工作关系5 pts.分10 p

15、ts.分15 pts.分20 pts.分25 pts.分25 pts.分Sku carried产品分销（规格）5 pts.分10 pts.分15 pts.分20 pts.分25 pts.分25 pts.分Activity share in % 活动率8 pts.分16 pts.分24 pts.分32 pts.分40 pts.分40 pts.分Merchandising share in %陈列率4 pts.分8 pts.分12 pts.分16 pts.分20 pts.分20 pts.分DSO in days应收帐款天数8 pts.分16 pts.分24 pts.分32 pts.分40 pts.

16、分40 pts.分Growth rate in % 成长率8 pts.分16 pts.分24 pts.分32 pts.分40 pts.分40 pts.分Annual turnover with us与我们全年销量Poor 差劣差劣Below Ave.中下中下Average中等中等Above Ave.中上中上Excellent 杰出杰出Weighted 比重比重Criteria 评估项目评估项目Analyzing an account 分析客户分析客户Account scoring 评估计分Exercise (Worksheet) 作业（练习）Account evaluation 客户交易评估K

17、indly work out the accounts scoring on the following evaluation form.请在下列评估表内算出各别客户的计分。Average中等中等Above Ave.中上中上Excellent杰出杰出DCBBCDAScoring 计分计分Poor差劣17skiu20%12%15days天15%480kB. Av中下12sku25%15%52days天-4%310kA.Av中上18sku38%20%35days天8%600kAExc. 杰出21sku50%24%45days天4%250kA./c.Achd.客户完成客户完成1-20分21-40分4

18、1-60分61-80分81-100分100 pts.分Total Supportiveness总支持程度计分100 pts.分Total Attractiveness总吸引力计分Poor 差劣Below Ave,中下Average 中等Above Ave.中上Excellent杰出15 pts.分Working relationship with buyer与采购员的工作关系25 pts.分Sku carried产品分销（规格）30 pts.分Activity share in %活动率30 pts.分Merchandising share in % 陈列率60days天51-60days天4

19、1-50days天31-40days天30days天or20 pts.分DSO in days应收帐款天数40 pts.分Growth rate in %成长率40 pts.分Annual turnover with us与我们全年销量Poor差劣差劣Below Ave.中下中下Weighted比重比重Evaluation Criteria评估项目评估项目Remark 注：K denotes 代表000Exercise (Worksheet)作业（练习）Account portfolio matrix 客户组合矩阵Kindly copy the answers from last page i

20、nto the left hand column then allocate them accordingly into the right hand matrix.请把上页的计分填在下方左边的空格里，然后画归在右边的矩阵 。Supportiveness支持程度Attractiveness 吸引力DCBAAccounts 客户客户Scoring 计分计分100100Analysing an account分析客户分析客户Account portfolio客户组合Dog 瘦狗类瘦狗类Accounts are unattractive since they offer low opportunit

21、y and we have weak position.由于机会少及公司地位不佳，所以客户变得没什么吸引力nProvide minimum sales calls 提供最低限度的拜访nImprove relationship if possible 在可能情况之下改善关系nSustain Companys presence if possible 在可能情况之下继续保持公司的存在性Cash Cow 现金牛类现金牛类Accounts are somewhat attractive since we have strong position, but future opportunity is l

22、imited.客户有几分吸引力因为我们占有很强的地位，但对于将来的商业机会非常有限。nProvide moderate level of sales calls 提供适度的拜访nMaintain relationship 保持良好关系nMaintain company status or try to stimulate volume/growth维持公司地位或尝试刺激销量/成长率Question Mark 问题类问题类Accounts are potentially attractive since they offer high opportunity, but we have weak

23、position.客户具有吸引力的潜能并提供许多商业机会，但公司的地位很弱nProvide high level of sales calls 提供高质量 拜访nShould improve relationship 应该改善关系nStrive for supportiveness 努力争取对公司的支持Star 明星类明星类Accounts are very attractive since they offer high opportunity and we have strong position.客户很有吸引力，因为它能提供很多商业机会以及公司的地位很强nProvide high lev

