現(xiàn)通重點客戶管理BRT小組行動指南BRTactionguidelineformanagementofkeyaccountinmodernchannel組長：張漢來TeamLeader:ZhangHanLai組員：蔡長釵、蘇清漢、蔣皓、陳紅軍、陸利（上海）蔡友純（浙江）、吳小平（深圳）、吳彤梅（北京）、夏靈林（四川）包壽榮（廣州）Teammember:MrCaiChangCai、MrSuQingHan,MrJiangHao,MrCenHongJun,MrLuLi(ShangHai),MrCaiYouChun,MrWuXiaoping,MissWuTongMei,MrXiaLingLin,MrXiaLingLin2002年3月20日現(xiàn)通重點客戶管理BRT小組行動指南

BRTactionguidelineformanagementofmodernchannelkeyaccounts一、BRT章程

BRTcharter二、現(xiàn)通重點客戶績效考評圖、障礙分析

Cockpitchart&barrieranalysisforkeyaccountsinmodernchannel三、現(xiàn)通重點客戶策略

StrategyforKeyaccountsinmodernchannel四、現(xiàn)通重點客戶管理架構、崗位描述

Managementarchitecture&jobdescriptionforkeyaccountsinmodernchannel五、現(xiàn)通重點客戶工作流程

Workprocessofkeyaccountsinmodernchannel六、現(xiàn)通重點客戶實施程序及考評標準

Implementationprogramandevaluationcriterionforkeyaccountsinmodernchannel七、現(xiàn)通江浙滬、閩粵重點客戶管理啟動方案

KickoffplanformanagementofmodernchannelkeyaccountsinJiangXi,ZheJiang,ShanghaiaswellasGuangdongProvince.八、排障工作包及計劃

Workpackage&planofbarrierremoval目錄Catalog現(xiàn)通重點客戶管理BRT小組行動指南BRTactionguidelineformanagementofmodernchannelkeyaccount團隊名稱：現(xiàn)代通路重點客戶排障小組成立時間：2002年4月9日Teamname:BRTteamformodernchannelkeyaccountEstablishmentDate:April92002團隊領導：張漢來電話號碼：Teamleader:MrZhangHanLaiTelephonenumber:頻率：每兩周一次會議日期：隔周星期二Frequency:OncemeetingforeverytwoweeksDate:everysecondTuesday時間：9:00~17:00地點：集團總部Time:9:00~17:00Location:Headquarters團隊成員職位電話號碼電子郵件蔡長釵集團銷售部主管.cn蘇清漢集團銷售部職員.cn蔣皓集團銷售部職員-17.cn陳紅軍集團系統(tǒng)部蔡友純上虞公司業(yè)務部經理陸利上海經營部業(yè)務主管吳小平深圳經營部副經理吳彤梅北京經營部副經理夏靈林四川公司業(yè)務科主管包壽榮廣州經營部業(yè)務現(xiàn)通重點客戶管理BRT小組行動指南BRTactionguidelineformanagementofmodernchannelkeyaccount章程Charter1、找出并排除目前全國性賣場和跨省跨區(qū)域連鎖超市（以下稱“現(xiàn)通重點客戶”）的現(xiàn)存問題

Wewillidentifyandremovecurrentproblemsfornationalhypermarketandcross-boundarychainsupermarket.2、組建并實施一套行之有效的現(xiàn)通重點客戶管理模式

Wewillworkoutandimplementasetofeffectivekeyaccountsmanagementmodel3、與全國各附屬公司、直屬經營部達成共識，使其在排障工作中鼎力支持

Wewilltrytoreachmutualunderstandingwithsubsidiariesandsalesofficesnational-wide,sothatwecanhavetheirsupportinbarrierremovalwork.范圍Scope從接受CFT排障指令開始；到排除現(xiàn)通重點客戶的障礙，并且各附屬公司、直屬經營部開始按照預定的模式運做并取得明顯的效益為止Forsubsidiaryandsalesoffice,theywillstarttoremovebarriersincetheyreceivebarrierremovalorder，andtheywillinsistonworkingInscheduledpatternuntilthesignificantdeliverableisavailable，thatisremovebarriersformodernChannelkeyaccounts第一階段從滬浙蘇、閩粵區(qū)域為啟動的現(xiàn)通重點客戶開始Infirststage，WewillinitiateinShanghai's，ZheJiang，Jiang，F(xiàn)ujian，aswellasGuangdong.開始：Start:從接受CFT排障指令開始SinceCFTbarrierremovalorderisavailable

