ROCHE维生素销售运用关键客户管理的战略
摘要
全球化竞争的挑战已让很多企业将焦点集中到缩减企业规模、组织扁平化和流程再造等的商业战略来降低成本。关键客户管理是一种用以巩固顾客忠诚度、降低成本、增加利润的流程再造的商业战略，关键客户管理是将汇集来自销售、客户支持和市场营销部门员工的有关客户和市场趋势的信息，以便对目标市场的销售机会作出快速决定。
关键客户是给企业带来主要销售收入并得以支撑企业的投资和成本非常重要的客户，这取决于80/20原则-大约80％的销售来自20％的客户-这些客户应当受到有别于普通客户的待遇。关键客户管理战略要求我们懂得更多关键客户的需求和行为，以便与他们建立更加牢固的长期关系。
管理关键客户是一个复杂而困难的工作。然而，成功的关键客户管理能促使企业提供物超所值的服务，更好地服务关键客户以提高其现有和将来的收入流，这将保证企业获得持续的利润、生存和发展。
维生素这个曾经被公认的朝阳产业，在经过一段时期的高速发展之后，目前已进入供过于求的状态，产品的同质化程度高，行业竞争激烈。ROCHE作为行业的领导者正面临着越来越多的困难和挑战。
本文笔者在比较研究国内外现代营销理论的基础上，对维生素行业市场与营销的特点和竞争环境进行了深刻剖析，发现营销战略是制约维生素企业发展的最突出的问题；笔者在进一步研究关系营销和数据库营销的基础上，结合多年从事关键客户管理的实践经验，总结出ROCHE维生素运用关键客户管理的方案及其信息化处理的好处和方法，力图为维生素企业的营销提供一个系统的、可操作性的关键客户管理战略。
The challenge of global drastic competition has led many corporations to focus on reducing costs via organizational downsizing, flattening, and reengineering. Key account management (KAM) is one of reengineered business strategy to reduce costs and increase profitability by solidifying customer loyalty. KAM brings together information about customers and market trends from employees of sales, customer support, and marketing to make quick decisions on selling opportunities to target marketing.
Key accounts(KA) are the firm's very important customers of sales revenues to support its investment and cost structures. Driven by 80/20 rule -about 80% of revenues come from 20% of customers - these customers must be treated differently from common customer. It's a strategy to learn more about KA's needs and behaviors in order to develop stronger relationships with them.
Managing key accounts is a complex and difficult work, however, a successful KAM can enable firms to service their KA more appropriately by offering many value-added services to enhance their current and future revenue streams, it will ensure continued profitability, organizational survival and growth.
Vitamin business ever was regarded as a rising-sun industry, which has entered into the condition of over-offering after a long duration of rapid development, in which the products have so less difference that the industry competition being very intense. As a leader, Roche is facing more and more difficulties and challenges.
On the basis of studying a number of latest marketing theories from both domestic and abroad, the writer has made an objective valuation on the total competition environment, characteristics of market and marketing of vitamin industry, it's clear that the strategy of marketing has been the heart of the matter that restrains the development of vitamin enterprises. After studying Relationship of Marketing and
Database Marketing furthermore, the writer has made a program for Roche Vitamin to use KAM and the method & advantages of eKAM based on his years experience in KAM. The author is striving to provide the marketing of vitamin enterprises with a systemic and operative KAM strategy.
关键客户是给企业带来主要销售收入并得以支撑企业的投资和成本非常重要的客户，这取决于80/20原则-大约80％的销售来自20％的客户-这些客户应当受到有别于普通客户的待遇。关键客户管理战略要求我们懂得更多关键客户的需求和行为，以便与他们建立更加牢固的长期关系。
管理关键客户是一个复杂而困难的工作。然而，成功的关键客户管理能促使企业提供物超所值的服务，更好地服务关键客户以提高其现有和将来的收入流，这将保证企业获得持续的利润、生存和发展。
维生素这个曾经被公认的朝阳产业，在经过一段时期的高速发展之后，目前已进入供过于求的状态，产品的同质化程度高，行业竞争激烈。ROCHE作为行业的领导者正面临着越来越多的困难和挑战。
本文笔者在比较研究国内外现代营销理论的基础上，对维生素行业市场与营销的特点和竞争环境进行了深刻剖析，发现营销战略是制约维生素企业发展的最突出的问题；笔者在进一步研究关系营销和数据库营销的基础上，结合多年从事关键客户管理的实践经验，总结出ROCHE维生素运用关键客户管理的方案及其信息化处理的好处和方法，力图为维生素企业的营销提供一个系统的、可操作性的关键客户管理战略。
The challenge of global drastic competition has led many corporations to focus on reducing costs via organizational downsizing, flattening, and reengineering. Key account management (KAM) is one of reengineered business strategy to reduce costs and increase profitability by solidifying customer loyalty. KAM brings together information about customers and market trends from employees of sales, customer support, and marketing to make quick decisions on selling opportunities to target marketing.
Key accounts(KA) are the firm's very important customers of sales revenues to support its investment and cost structures. Driven by 80/20 rule -about 80% of revenues come from 20% of customers - these customers must be treated differently from common customer. It's a strategy to learn more about KA's needs and behaviors in order to develop stronger relationships with them.
Managing key accounts is a complex and difficult work, however, a successful KAM can enable firms to service their KA more appropriately by offering many value-added services to enhance their current and future revenue streams, it will ensure continued profitability, organizational survival and growth.
Vitamin business ever was regarded as a rising-sun industry, which has entered into the condition of over-offering after a long duration of rapid development, in which the products have so less difference that the industry competition being very intense. As a leader, Roche is facing more and more difficulties and challenges.