24、el of sales calls 提供高质量的拜访nMaintain relationship 保持良好关系nMaintain company status 维持公司地位Exercise (worksheet)作业（练习）Account attractiveness and supportiveness客户的吸引力和支持程度Kindly prepare the attractiveness and supportiveness factors and set weighted points for each criterion. You may not necessary to fill a

25、ll the columns but each of the total must sum up to 100% 请准备客户吸引力和支持程度的因素并放上比重。您未必需要填完所有格子但每个总数加起来必须等于100%。100%Total总数Weighted比重比重Attractiveness 吸引力吸引力100%Total总数Weighted比重比重Supportiveness 吸引力吸引力Exercise (Case study) 作业（练习）Performance record with 4 chain stores in 1998 .一九九八年度四个主要连锁店的交易记录Study the s

26、ituation care fully and conduct account evaluation.请仔细研究下列局面，然后作出客户交易评估。3528123523Our sku carried 售卖我们的规格N/A15070280300Total sku carried by the category 整个产品种类中所售卖的规格13%19%8%17%15%1998 Promotional expenses 1998促销费用5840707060DSO in days 应收帐款天数8.5%Newly opened新开5%10%-2%1998 Annual sales growth 1998年成长

27、率6042418Expected new outlets opening in next 24 months 预料在两年内所开设的新店800270635No. of Hypermarkets, Supermarkets&Convenience stores 门店数量，包括在卖场，超市，便利店50，0001，1001，6002，4004，200Annual sales with us 与我们全年交易（￥000）Total Co.公司总数公司总数AccountD 客户客户AccountC 客户客户AccountB 客户客户AccountA 客户客户continue Exercise 继续作业N/A

28、Hot-tempered, impatient脾气爆燥Pride 骄傲Treating us very friendly 对我们非常友善Nice to every body 对全部人都一样好Characteristic of buyer采购员的性格40%50%0%38%24%Our activity share我们的活动率N/A5003020Our activity points我们的活动点N/A10028085Total activity points 全店活动点32%24%17%36%24%Our merchandising share我们的陈列率N/A120128648Our merch

29、andising points我们的陈列点N/A50072240200Total merchandising points全店陈列点Total Co.公司总数公司总数AccountD 客户客户AccountC 客户客户Account B 客户客户AccountA 客户客户N/A denotes information not availableN/A表示得不到适当的资料continue Exercise 继续作业Account evaluation 客户交易评估Based on the last 2 pages information, kindly select the criteria,

30、set weight and work out the scoring for each chain store.根据上两页得资料，请选择适当的评估项目，加上比重，然后作出评估。DCBA100分Total Supportiveness总支持程度计分100pts.分Total Attractiveness总吸引力计分Scoring 计分Poor差劣Below Ave.中下Average中等Above Ave.中上Excellent杰出Weighted比重Evaluation Criteria 评估项目continue Exercise 继续作业Define the matrix type of

31、each account and state your improvement plan.请确定各客户的矩阵类型及解释您的改进计划。Improvement Plan/s改进计划Type类型：Account A Account A 客户客户Improvement Plan/s改进计划Type类：Account B Account B 客户客户Improvement Plan/s改进计划Type类：C C 客户客户Improvement Plan/s改进计划Type类：D D 客户客户Chapter 3第三篇第三篇KEY ACCOUNT ORGANIZATION& KNOWINGTHE BUYER

32、 了解客户组织及采购员了解客户组织及采购员BUILDINGFRIENDSHIPS建立友谊建立友谊You can make more friends in two months by becoming interested in other people than you canIn two years by trying to get people interested in you.如果您能关心别人，您在两个月内认识的朋友比让别人在两年内关心你还来得多。Dale Camegie(1888-1955)Key account management 关键客户管理关键客户管理Buyer and se

33、ller relationship 供应商与零售商的关系TRADITION RELATIONSHIP传统式关系PARTNERSHIP伙伴式关系Product Flow商品供应Marketing市场部Warehouse&Logistics仓库及后勤部Finance财务部Admin.&Operations行政及运营部Finance财务部Seller销售员Buyer采购员A&P广告及促销部Logistics &Distribution后勤及配送部Store Operations门店运营部Value Oriented价值倾向性Gross Margin Oriented毛利倾向性Product Flow