結束：End到排除現(xiàn)通重點客戶的障礙，并且各附屬公司、直屬經營部開始按照預定的模式開始運做并取得明顯的效益為止Allsubsidiariesandsalesofficeswillinsistonworkinginscheduledpatternuntilthesignificantdeliverableisavailable,barrierremovalformodernchannelkeyaccountsiscompleted現(xiàn)通重點客戶管理BRT小組行動指南——章程BRTactionguidelineformanagementofmodernchannelkeyaccounts-charter最終成果Finaldeliverable1、尋找目前所有制約恒安在現(xiàn)通重點客戶銷售業(yè)績的因素，規(guī)劃合適的操作模式，徹底解決上述尋找的障礙。

Wewillidentifyallfactorswhichrestrictssalesperformanceofmodernchannelkeyaccounts,Thenworkoutsuitableoperationmodel,sothatallbarriersidentifiedwillbesolveddrastically2、明確集團銷售部與各附屬公司之間在現(xiàn)通重點客戶管理的分工與合作關系，各自在工作范圍內順利運做并良好溝通與銜接。

Thecooperativerelationshipandresponsibilitybetweensalesdepartmentandsubsidiariesintermsofmodernchannelkeyaccountsmanagementshouldbespecified,sothattheycanfulfillTheirresponsibilitiessmoothlyandmakeagoodcommunicationandlinkage.3、在上述基礎上，推動我司與現(xiàn)通重點客戶建立良好合作伙伴關系，大幅度提高恒安在現(xiàn)通重點客戶的銷售業(yè)績，使之能等同并高于恒安各品牌的全國市場占有率。

Basedonwhatmentionedabove,WewilltrytobuildupgoodcooperativerelationshipwithModernchannelkeyaccountsandwecandramaticallyincreasesalesperformancecontributedbyModernchannelkeyaccounts,makeittobethesamewithorhigherthannationalmarketshare階段性成果Periodicaldeliverable1、至2002年8月，與滬浙蘇、閩粵為啟點現(xiàn)通重點客戶能夠按規(guī)范管理模式進行運作

BeforeAugust,2002,inShangHai,JiangSu,ZheJiang,FuJian,andGuangDong,wewillcoachtheseregionssotheycanimplementtheplan.Therewillbeastandardizedmodeldevelopedoreachregion..2、至2002年8月，提升滬浙蘇、閩粵為啟動現(xiàn)通重點客戶50%的銷售額

TillAugust2002,WewilltrytoincreasesalesrevenuecontributedbyShangHai,JiangSu,ZheJiang,FuJian,andGuangDongupto50%oftotalsalesrevenuemadebymodernchannelkeyaccounts團隊何時完成Timeline最終成果（計劃于2003年1月前完成）Finaldeliverable(BeforeJanuary2003)階段性成果于2002年8月30日完成Periodicaldeliverable(30August2002)現(xiàn)通重點客戶管理BRT小組行動指南——章程BRTactionguidelineformanagementofmodernchannelkeyaccounts-charter5二、現(xiàn)通重點客戶績效考評圖、障礙及根源分析Cockpitchart,barrier&rootcauseanalysisformodernchannelkeyaccounts現(xiàn)通重點客戶管理BRT小組行動指南

BRTactionguidelineformanagementofmodernchannelkeyaccounts品類產品在客戶市場占有率

customerMarketsharebycategory貨架占有率Shelfspacerate銷售費用率Salesexpenserate品類產品銷售毛利Grossmarginbycategory店內促銷頻率FrequencyofIn-storepromotion現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產品銷售收入及增長率

