麦肯锡《利用大客户管理获取市场机会72页.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,麦肯锡利用大客户管理获取市场机会72页,*,麦肯锡利用大客户管理获取市场机会72页,2026/11/12,麦肯锡利用大客户管理获取市场机会72页,INTRODUCTION,Following is a sample client discussion/horizontal LOP that outlines a multi-level sales improvement program that includes:,Frontline sales performance improvement/better intra-unit management of large customers,Cross-selling and sales coordination(typically across units),Solutions and vertical packaging,With key account management(KAM)as an enabler.,This document takes a comprehensive view to sales improvement and KAM;however,KAM or other sales improvement efforts can and often are shorter or more narrowly focused.,In addition,in this particular example,we had deep knowledge of the client situation through previous strategy and pricing studies,as represented on the example pages attached.This might not be the case in your client situation.,For more information on these and other sales and channel topics,contact the North American Sales&Channel Practice.,麦肯锡利用大客户管理获取市场机会72页,TODAYS DISCUSSION,Overview of key account management,Perspectives on the opportunity,Basic beliefs and approach,Selected examples,Discuss a suggested approach,Diagnosing the opportunity,Building the capabilities and capturing near-term value,Designing the organization,Resource requirements,Highlight McKinsey qualifications,Firm experience and resources,Understanding of your company,Field questions and discuss next steps,麦肯锡利用大客户管理获取市场机会72页,TODAYS DISCUSSION,Overview of key account management,Perspectives on the opportunity,Basic beliefs and approach,Selected examples,Discuss a suggested approach,Diagnosing the opportunity,Building the capabilities and capturing near-term value,Designing the organization,Resource requirements,Highlight McKinsey qualifications,Firm experience and resources,Understanding of your company,Field questions and discuss next steps,麦肯锡利用大客户管理获取市场机会72页,SUMMARY PERSPECTIVES(note:KAM in this example is one part of the larger multi-level sales improvement program),Our experience with sales improvement efforts indicates that improving sales and go-to-market related activities is often a huge value lever for companies,Initial estimates suggest that an incremental sales opportunity of over 20%may exist,Approximately 50%of the opportunity in any area is achievable within 12 months of implementation,Key Account Management is only one part of the answer.Achieving these results requires a multi-level sales improvement program including:,Improved sales force performance/sales stimulation,Cross-selling and sales coordination,Solutions and vertical packaging,In undertaking a key account management effort,your company should ensure that the effort is,Founded in a deep understanding of customers real needs and what they value in suppliers,Clearly identifies the nature of the sales improvement opportunity for each customer relative to competitive alternatives,Tailors the go-to-market and key account approach to fit the opportunity,Balances near-term value capture with best-in-class skill building,Tracks performance and enforces accountability,麦肯锡利用大客户管理获取市场机会72页,IMPACT FROM SALES IMPROVEMENT IS SIGNIFICANT,Sales force performance and stimulation,Cross-selling and improved sales coordination,Solutions/vertical applications,Opportunity size,Improvement lever,Typical capture rate,60-100%in addressed areas within 6-18 months,depending on buying cycles,6-18 months in areas addressed,Often more intra-division than inter-division,12-36 months,Winners focus on driving a smaller number of high potential opportunities,McKINSEY CLIENT EXPERIENCE,Median 10%revenue increase,1/2 5-10%improvement,1/2 10%improvement,Reduction in sales related costs of 5-10%or more,Opportunities exist in 20-40%of cases with a 10-20%success rate,Typically 10-20%of customers are potential“solutions buyers”,Conversion rates often in 20-30%range,Revenues 1.5-5X current,depending on“solution”,Source:McKinsey Marketing Practice,Key account management can be an enabler across all of these,麦肯锡利用大客户管理获取市场机会72页,ROUGH ESTIMATE OF THE TOTAL SALES IMPROVEMENT OPPORTUNITY FOR YOUR COMPANY(disguised example),Incremental sales,$Million,Source:Team analysis,Sales performance,Cross-selling,Solutions,Total opportunity,500-1000,200-800,950 2,400,250-600,Opportunity for 10-15%increase in revenues from sales improvement programs,Gross margin improvement of$300-500 million,Actual results will depend on:,Scope of effort,Pace of program,Execution quality,麦肯锡利用大客户管理获取市场机会72页,Many