Академический Документы
Профессиональный Документы
Культура Документы
Develop
X. Manage Customer
Account Profile
Relationships
Account
IX.
Coordinate
Development
Contiuous
Organization II. Analyze
Relationships
10-Step
Action Roles and Improvement Business
Plans responsibilities Challenges Account History Strategic
Account
Measure and
Assess Perceptions / Levers
Improvements
VIII.
Develop
Value -Added
Most important
requirements
III. Identify
Strategic Management
Account Competitive Key needs Require-
Strategy Differentiation ments
SMART Analysis of
Potential
Executive
Objectives
Relationships Past
Decision
Leverageable
Strenghts
E-Book
Process
Performance
IV.Analyze
VII. Establish Business and Buying Habits New
Objectives strategies Opportunities
This sample guide to Strategic Account Management is based on a compilation of best practices identified in
benchmark research and numerous client cases. It is designed to demonstrate the outcome of strategic account teams
following our 10-step process for formulating and implementing a strategic account plan.
Account
Be flexible - adapt the questions and forms to fit the IX. Development Organization II. Analyze
business and the accounts needs. Coordinate
Contiuous
Relationships
Action Roles and Improvement Business
Plans responsibilities
Follow the 10 step process in an iterative way, constantly Challenges Account History
checking back to make sure the requirements and strategy Measure and
Assess Perceptions / Levers
are consistent and logical. Improvements
B. Organization
I.
1.a. Ownership of account 2. Organization Chart
II.
A. History
1. Initial contacts and evolution of your
business
Who are all the contacts in the account?
Which ones have formal authority,
influence, both or neither?
II.
Under each category, select one descriptor from the appropriate column:
II.
Department Decision- Attitiude
Headquarters Key Account Contact Making toward Most Important Concerns Expectations of Us
/ Admin Role Us
Purchasing Name: S. Armstrong D 0 Price, competence, Good Price / Quality
Title: Sen. Vice Pres. reliability, E-business balance
Purchasing Name: A. Van Bul D ++ Price, Future Supplier Good Price / Quality
Title: Purch. Mng. Base, reliability balance, System
How wide and deep are Int. Approach
the relationships with the
account? Technical Name: S. Pettersson I/A + Virtual engineering, Competence, Quality,
Title: Head R+D competence, R&D Innovative Solutions,
Are we connected to Smooth P1X/P28
Interior
senior managers and introduction
decision-makers or
Technical Name: P. Palmqvist I ++ Competence, Lean New innovations,
mostly to technical
Title: Vice Dir. R+D deployment, virtual competence
people and engineering
Interior
procurement?
How do we use our Technical Name: T. Werner I/D + Competence, Price, New innovations,
current network to Title: Interior P2X Know-How, technical development support,
establish new, higher- support know-how
level relationships?
How do we discover the
concerns and
expectations of key
contacts?
Strengths Weaknesses
- Competence in thermal management - Manufacturing skills
- Technical and commercial organisation at - Unclear manufacturing strategy
Volvo with good engineering and CAD support - Project management resources & capabilities
- Pro-active and innovative solution provider - Cash flow from operations
- Reliable partnership - Risk management
- Good product portfolio - Product development
- Financial strengths of our Group - Unreliable calculations from Rieter Operations
Identify the unique
strengths that you Opportunities Threats
can leverage to beat - X70-Face lift , Luggage compartment and X70 - Joint Interior approach could lead us to 2nd tier
the competition. successor 200x position?
Remember to identify - Increase market share through sales of under - Failing to keep pace with OEMs pricing demands
those that the floor systems - Lose single source position for acoustics and carpets
customer would - Joint approach with tier 1 to offer Integrated
agree are unique Interior concept
strengths. - Involve Innovation Institute for advances
engineering and styling
Be honest about your
most critical
weaknesses. Which
ones will your Comments
competitors attack?
How will you use your We need a new manufacturing strategy and clearer costing methods (before and after calculations) in
Strengths to address order to get more transparancy in the overall profitability level.
the Opportunities and
Also more control is needed in the follow-up of the internal plant-results.
Threats?
III.
Other
TOTAL SALES
Last year
Previous year
Define the customer's
buying history, broken Year before
down by division
where possible,
showing total business
and share of budget. Percent of Plan Year-to-Date
Clarify requirements
and your expectation
of the customers
future needs. C. Most important requirements
1. What supplier capabilities does this account rate very highly?
- Cost
- Quality
- Development and acoustical know-how support
More outsourcing for OEM to System-Suppliers, resulting in more responsibility and/or higher
turnover, for fewer suppliers. (more price pressure)
Acoustical Know-How
IV. Innovative System-Solutions
Full System approach and support in technical development (Swedish Team)
Common platforms:
Global council from Jaguar, Volvo and Ford of America.
Unique Platforms:
See decision making role.
V.
Cross functional team is meeting together, in order to extract a decision proposal for supplier
nomination to head of Purchasing and R+D
Technical
VII. Dept. RATIO 50% of savings for us
B. Account Development
Developing a long-
term mutually 1. What activities would bring your company
beneficial partnership perception to a new level e.g. sponsored
requires careful key research, joint development?
development and
planning for
implementation, but it
also requires ongoing
efforts that continually 2. Which departments would benefit the
nurture and advance most?
the relationship.
Contact us at