salesrevenue&growthratebycategory出樣率SKUpercentage附：1、衡量指標定義工作表

2、數(shù)據(jù)錄入表格Appendix:1Workchartofmeasurementdefinition2Formofdatainput每月進行績效考評圖分析Monthlycockpitchartanalysis現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產品在客戶市場占有率Customermarketsharebycategory圖表chart數(shù)據(jù)錄入表格FFormofdatainput七月一月二月三月四月五月六月八月九月十月十一月十二月1050403020月份Month客戶市場占有率customermarketshare（%）客戶Customer品牌brand月銷售額Monthlysalesvolume客戶市場占有率Customermarketshare____________經營部salesoffice________月份客戶市場占有率表customermarketsharepermonth現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart店內促銷頻率FrequencyofIn-storepromotion七月一月二月三月四月五月六月八月九月十月十一月十二月15432月份Month促銷次數(shù)Promotiontimes圖表chart數(shù)據(jù)錄入表格Formofdatainput促銷期間Promotiondate促銷品項Promotioncategory規(guī)格specification銷售量Salesvolume促銷零售價PromotionRetailprice促銷供應價PromotionSupplyingprice____________經營部salesoffice________月份month____________客戶促銷情況表customerpromotionform現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產品銷售收入及增長率

salerevenue&growthratebycategory八月七月一月二月三月四月五月六月九月十月十一月十二月105040302080907060100105040302080907060100月份month增長率Growthrate（%）銷售收入SalesrevenueTenthousand（萬元）客戶customer品牌brand上月銷售額SalesrevenueofLastmonth增長率Growthrate本月銷售額Salesrevenueofthismonth____________經營部salesoffice________月份品類產品銷售收入及增長率categorysalesrevenue&growthratepermonth現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart品類產品銷售毛利

grossmarginbycategory圖表chart數(shù)據(jù)錄入表格Formofdatainform七月一月二月三月四月五月六月八月九月十月十一月十二月月份month品類銷售毛利Salesgrossmarginbycategory（%）促銷期間Promotiondate促銷品項Promotioncategory規(guī)格specification銷售量Salesvolume促銷零售價Promotionretailprice促銷供應價PromotionSupplyingprice____________經營部salesoffice________月份month____________客戶促銷情況表customerpromotionform5252015105045403530現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart銷售費用率Salesexpenserate八月七月一月二月三月四月五月六月九月十月十一月十二月圖表chart數(shù)據(jù)錄入表格Formofdatainput費用金額Expensevalue(RMB)（元）費用率Expenserate（%）20001000080006000400016000180001400012000200005252015104045353050發(fā)生日期date項目item金額value效果評估Resultevaluation____________經營部salesoffice________月份month_________客戶費用表customerexpenseform當月銷售Salesrevenueofthismonth費用率Expenserate現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart圖表chart數(shù)據(jù)錄入表格Formofdatainput貨架占有率及出樣率Shelfspacerate&SKUpercentage八月七月一月二月三月四月五月六月九月十月十一月十二月1050403020月份month貨架占有率Shelfspacerate出樣率SKUpercentage80907060100157560453012013510590150應進品項Necessarycategory出樣/未出樣SKUpercentage排面大小SizeofShelfspace措施measure未出樣原因Reasonofabsence同品類貨架占有率Shelfspaceratebysamecategory____________經營部salesoffice________月份month____________客戶貨架占有率及出樣率表customershelfspacerate&SKUpercentageform現(xiàn)通重點客戶管理BRT小組行動指南——績效考評圖BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart恒安在現(xiàn)通重點客戶的SWOT分析SWOTanalysisforHengAnmodernchannelkeyaccountsS：強大的綜合實力及良好的產品質量Powerfulintegrativestrengthandgoodproductquality

產品線長，有利于滿足現(xiàn)通重點客戶不同區(qū)域的的品項需求

Longproductline,wecanmakegooduseofittomeetcategoryneedscomesfrommodernkeyaccountsinDifferentregions

恒安產品為全國市場領導者，較高品牌知名度及市場占有率Wearethenationalleader,wehavegoodbrandawarenessandmarketshareW：缺乏現(xiàn)通重點客戶尤其是跨區(qū)域性、全國性現(xiàn)通重點客戶的管理經驗

Welackofmanagementexperienceonmodernchannelkeyaccounts,especiallyforcross-boundaryandnationalmodernchannelkeyaccounts.