34、商品供应Marketing市场部Warehouse &Logistics仓库及后勤部Admin&Operations行政及运营部Finance财务部A&P广告及促销部Logistics&Distribution后勤及配送部Store Operations门店运营部Finance财务部Category Mgt.商品种类管理Account Mgt.关键客户管理Key account management 关键客户管理关键客户管理Motives for KAM 关键客户管理的动机The Sellers perspectives供应商的看法供应商的看法Buyers short term focus o

35、n price frustrating the seller to consider long term relationship. 零售商只顾眼前价格的行为令供应商对长期合作感到灰心。The sellers major motives with Key Account Management are:-供应商对于关键客户管理的主要动机是：Improving market share 提高市场份额Increasing profitability 增长利润Strengthen customer Loyalty 加强消费者的忠心度Assurance of future business把握将来的生意

36、The Buyers perspectives零售商的看法零售商的看法Seller takes time to adapt and change.供应商需要长久时间来适应及作出改变。The buyers major motives with Key Account Management are:-零售商对于关键客户管理的主要动机是：Achieve the revenue, profitability, satisfying customers objectives达到销量，利润和满足顾客的目标Deciding with whom they can work with in future 决定将

37、来与谁合作Organizational structure 组织结构General Manager门店总经理Store Operations门店运营部Merchandising采购部Logistics&Distribution后勤及配送部Human Resources人力资源部Business Development业务发展部Finance & Administration财务及行政部Non Food 非食品部Dry Groceries干粮部Fresh Food生鲜食品部Merchandising采购监控部A & P广告及促销部私有品牌Space Planner 货架陈列Product Dat

38、abase 商品数据库Market Research市场调研Price Checker检价员Merchandising, Store Qperation and Logistics Distribution form the operational axis of a KA.采购部，门店运营部和后勤部是KA的操作核心。All other departments are operating in a service and support role towards these 3 departments. 所有其他部门都为这三个部门扮演服务和支援的角色The 7 responsibilities

39、 of merchandising dept. 采购部的七项职责1. Management of Assortment 种类管理To select product categories and sku in each category, make sure total assortment is being kept up-to-date and demand of customers.选择大类产品和各种类的规格，并确保整个产品种类跟得上消费者的需求。2.Relationship with suppliers 与供应商的关系To generate maximum performance out

40、 of this relationship. 从良好的关系中产生更可观的成绩。3.Pricing Strategy 价格策略To suit the best possible desired positioning of the stores. 以最适合的价格来配合公司理想的定位4.Gross margin 毛利率To responsible for the gross margin performance of the Company.负责公司的毛利增长情况。5.Sales 销售量To commit and improve the sales performance of the store

41、s. 积极提高各门店的销售成绩。6.Promotional activities 促销活动To negotiate with suppliers the most attractive promotion that are available. 跟供应商协商以便争取最能吸引消费者的促销活动。7.Presentation (Display) 陈列To develop fixed plans for the presentation of products for each individual stores.对各门店制定产品的陈列。Building relationship with key a

42、/c.与KA建立联系1.Building relationship with KA personnel relating to the sales of Company products. 与公司业务有关KA人员建立友好关系。2.Establish a relationship of trust that can be built on in negotiating and influencing the accounts. 在关系上建立信任以至能在谈判中影响客户Build a network of contacts and trust with persons involved in any

43、 aspect which impacts on the actual or potential sales o f our products. 与关键人物联系及建立信任以便正面影响我们产品的现实或潜在销量。Owner最高Set Policies 设立政策Decision maker 决策人Buyer Merchandiser采购员User/Implementers执行者Store Managers and Store personnel店长或门店员工Influencers有影响的人Authorizers有势力的人Consumers 消费者Key decision 决策重点Buyers Poi

44、nt of View 采购员的观点1.Customer oriented 能适应顾客2.Attractive & up-to -date新式并具有吸引力3.Reasonable price合理的价格4.Profitable 有利润Influence By Supplier 供应商的影响1.Market data=Sales, share 市场数据=销量，市场份额，趋势，价格分析等等2.Consumer research 消费者调研数据3.Company specific sales data 公司具体数据4.Information on world wide trends全球发展趋势5.Any