companies have adopted some form of key account management as a means to break out of product silos and capture incremental value from some of their larger customers.Quite a number have achieved real increases through cross-selling and developing commercial and/or technical“solutions”for customers,However,we have seen many clients“over-invest”in account management structures and processes without gaining much benefit because they put in place one size fits all“account coordinators”without a clear idea of how they might create value for different types of customers or the company,When developing a key account program we typically take a very customer-focused,market-back approach and follow a simple 4-step process,Identify real nature of opportunity at overlapping customers/segments,Engage in a customer-level account planning effort to ensure value and better understand the skills required to capture it,Clarify decision making,coordinating processes,incentives,and make structural decisions,Roll out new structure and processes,BASIC BELIEFS ABOUT KEY ACCOUNT MANAGEMENT,麦肯锡利用大客户管理获取市场机会72页,Higher customer concentration,Consolidation,Buying groups,Increased customer demand for coordination across markets,Within North America,Worldwide,Growing customer requirement for deeper supplier relationships,Purchasing economics of scale,Supply chain initiatives,More intense competition for selling to“prize accounts”,Customers actively reducing the supplier base,Customers raising requirements for service and cost performance,Some competitors willing to do“what it takes”to win the business,Greater complexity of product/service offerings,Intimate understanding of customer business and products required to deliver promised value,More decision makers involved in purchasing process,Standardization efforts broaden decision making base,Multi-tier coordination often more important(e.g.,HQ and field),New role and importance of key account management,KEY ACCOUNT MANAGEMENT IS INCREASINGLY PART OF THE SALES APPROACH,麦肯锡利用大客户管理获取市场机会72页,Often companies view KAM with a“we pay”view and take actions that destroy value,Dedicated account teams when not needed,Special services/products to all key accounts,Unprofitable pricing/discounting,Anything goes in the name of partnering,“We know our customers and their needs well and are developing new methods of value creation”,“We are a great sales and marketing team”,“We have a good long term win-win relationship”,MANY COMPANIES HAVE FAILED IN UNDERTAKING KAM PROGRAMS,麦肯锡利用大客户管理获取市场机会72页,SUCCESS BEGINS WITH A DEEP UNDERSTANDING OF CUSTOMERS AND YOUR VALUE PROPOSITION,Customer knowledge,Value proposition,design,Sales and channel strategy,Pricing,Who are my customers?,Current and potential,Purchasers and influencers,What products/services do they buy?,Now and future,What do we offer and what can we offer?,What do they need?,Known and latent,How do they buy?,Current and potentially,Elements of an integrated go-to-market approach,Fundamental questions,麦肯锡利用大客户管理获取市场机会72页,NATURE OF THE OPPORTUNITY AVAILABLE FROM COORDINATED ACCOUNT APPROACH,Increase satisfaction/decrease go-to-market cost by leveraginginformation/support resources,Product/service offerings heavily linked,Product/service offerings remain distinct,Integration,Coordinatio,n,Information exchange,Develop and sell“turnkey”solutions,Assemble components together in unique way to meet customer specific needs,Achieve penetration/retention by explicitly linking commercial terms of one product/service transaction to considerations on another product/service,Stimulate referrals/cross-sellingto increase probability of stand-alone sales,Taking one-time action to use relationship in one area to become“qualified supplier”in another,麦肯锡利用大客户管理获取市场机会72页,CHOICE OF SALES AND CHANNEL STRATEGY,Potential go-to-market approach,Advantages,Market-oriented BU with complete P&L authority,Common front-end 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 multi-unit accounts,Coordinating processes and incentives for independent units,Provides a focal point who can organize customer touch in the most effective and efficient way,Balances need to“package”and need to have specialists tied to product groups,Provides focal point for account planning/coordination,Allows for account planning with less“overhead”,Stimulates referrals and collaboration without bureaucracy,Can develop complete package for common sets of customers,麦肯锡利用大客户管理获取市场机会72页,CLIENT EXAMPLE:OVERLAY ACCOUNT MANAGEMENT TO CAPTURE SOLUTIONS