Kevin Kelly, the founder of "Wired" magazine, wrote in the book "Technology Elements": " Quantity is not the goal, quality is the root, and paying attention to 1% of super users is the key to improving efficiency. "
According to the "20-80 Law", usually 20% of the big customers will bring 80% of the projects and benefits . This is even more obvious for smart manufacturing companies. Key customers are usually subdivided customers in a certain field, which is one of the most important guarantees for corporate profits and sustainable development. It is of unparalleled importance and strategic significance to enterprises. The identification, development and continuous operation of key customers Has become the focus of industry competition.
1. Challenges faced by key account management
Although very few people will admit that they do not understand key account development and management, in actual operation, more than 95% of enterprises cannot escape the three curses of key account development and management.
1. Key customers are not clearly defined and have insufficient insight. Lack of an effective customer grouping model, it is impossible to effectively define who is the real big customer. Lack of effective methods and tools for insight into the business of major customers, failure to gain insight into the customer's business development, unclear customer purchase and decision-making process, unclear who is the key decision maker in the procurement decision chain, resulting in failure to capture timely and effectively High-quality business leads.
2. Lack of effective key account sales process management. It is not clear about the effective number of leads and the method of nurturing leads; it is not able to effectively identify and optimize opportunities; it is not clear how to prepare for bidding; it is not clear what needs to be done in each key link of the sales process, and what resources need to be matched to increase the winning rate . And there is a lack of key management indicators to effectively evaluate and improve the effectiveness of sales process management.
3. Lack of rapid response to major customer needs and resolution mechanisms. During the delivery process of major customers, failure to respond to customer demand requests in a timely manner, the need to solve pipeline blockages, relevant departments kicking the ball, cross-regional coordination difficulties, resulting in reduced customer satisfaction and even risk of loss.
Moreover, companies often encounter such problems. There are many reasons for the loss of a major customer, such as a key person in the customer who has a better relationship with a competitor, or the price of a competitor is too low. But these problems may only describe a certain aspect of the lost order phenomenon, and they are not the ultimate cause. On the other hand, if the company wins the order, does it mean that the sales department has done the work right? Was the offer too low, and was the success accidental or inevitable? Therefore, enterprises need a systematic approach to key account management.
2. Build a customer-centric business model for the full life cycle of major customers
Fenshare’s key account management solution covers refined operations in four dimensions: identification, mining, locking, and value closed-loop, helping companies build a customer-centric digital business model for the entire life cycle of key accounts, effectively improving the rate of winning orders for key accounts .
Get the 26-page electronic version from the official website: https://fs80.cn/34ous9
1) Establish hierarchical and grading standards for major customers
Large enterprises ≠ key customers, the selection and accurate judgment of key accounts is the first step in key account management, and key accounts are contributors of continuous high value. The greatness of a major client does not lie in the size of the client itself, but in the value it creates for us.
Judging whether a customer is a big customer needs to consider multiple factors comprehensively. Enterprises should establish a unified index system for customer classification and classification, and use the comprehensive integral method to identify real big customers. The management function of Fanxiang sales key accounts supports the setting of matrix static and dynamic scoring rules. For example, enterprises can set indicators such as [purchase duration] and [proportion of total customer purchases], and the system will automatically score customers. Customers who meet a certain score are big customers.
2) Key customer value mining process
Establish a 360° customer view, customer analysis model, and strategic goal landing mechanism, so that everyone can enter the right battlefield and ensure every link of customer service
360-degree customer enterprise information management: Obtain basic enterprise information through external services (Tianyancha, etc.) and corporate public information (annual reports, etc.), and continuously collect, improve, and update during customer interaction.
Customer classification and hierarchical management: Static labels and dynamic labels can be set according to different dimensions, or labels can be filtered according to PASA, and then a segmentation model can be formed to generate customer target groups.