45、 other relevant information 其他相关的信息Decision决策Various aspect of a buyer 多方面了解采购员- Personal 个人的- Job specific 明确的工作- Company 他的公司Motivations激发因素-Product range 所负责的产品种类- Negotiation谈判 -Promotional 策划促销活动-Store planning 门店计划- Other mgt. Responsibilities.其他管理方面的任务Job Functions职务-Supervisors 上司-Subordinat

46、es 下属-Network relationship with colleagues with related responsibilities.E.g. storeOperation, A&P etc. 与其他相关部门的联系。如门店运营部，广告及促销部等Reporting Relationship汇报关系-Buying procedure 采购程序-Stock control 库存管理-branch allocations 配送货物于分店-Performance monitoring 业绩监控-Advertising&promotions 广告和促销Procedural System程序制度

47、-Head office organization 总公司的组织-Field or unit management structure 部门结构- Decision Making Unit (DMU) / Committee 决策小组Buying Org. Structure采购公司结构What motivate key accounts? 什么能激发关键客户？Developing personal relations 发挥个人交情1.Understanding buyers and satisfying their needs from the relationships.了解采购员及利用交

48、情满足他们的需求。2.Developing a balance harmonious relationship with all contacts.联系发展平衡和谐的关系。3.Providing recognition and esteem, and developing friendship and acceptability.赏识和尊重，以及发展友谊。4.Developing trust in the Account Manager as a person, and in the Company as a good supplier. 发展关键客户经理为可依赖的人，及使公司成为良好的供应商

49、Adding value to KA;s business 增添KA的业务价值1.Profit enhancement. E.g. Trading terms, pricing policies, promotional support, improvement of sale s& profit performance. 增加利润。如贸易条件，价格政策，促销支援，增进销售和利润。2.Product knowledge and training. Eg. Retail sales staff, distributor Sales teams.产品知识和培训。如门店员工，促销商的销售队伍。3.S

50、ale support.Eg. Merchandising support, space management planning, category management advice, pre-sales and after sales service. 销售支援。如理货服务，空间管理计划，产品分类管理的建议，售前及售后服务。Chapter 4第四篇第四篇 KEY ACCOUNT STRATEGY关键客户策略关键客户策略A COURAGEOUSDECISION一个勇敢的决定一个勇敢的决定Whenever you see a successful business, someone once

51、made a courageous decision.第当您看到一个成功的生意时，某人曾经作出了一个勇敢的决定。Peter Druckern产品组合策略n卖场品牌和产品政策提出的问题Mutations of assortment Mutations of assortment 产品种类的变动产品种类的变动Criteria for new listing 引进新产品的标准The new product should generate additional sakes. 新产品应该能增加额外的销量。The new product should and value to the category.

52、新产品在产品种类中有特定的价值。It should be supported by supplier by way of advertising and promotion. 供应商通过广告的促销来支持新产品。It should be supported by supplier with customised/exclusive promotions. 供应商应能举办特别的促销活动。The purchase condition should match the standards and targets. 购货条件应达到对方的标准和目标。One product in=One product o

53、ut. 引进一个新产品意味着另一个产品将被淘汰。It has to be bar-coded. 它必须有条形码。Mutations of assortment 产品种类的变动产品种类的变动Presenting for new listing 介绍产品上架New product features, unique selling Point (USP), usage etc. 新产品的特点，销售重点，用途等等。Market positioning, target consumer, image etc. 新产品的市场定位，目标消费者，形象等等。Market data to support this

54、 positioning. 说明性的市场数据。Sales forecast. 销售预测。Introduction plan and schedule.引进计划和时间。Promotion plan for National Promotion and exclusive promotion. 促销计划，包括一般的促销和专有的促销。Data sheet with product specification, purchase condition. E.g. price, fees, rebates, payment terms, promotion prices, listing fee etc.

