31. Retention in a competitive market slides by r c bhardwaj Market opportunity Resources Can barriers be built..? Do u have competitor advantage ..? Is it the right team..? Can u secure key supplier status..? Is it deployed correctly.? With which customers..?
32. Entry in a growth environment slides by r c bhardwaj Can u break thru barriers.? Is the team sufficient..? Do u have competitive advantage..? Is it deployed correctly..? With which customers..?
33. Manage global accounts slides by r c bhardwaj Do they exists..? Are you globally oriented..? Do they want a global service..? Can you globally operate..? Do they operate that way..?
34. Uniform approach from a multi business company slides by r c bhardwaj Do customers want it..? Can you focus different business..? Which ones..?
35. Create a customer focused business, driven by key accounts slides by r c bhardwaj Are customer needs clear..? Can the business cope..? Are they sufficiently long term..? Are support functions responsive..? Can they be segmented..?
40. Key account relationship high Low Strategic intent of seller * Pre KAM * Early KAM * Mid KAM * Partnership KAM * Synergetic KAM Low High Strategic Intent of Buyer Key account relationship development model..Millman and Wilson’94 slides by r c bhardwaj
41. Pre KAM Stage Selling Company Buying Co Pre KAM Stage..McDonald, Millman and Rogers, 1996 slides by r c bhardwaj Directors Directors Managers Key account Manager Main contact ‘Buyer’ Managers Specialists Specialists Clerks Clerks Operators Operators
42. Pre KAM Stage Selling Company Buying Co Pre KAM Stage..McDonald, Millman and Rogers, 1996 slides by r c bhardwaj Directors Directors Managers Key account Manager Main contact ‘Buyer’ Managers Specialists Specialists Clerks Clerks Operators Operators
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45. Early KAM Stage Marketing Administration Operations Board Marketing Administration Operations Board Selling Co Buying Co Key Account Manager Main Contact Buyer slides by r c bhardwaj
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48. Mid KAM Stage Selling Company Buying Co Pre KAM Stage..McDonald, Millman and Rogers, 1996 slides by r c bhardwaj Directors Directors Managers Key account Manager and Main contact ‘Buyer’ Managers Specialists Specialists Clerks Clerks Operators Operators
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50. Partnership KAM Stage R&D R&D Administration Administratio9n Operations Operations Outbound logistics Outbound logistics Board Board Key Account manager Main contact Buyer Selling CO Buying Co slides by r c bhardwaj
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54. Synergistic KAM Stage KAMgr Main contact buyer Selling Co Buying Co slides by r c bhardwaj
68. RISK/SIGNIFICANCE/SPEND MODEL LOW HIGH LOW HIGH RELATIVE SPEND E C N A C I F F I N G I S / K S I R slides by r c bhardwaj Strategic Security Strategic Partner Tactical Made Easy Tactical Profit
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71. SUPPLIER POSITIONING..AN EXAMPLE FOR US LOW HIGH LOW HIGH RELATIVE SPEND E C N A C I F F I N G I S / K S I R slides by r c bhardwaj Strategic Security TV LICENCE Strategic Partner Life insurance Tactical Made Easy Baked Beans Tactical Profit 2 nd Hand Car
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73. SHIFT OF TIME AND EFFORT LOW HIGH LOW HIGH RELATIVE SPEND E C N A C I F F I N G I S / K S I R slides by r c bhardwaj Strategic Security Strategic Partner Tactical Made Easy Tactical Profit
80. Risk/significance/value model LOW HIGH LOW HIGH Total value E C N A C I F F I N G I S / K S I R slides by r c bhardwaj Managed Supplier Partnered Supplier Arm’s Length supplier Welcome supplier
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87. Risk/significance/trust model LOW HIGH LOW HIGH Trust/Confidence E C N A C I F F I N G I S / K S I R slides by r c bhardwaj Problem supplier Promiscuous Partnered Supplier marriage Non-supplier Frigid Occasional supplier Flirting
93. Business Strategic Questions slides by r c bhardwaj Questions Issues Model What to sell and Where? Products, markets and risks the Ansoff Model Why will people buy? Competitive Advantage Michael Porter’s Competitive model What makes your business hum? Leading business system or driver Treacy and Weirsema’s Value drivers
94. The Ansoff Model EXISTS NEW NEW EXISTS PRODUCTS M A R K E T S slides by r c bhardwaj Market Penetration New Product Development Market extension Diversification
95. ANSOFF MODEL slides by r c bhardwaj SELL MORE OF THE EXISTING PRODUCTS INTO EXISTING MARKETS MARKET PENETRATION Sell existing products into new markets MARKET EXTENSION Sell new products into existing markets NEW PRODUCT DEVELOPMENT SELL NEW PRODUCTS INTO NEW MARKETS DIVERSIFICATION