OPPORTUNITY,Company,Challenge,Actions,Segmented accounts into tiers based on size,growth,strategic importance,needs,Evaluated sales funnel for top 50 accounts as well as for smaller accounts,and developed tailored account strategies and team approach for each,Deployed generalist key account teams focused on growing business at top 50 accounts with product specialists providing support as needed and dedicated telesales reps for retention,Impact,Before Program,6 months after imple-mentation,Share of Wallet for pilot accounts in top 50,Index,100,108-120,8-20%,Leading high tech company,Sales to large accounts lagging due to focus on retention over new opportunity identification,Develop tailored account strategy for different account segments and team approach to drive sales and share of wallet,麦肯锡利用大客户管理获取市场机会72页,Sales and,distribution,organization,Consulting,Servers,Software,Services,Business units(BUs),Organization,Sales&distribution organization part of corporate overhead,forms team with sales personnel from BUs to meet client needs,BUs retain their own P&Ls,sell to both internal and external customers,Incentives,BU product specialists have quotas across many customer accounts,including both solutions and component sales,Sales&distribution account managers have quotas for their individual customer accounts,Quotas set only by senior management,Pricing,List-based pricing primarily used,Some concern over who eats the discount with solution sales,Complicated,customer-specific pricing as profit margins vary widely between BUs,Skill sets for account managers,Hired as industry experts,Solid senior client relations,Cross-functional 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 industry-specific solutions,Customize the solutions for specific client needs,Solutions customers,Sales,Sales,Sales,Sales,Key characteristics,REVISED CLIENT SALES ORGANIZATION,麦肯锡利用大客户管理获取市场机会72页,USING LEAD UNITS FOR KEY ACCOUNT MANAGEMENT FOR CROSS-SELLING AND LEAD SHARING,Company,Challenge,400 potential accounts narrowed to 50 based on size of opportunity and ease of account access/penetration,then focused on 15 of most interest to BU leaders,Created full-time executive level position at corporate center to manage and roll-out 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 multi-business unit technology/industrial manufacturer,Six billion dollar BUs that make products that could be sold into the same end market,Before KAM virtually no cross-business 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$3-4 billion incremental sales within 3 years,Began closing deals within 6 months,after initial“ramp-up and roll-out”period,Closed 9 major cross-business unit deals within first year,Opportunities captured to date have been 100%incremental sales,麦肯锡利用大客户管理获取市场机会72页,Market oriented BU with complete p&l authority,Common front-end 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 multi-unit 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 go-to-market approach,Typical scope of KAM efforts,Info exchange/cost reduction,Qualification/one-time action,Cross-sell/referral,Coordinated account strategy,Unique technical solutions,Turnkey solutions,Likely“overkill”,Costing more than benefits created,Possibly reducing effectiveness of component-only sale,Likely insufficient to accomplish objectives,Realistic options,Nature of Opportunity,麦肯锡利用大客户管理获取市场机会72页,KEY CONSIDERATIONS IN CREATING TRUE ACCOUNT MANAGEMENT,Losers,All key accounts alike;“Band-Aid”organizational changes,Big accounts get most attention,Sales/margin for transaction,Judgment-based decisions,Short-term account planning;reacting to opportunities,Relationship-driven model,Leveraging sales,Relying on negotiation skills to extract value,Minimal market feedback;one-way sales cycle,Winners,Tailored delivery systems,“Highest priority”to accounts with growth potential,Lifetime profitability/market value,Fact-based decisions,Longer-term 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,麦肯锡利用大客户管理获取市场机会72页,TODAYS DISCUSSION,Overview of key account management,Perspectives on the opportunity,Basic beliefs and approach,Selected examples,Discuss a suggested approach for your company,Diagnosing the opportunity,Building the capabilities and capturing near-term value,Designing the organization,Resource requirements,Highlight McKinsey qualifications,Firm experience and resources,Understanding of your company,Field questions and discuss next steps,麦肯锡利用大客户管理获取市场机会72页,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