On the basis of studying a number of latest marketing theories from both domestic and abroad, the writer has made an objective valuation on the total competition environment, characteristics of market and marketing of vitamin industry, it's clear that the strategy of marketing has been the heart of the matter that restrains the development of vitamin enterprises. After studying Relationship of Marketing and
Database Marketing furthermore, the writer has made a program for Roche Vitamin to use KAM and the method & advantages of eKAM based on his years experience in KAM. The author is striving to provide the marketing of vitamin enterprises with a systemic and operative KAM strategy.
引文
1、[美]麦可姆·麦克唐——大客户管理，企业管理出版社第一版，2002．8
2、王新平：代理制在中国的发展，《销售与市场》编辑中心出版，2000，1
3、曾强：电子商务的理论与实践，中国经济出版社，2000．3
4、[美]弗雷德里克·伊威尔，21世纪行销大趋势[M]，世界图书出版社，2000．4
5、千高原、苏伟伦：发现利润与竞争策略——属于你的市场在哪里[M]，中国纺织工业出版社，2000．4
6、周三多、陈传明、鲁明泓等，管理学原理与方法，复旦大学出版社，1999
7、林宁，活用顾客心理，海天出版社，2000
8、迈克尔·波特，竞争战略，清华大学出版社，1998
9、丁斌、丁邦满：客户关系，中国大百科全书出版社，2003．1
10、蒋明新，企业经营战略，西南财经大学出版社，1999
11、余凯成等：人力资源管理，大连理工大学出版社，1999．7
12、黄横学，市场创新，清华大学出版社，1998
13、屈云波、高媛等，市场细分—找对你的顾客，企业管理出版社，1999
14、吕一林：市场营销案例[M]，复旦大学出版社，1998．1
15、赵平、廖建军、孙燕军等，市场营销渠道，清华大学出版社，2001
16、阿诺尔特·魏斯曼，市场营销战略，华夏出版社，2001
17、鲍勃·哈特利、迈克尔·W·斯塔基等，销售管理与客户关系，机械工业出版社，2002
18、《销售与市场》，2003年1月，第1期，总第125期
19、[美]菲利普·科特勒：营销管理——分析、计划、执行和控制[M]，上海人民出版社第九版，2000．3
20、晁钢令：营销战略策划，上海财经大学出版社，1996．10
21、董大海：战略管理，大连理工大学出版社，2000．7
22、王方华等，整合营销，山西经济出版社，1998
23、《中国企业家》，2002年4月，第4期，总第204期
24、Business English, Ye Naiyi, Press of Southwest Jiaotong University, 2002.5
25、Business Weekly, 2002.7
26、Management Information System, Stephen Haag, McGraw-Hill Co. 2000
27、Marketing, Maggie-Jo&St John, Prentice Hall, 1998.11
28、Strategic Marketing Communications: New Ways to Build Integrate Communications, Berry, C. & A. Pulford, Journal of Advertising Research, 1997
29、www.crmchina.com.cn
30、www.crm-forum.com
31、www.greatchinacrm.org
32、www.keyaccountmanagement.com
33、www.Roche.com
2、王新平：代理制在中国的发展，《销售与市场》编辑中心出版，2000，1
3、曾强：电子商务的理论与实践，中国经济出版社，2000．3
4、[美]弗雷德里克·伊威尔，21世纪行销大趋势[M]，世界图书出版社，2000．4
5、千高原、苏伟伦：发现利润与竞争策略——属于你的市场在哪里[M]，中国纺织工业出版社，2000．4
6、周三多、陈传明、鲁明泓等，管理学原理与方法，复旦大学出版社，1999
7、林宁，活用顾客心理，海天出版社，2000
8、迈克尔·波特，竞争战略，清华大学出版社，1998
9、丁斌、丁邦满：客户关系，中国大百科全书出版社，2003．1
10、蒋明新，企业经营战略，西南财经大学出版社，1999
11、余凯成等：人力资源管理，大连理工大学出版社，1999．7
12、黄横学，市场创新，清华大学出版社，1998
13、屈云波、高媛等，市场细分—找对你的顾客，企业管理出版社，1999
14、吕一林：市场营销案例[M]，复旦大学出版社，1998．1
15、赵平、廖建军、孙燕军等，市场营销渠道，清华大学出版社，2001
16、阿诺尔特·魏斯曼，市场营销战略，华夏出版社，2001
17、鲍勃·哈特利、迈克尔·W·斯塔基等，销售管理与客户关系，机械工业出版社，2002
18、《销售与市场》，2003年1月，第1期，总第125期
19、[美]菲利普·科特勒：营销管理——分析、计划、执行和控制[M]，上海人民出版社第九版，2000．3
20、晁钢令：营销战略策划，上海财经大学出版社，1996．10
21、董大海：战略管理，大连理工大学出版社，2000．7
22、王方华等，整合营销，山西经济出版社，1998
23、《中国企业家》，2002年4月，第4期，总第204期
24、Business English, Ye Naiyi, Press of Southwest Jiaotong University, 2002.5
25、Business Weekly, 2002.7
26、Management Information System, Stephen Haag, McGraw-Hill Co. 2000
27、Marketing, Maggie-Jo&St John, Prentice Hall, 1998.11
28、Strategic Marketing Communications: New Ways to Build Integrate Communications, Berry, C. & A. Pulford, Journal of Advertising Research, 1997
29、www.crmchina.com.cn
30、www.crm-forum.com
31、www.greatchinacrm.org
32、www.keyaccountmanagement.com
33、www.Roche.com