管理分散，尚未組建有效的現(xiàn)通重點客戶管理機構（群貓和老虎）(agroupofcatsandatiger)managementispoorlyorganized,theeffectivemodernchannelkeyaccountsmanagementorganizationisstillnotavailable

不同區(qū)域實際銷售的品項及價格差異較大Thereisabigdifferenceincategoryandpricefordifferentregions

各現(xiàn)通重點客戶門店分布的核心城市及部分A類城市市場基礎薄弱

ThemarketfoundationofcorecitiesandsomeAlevelcitieswheremodernchannelkeyaccountsstorelocatesisweakO：集團對現(xiàn)通重點客戶的重視程度增加

Nowadays,moreattentionsarepaidonmodernchannelaccountsbyHengAngroup.

引進TCT管理WeintroducedTCTmanagement

組建集團終端管理架構將進一步發(fā)揮集團的優(yōu)勢theadvantageofHengAngroupwillbefurtherstrengthenedbymeansofestablishinggroupoutletmanagementarchitecture.T：各現(xiàn)通重點客戶的合作門檻在不斷提高cooperativeconditionsissuedbyeachmodernchannelkeyaccountesmoreandmorestrict現(xiàn)有銷售架構不適應現(xiàn)通重點客戶運作需要Thecurrentsalesarchitecturecan’tmeetneedsofmodernchannelkeyaccounts.主要競爭對手終端投入巨大，促銷頻繁Therearetremendousinvestmentsmadebymaincompetitors,andfrequentpromotions價格競爭日趨激烈、價格走低Thereismoreandmoretensecompetition,andpriceisdeclining現(xiàn)通重點客戶管理BRT小組行動指南——根源分析BRTactionguidelineformanagementofmodernchannelkeyaccounts-rootcauseanalysis障礙描述

barrierdescription影響力

impact難度

difficulty比值ratio1現(xiàn)有銷售架構及考核指標不適應現(xiàn)通重點客戶管理需要Currentsalesarchitecturedoesn'tmeetneedsofmodernchannelaccountsmanagement8242全國性重點客戶管理經驗及意識不足Thereisnoenoughmanagementexperienceandawarenessofnationalkeyaccounts832.673缺乏適合現(xiàn)通重點客戶終端促銷拉動

Welackofsuitableoutletpromotionpullformodernchannelkeyaccounts732.334管理分散，缺乏統(tǒng)一的現(xiàn)通重點客戶管理模式Managementispoorlyorganized,welackofstandardizedmanagementpatternformodernchannelkeyaccounts1061.675缺乏關于零售重點客戶的培訓Thereisnoenoughtrainingformodernchannelkeyaccounts

961.56不同區(qū)域銷售的品項及價格差異較大Thereisabigdifferenceincategoryandpricefordifferentregions981.137各零售重點客戶門店分在核心城市及部分A類城市市場基礎薄弱ThemarketfoundationofcorecitiesandAlevelcitieswherekeyaccountsstorelocatesisweak1091.11現(xiàn)通重點客戶管理BRT小組行動指南——障礙BRTactionguidelineformanagementofmodernchannelkeyaccounts-cockpitchart-barrier三、現(xiàn)通重點客戶策略Strategyformodernchannelkeyaccount現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy開始要求供應商簽定全國合同，部分賣場只設置一個采購部（如：麥德龍）。整體趨勢往全國統(tǒng)一合同的前提下統(tǒng)一費用、統(tǒng)一價格、統(tǒng)一促銷、統(tǒng)一結算的方向發(fā)展Suppliersareaskedtosignnationalnationalcontract,Thereisonlyaprocurementdepartmentinsomehypermarkets(suchas:metro).thegeneraltrendwillbe:underthepreconditionofnationaluniformcontract,Wewillfulfilluniformexpense,uniformprice,uniformpromotionaswellasuniformsettlement各大知名品牌的必爭之地，體現(xiàn)在：品牌實力強大、投入增大、價格走低Thatisthefieldwhicheachfamousbrandfocuseson,thefeatheris:powerfulbrandstrength,increasinginvestment,decliningprice合作門檻越來越高，合作費用越來越大Thereisamoreandmorerestrictionsoncooperativeissuesandmoreandmorehighcooperativeexpense各重點客戶之間的競爭更為激烈，體現(xiàn)在：要求最低供應價、零售價加價率走低、要求供應商更多的合作支持、各種類型的促銷、特價不斷Thereisamoretensecompetitionamongkeyaccounts,thefeatheris:theyposedrequirementsoflowestsupplyingprice,continuousspecialoffer.重點客戶市場的特點Keyaccountmarketfeature現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy

策略核心表述：統(tǒng)一規(guī)劃、分類操作、合理投入CoreexpressionofstrategyUniformplanning,classifiedoperation,reasonableinvestment即：1、集團總部統(tǒng)一規(guī)劃管理及績效考評

Wewillfulfilluniformplanningmanagementandperformanceevaluation2、不同類型現(xiàn)通重點客戶進行分類管理

Wewillfulfillclassifiedmanagementondifferenttypesofmodernchannelkeyaccounts3.合理投入終端推廣費用并在集團總部,附屬公司之間合理分攤費用

Wewillvalidatereasonableoutletpromotionexpense,andmakeareasonableapportionmentbetweenheadquartersandsubsidiaries4、與重點客戶密切配合，強強合作、雙贏互利

Weshouldcooperatewithkeyaccountclosely,inordertomakegooduseofadvantageforeachside,andrealizewin-winandmutualbenefittarget.現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy統(tǒng)一規(guī)劃Uniformplanning產品品項Productcategory價格price促銷promotion陳列display現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy進行品項管理：精簡目前的在銷品項，實施適量而精的品項計劃，避免品項多而雜，形成被競品“各個擊破”。Wewillfulfillcategorymanagement:wewillsimplifycurrentcategories,implementcategoryplanwithsuitableSKU,inordertoavoidtobedefeatedbycompetitivebrandsbecauseoftoomanySKU描述：Description:1、所有重點客戶的進場品項原則上由集團現(xiàn)代通路小組在充分征詢銷售部、市場部、各業(yè)務單位、恒安紙業(yè)的基礎上統(tǒng)一制定、備案。

Inprinciple,withconsideringopinionscomesfromsalesdepartment,marketingdepartment,eachbusinessorganizationaswellasHengAnpaperindustry,wewillvalidatein-storecategoriesforkeyaccountsandputitonrecords2、研究不同競品在不同客戶的重點品項并分析其現(xiàn)狀，確定重點“競品品項”。利用恒安豐富的品項資源，確定針對每個主要競品品項的重點品項，對競品形成各個擊破的攻勢。

Wewillmakeanalysisonkeycategoriescomesfromdifferentcompetitors,thenvalidatekey“competitivecategory”sothatwecanmakegooduseofrichcategoryresources,wewillvalidatekeycategoryforeachcompetitivecategoryinordertoshapeourcompetitiveadvantagetoagainstcompetitivebrands.3、在全國統(tǒng)一若干政策性產品的前提下，爭取盡量多的區(qū)域品項的優(yōu)勢，加大攻勢力度。

Withthepreconditionthatsomenationalproductswillbekept,wewilltrytoexpandregionaladvantageincategory,sothatwecanenforcemarketattack產品品項ProductCategory現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy全國性品項：Nationalcategory安樂：AL1116、AL7220、AL1316、AL5220、AL1310AnleALS1410、ALS2410安爾樂:A8110（10+2）、A8210（10+2）、L8110、L8210、

AnerleA9110（10+2）、A9210（10+2）、A9310、A9410、

A9505、A9605、L8510、L8610安爾樂護墊：A8720、A8020、A9020、A8920、A8040、A9040Anerlepantyliner尿褲/片：S730N、M724N、L720N、S9015、M9012、L9010、Diaper/DiaperlinerS520、M518、L516、M310、M210、M410心相?。篊110/C210、N110/N210、C910、W112、DT1100、TissueDT1200、DT200、BT610、BT712、NT1320、

A120（5+1）、C120（5+1）、A150、B60、C200

產品品項（續(xù)）Productcategory現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy制定商場全國統(tǒng)一進價，并確保執(zhí)行Wewillworkoutnationaluniformsupplyingpriceforhypermarketsandsupermarkets,andinsureitwillbecarriedout描述：1、商場供價以集團B套價為基礎

WithBpriceissuedbyHengAngroupasourreference,wewillvalidatesupplyingpriceforhypermarketandsupermarket.2、不同類型重點客戶的進價根據(jù)集團B套價略加調整，制定相應的進場價格。