55、有关产品内容的数据表，购货条件。如价格，费用，返利，付款期，促销价，进场费等。X numbers of samples数件产品样品。Proposal for planogram. E.g. where to display and how many facings etc. 货架陈列建议。如陈列在什么地方，多少个陈列面等等。Mutations of assortment 产品种类的变动产品种类的变动Criteria for de-listing 淘汰产品的标准Product has bad sales performance: 产品销售业绩不好：- Below set sales target

56、 for the group and individual stores. 低于设定的总销售目标及每个门店的目标。Product does not fit with the category strategy anymore. 不再适应大类产品策略。No or not sufficient promotional support from supplier 供应商没有或给于不足够的促销支持。Poor margin/declining margin/margin falls below group target. 低毛利/毛利下降/毛利低于标准线。Poor supplier delivery p

57、erformance/inconsistent supply. 供应商不及时供应货或时常缺货。Product quality problems. 产品质量问题。Order size is too large and cannot be digested. 订货规格（数量）太大而且不易消化。Developing an account strategy 发展一个客户的策略发展一个客户的策略Factors to consider 需考虑的因素The interaction between key decision makers. Example;- 与决策者相互影响。如：- Know who has

58、 an input to the buying decision.知道谁能作出采购决定- Know the relative level of influence of each decision maker. 知道各决策者的影响程度。- Know the internal power plays and relationship. 知道内部权力及关系。- Know the individual needs and interests of each decision maker and influencer. 知道每个决策者的商业需求及兴趣。-Make contact with each d

59、ecision maker personally to address their needs and interests. 亲自联系每个决策者商讨他的商业需求及兴趣。The physical flow of goods through the account. Example:- 输送产品给客户。如：-Do we deliver timely? 我们是否准时输送货物？-How do our goods be delivered? 如何输送货物给客户？-Does the account run out of stock because of production/delivery proble

60、ms/sales call etc? 客户是否因我们的生产/输送问题/拜访频率/等造成缺货情况发生？Developing an account strategy 发展一个客户的策略发展一个客户的策略continue Factors to consider 继续需考虑的因素-What are the handling and processing procedures? 怎样的输送管理和步骤-Convenience of storage of our products at the account premises? 客户在经营场所是否容易保管我们的货品？-How do our goods be

61、 distributed internally by dcustomers to outlets? 客户如何内部输送产品给门店？-What are the weaknesses of our products versus our competitions products in the physical flow cycle? 在输送货品中，我们的商品比起竞争商品有什么弱势？Hidden costs to change supply sources. Example:- 改变货源供应的隐藏代价。如：-Adapting handling or storage facilities and pr

62、ocedures. 能适应处理或贮存设施及程序。-Changing computer stock and range listing. 更换电脑资料及上架品种。-Changing working procedures. 改变工作流程。-Training in product knowledge.提供产品知识。Developing an account strategy 发展一个客户的策略发展一个客户的策略Competitive strategies竞争策略-Competitors will not stand by while we pinch their market share. Keep

63、 notice on their marketing programmes, advertising and promotions, product development, trading terms etc. 竞争对手不会眼看着我们抢他们的市场份额还袖手旁观。密切注意他们的市场活动，广告及促销，产品改良，贸易条件等。Reciprocal trading opportunities 互惠的贸易机会If an account is supporting better to a competitor because of reciprocal trading relations, can we

64、undermine this by stressing competitive advantages or encourage value analysis?如果一个客户由于互惠贸易关系则特别支持竞争对手，我们是否能够施压削弱对手的优势或鼓励价值分析。continue Factors to consider 继续需考虑的因素-Changing production process to incorporate new requirement (if any). 改变生产过程来结合新要求（如有需要）。-Changing merchandising layout (if any).改变陈列设计（如

65、有需要）。-Losing customers confident through dissatisfaction at the changes. 因不满改变而造成客户失去信心。Developing an account strategy 发展一个客户的策略发展一个客户的策略Continue Factors to consider 继续需考虑的因素Multiple sourcing support policies 支持多方面货源政策-Some companies develop informal policies to support multiple suppliers where prac

66、tical. 某些公司在可能的情况下，有个非正式的政策去支持多方面的供应商。The influence of key individual or companies respected in the trade 个人或公司受市场尊重的影响力-Cultivate relationships to deal with key players in the market, obtain endorsement from them that will help you to promote the business and your self.与市场主要的客户交易中培养关系，获取他们的认可，这样能帮助提升我们本身及公司。-If our products and our company receive positive publicity, use that to our benefit by drawing it to the attention of clients. 如果我们的产品及公司都获得良好的声誉，描述我们的利益并且让客户们都知道。Developing an account stra