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104. Treacy-Weirsema’s value drivers slides by r c bhardwaj OPERATIONAL EFFICIENCY Federal Exp, McDonald,Dell,Wal-Mart PRODUCT LEADERSHIP Microsoft, 3M, Merck, Intel, Nike CUSTOMER INTIMACY Kraft, Airborne Express
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108. Practical Applications of T-W slides by r c bhardwaj Value Driver Purchasing Focus Ideal Supplier Operational excellence Logistics,inventory,e-commerce Excellent systems Product leadership Supplier partner ships, lead times Leading R&D, innovate Customer intimacy Supplier relationship working in chain Flexible,responsive,expert
110. Skills slides by r c bhardwaj strategic planning Business and marketing planning Financial understanding Team dynamics and team leadership requirements Team time management Managing innovations and creativity Communication network Strategic influencing Project management Analytical,monitoring and reporting skills Managing diversity and ambiguity Ability to help customers develop their own markets
111. Systems & Processes slides by r c bhardwaj Information systems : KA profitability, plans and data Operation systems : Forecasting,logistics,supply chain management, e-commerce Performance measurement Systems Communications Systems : Email, internal//external, knowledge management
112. Core of Knowledge Management Knowledge Management Culture Disciplines Skills Systems slides by r c bhardwaj
113. Knowledge Management Responsibilities of the KAM Team insight use share Capture idea Make Available Enhance performance Review Target Edit slides by r c bhardwaj
126. Bases for segmentation..an eg. slides by r c bhardwaj Base Builders Consumers Size of purchase Large volumes, large pack size Small volume,small pack size Frequency of purchase Weekly Annually Tech.Specification High Low Price elasticity Price sensitive Price insensitive Major influence on purchase Builders merchant staff Advertising and brand
127. Marketing Plan SP SP SP KAP KAP KAP KAP Business Plan Hierachy Segment Plan Key Account Plan slides by r c bhardwaj
128. Identification & Selection Matrix LOW HIGH LOW HIGH RELATIVE STRENGTH CUSTOMERATTRACTIVENESS slides by r c bhardwaj Key Development Account Key Account Opportunistic Account Maintenance Account
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133. INVESTMENT OF MONEY & EFFORT LOW HIGH LOW HIGH RELATIVE STRENGTH CUSTOMER ATTRACTIVENESS slides by r c bhardwaj Key Development Account Key Account Opportunistic Account Maintenance Account
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136. Customer attractiveness factors slides by r c bhardwaj SIZE: VVOLUME,VALUE, PROFIT,OPPORTUNITY GROWTH POTENTIAL :VOLUME,VALUE,PROFIT,OPPORTUNITY FINANCIAL STABILITY:WILL THEY BE THERE IN FUTURE EASE OF ACCESS : GEOGRAPHY,OPENNESS CLOSENESS OF EXISTING RELATIONSHIP STRATEGIC FIT :WILL THEY TAKE U WHERE U WANT TO BE? ARE THEY EARLY ADOPTERS – DO THEY PICK UP NEW IDEAS EASILY? DO THEY VALUE YR OFFER ?IS IT REKLEVANT TO THEIR NEEDS? LEVEL OF COMPETITION : LOW BEING ATTRACTIVE THEIR MARKET STANDING
137. Relative strength factors..from customer point of view! slides by r c bhardwaj PRICE SERVICE QUALITY SPEED OF RESPONSE RELATIONSHIPS & ATTITUDE TECHNICAL INNOVATION INVESTMENT IN THE INDUSTRY VALUE IN USE: SUPPLY CHAIN, ETC ATTITUDE TO EXCLUSIVITY ARRANGEMENTS LONG TERM SUSTAINABILITY TRUST AND CONFIDENCE
138. Customer Attractive Factors: CAF’s Average score : Total of all scores divided by no. of customers rated..contd. slides by r c bhardwaj customers Attractiveness Factor 1. 2. total
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140. Relative Strength vs Competition suppliers you Complete 1 table for each customer slides by r c bhardwaj Customer: Critical success Factor 1. 2. total
141. Identification & Selection Matrix LOW HIGH LOW HIGH RELATIVE STRENGTH CUSTOMERATTRACTIVENESS Contd… slides by r c bhardwaj Key Development Account Key Account Opportunistic Account Maintenance Account
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146. Sales/buying process slides by r c bhardwaj Business needs Personal Needs Organizational decision-making A Need exists What are they? Understand style and values Who has the needs? Who decides? Options are considered Presenting benefits Matching style and values Influencing DMU’s Concerns are resolved Negotiation Rapport Giving DMU a means to decide
150. Adopter’s curve:influencing thru acceptance slides by r c bhardwaj innovators 2.5 % Early adopters 13.5 % Early majority 34 % Late majority 34 % laggards 16 %
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