Customer research and analysis: conduct research on the customer’s background from the perspectives of strategy and business analysis, industry and competition analysis, and business network analysis, review historical cooperation with customers, and focus on unmet needs and the increase in the share of existing products , to discover potential business opportunities.
Customer goal formulation: formulate a clear OGSM for the key account management department, such as opportunity mining, share increase, customer sentiment improvement, etc., and require the sub-teams to dismantle the team's OGSM and implement the key account manager's monthly action plan .
3) Key customer potential locking process
Based on the annual plan, goals and strategies, reach a consensus with customers, provide customers with customized products that meet their needs, promote the implementation of customer business changes, and clarify information about product supply plans and shares.
Hold joint business meetings : Provide customers with a clear value proposition and reach a consensus with them. Through the joint business meeting, the two parties are oriented to achieve joint business goals, integrate their strategies, find joint business opportunities, and implement them together to achieve a win-win situation.
Formulate customer success plan: Based on multi-dimensional relationship evaluation, find out the gaps, and formulate targeted plans for the projects that customers need to purchase our products to help customers achieve business goals and growth strategies.
4) Key customer value closed-loop process
Implement the best practice of sales methodology into the CRM system to empower all sales; realize precise investment of resources through refined customer operations; use the sales funnel to conduct sales forecasts, find out performance gaps, adjust sales strategies, and ensure closed-loop management of customer value .
Establish customer decision-maker files: key account management ultimately falls to the decision-maker’s multi-dimensional decision-making on organizational interests and personal preferences, establish project-related rights maps, and understand the basic information, influence, response mode, and support of different decision-makers Information in dimensions such as level and business challenges can be used to formulate sales strategies in a targeted manner.
Customer business opportunity follow-up process: For different customer procurement processes, establish a corresponding sales business opportunity management process, and set corresponding task objectives at each stage, which can effectively improve the winning rate. Refined business opportunity management is the ultimate means to ensure the closed loop of customer value .
3. Interpretation of Key Account Management Cases
How does Ruijin Railway pass the management of major customers, and its semi-annual performance surpassed last year's full-year performance by 120% .
1) Systematization of customer relationship
Customer contacts are permanently stored, and fragmented customer information is deposited into enterprise customer data assets
In the past : For customers who have been working for more than 10 years, the customer situation only stays in the mind of a certain salesman, and there is no way to record it, let alone pass it on. This is a very painful point for Ruijin Railway.
Now : Through the CRM system, Ruijin Railway can build a customer relationship network, and the interactive content between sales and customers/business opportunities will be reflected in it. Over time, we have records of all historical interactions with customers, customer resource management, sales visits to customers, what is the customer's attitude, and the progress of business opportunities follow-up, all at a glance.
2) Refinement of business opportunity control list
At each stage of business opportunity follow-up, what needs to be accomplished, what is the standard of conduct, and what is the result, to achieve clear and refined management.
In the past : In terms of order control, the mistakes that sales often make are not doing competitive product analysis, not studying competitors' countermeasures, what are they doing, who are they contacting, and what is their strategy?
Now : The CRM system allows each of our employees to have a set of methodologies to implement based on their existing capabilities. "At present, from the business opportunity stage to the contract list, Ruijin Railway has set more than 40 tasks for sales, and the progress of each task of sales is visualized. It is not clear at a glance when the task is completed.
3) Dataization of business management
Where is the direction of the future market and where is the customer group, all of which are automatically generated through digitalization and visualized reports to facilitate accurate decision-making.
Before : Hold weekly meetings and write weekly reports. I have to call to ask if the task is completed. It is impossible to quickly analyze the workload of sales teams at all levels and the follow-up volume of key customers, and it is impossible to quickly know the funnel data of salespeople and multi-level teams.
Now : The company's data cockpit includes target achievement, sales process, customer insight, project insight, business insight, and sales expenses. Each cockpit has 4-5 views, each region has a target cockpit for each region, the percentage of performance completed, each person has a corresponding ranking, and the goal is updated in real time, so that everyone has a more sense of purpose .