WewillmakeslightslightpriceadaptationbasedonBpriceissuedbyHengAngroupinordertovalidateenteringpricefordifferenttypesofkeyaccounts.3、對重點客戶必須以全國統(tǒng)一價對外簽定合同。

Wewillsigncontractwithkeyaccountsbasedonnationaluniformprice.4、個別操作在特殊情況下，在報集團同意的前提下，允許針對本地競品以特價形式調低供價，以適應實際情況，但合同報價不能改變。

Undersomespecialoccasions,withtheapprovalcomesfromheadquarter,withconsiderationofrealpractice,thepriceadaptationwillbemadetoagainstlocalcompetitiveproductbymeansofspecialoffer,butthecontractquotationcan’tbechanged.價格Price現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy

做品牌樹形象與擴大份額相結合，賣場以樹立整體形象為主結合不間斷的促銷活動，連鎖超市以不間斷的促銷活動為主，在有影響力的門店實施品牌形象宣傳。

Ononehand,wewilltrytobuildupproductbrandimage,ontheotherhand,wearegoingtoenlargemarketshare.Withthecooperationofcontinuouspromotionactivity,wewillfocusourattentiononbuildingupintegralbrandimageinhypermarkets.Forfranchises，wewillfocusourattentiononpromotionactivities，wewillmakebrandimagepropagandainsomekeystores

促銷Promotion頻率：1、賣場每月一次常規(guī)促銷，每季度一次主題促銷（三八、國慶、時事）

frequency:1.Wewillhaveonceroutinepromotionmonthly，andoncetopicpromotionwillbeheldquarterly（internationalwomenday，nationaldaycurrentaffair）

2、連鎖超市保持至少有一個常年堆樁，每季度一次主題促銷活動

2，Thereshouldbeacontinuousaisledisplaysineachchainsupermarket，andoncetopicpromotionshouldbeheldquarterly。集合銷售部、市場部、附屬公司、直屬市場及重點客戶意見制定促銷方案促銷方式：全國性促銷+區(qū)域性促銷Thepromotionplanwillbemadebymeansofconsideringinformationcomesfromsalesdepartment，marketingdepartmentSubsidiariesaswellaskeyaccounts.Promotionpattern:Nationalpromotion+regionalpromotion現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy

豐富重點客戶終端視覺形象，樹品牌形象：搶占黃金陳列，增加終端廣告投入，在有影響力的門店建立恒安店中店。

WewilltakesactionstoimproveconsumerperceptionforHengAnproduct，

thatis，agoodbrandimagewillbebuiltup.Wewilltrytogetbestshelfspace,increaseinvestmentonoutletadvertising,wewilltrytoestablish“storeinstore“insomeinfluentialstores貨架陳列Shelfdisplay標準：1、在月銷售額在5萬以上的門店力奪黃金陳列

2、在月銷售額在10萬以上的門店建恒安店中店Standard:1.Wewilltrytohavebestshelfspaceinthosestoreswithmonthlysalesrevenuebelow50,000RMB.2.WewilltrytohighlightHengAnbrandimageinthosestoreswithmonthlysalesrevenuebelow100,000RMB.目標：鋪面庫存份額不低于恒安全國市場占有率Target:theSKUpercentagepertotalhundredproductswillnotbelowerthannationalmarketshare現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy分類管理ClassifiedManagement一類客戶：簽定全國合同的賣場客戶

Levelonecustomer:thosecustomerswhichwehavesignednationalcontractwith.suchas：Carrefour，RT-Mart,andWalMart.

——家樂福、大潤發(fā)簽定全國合同的批發(fā)式賣場客戶

Thosewholesale,warehousetyperetailers,customerswhichwewillsignnationalcontractWithSuchas:Matro,Sam’sclub

——麥德龍、山姆簽定全國合同的連鎖超市客戶

ThosefranchisecustomerswhichsignnationalcontractwithSuchas:ShangHaiHuaLian——上海華聯(lián)二類客戶：不簽定全國合同的賣場客戶Leveltwocustomer:thosecustomerswhichwehavenotsignednationalcontractswithSuchas:,BeiJingHuaLian,ShanghaiHauLian,Trustmart,HomeworldA.Best

——沃爾瑪、北京華聯(lián)、好又多、家世界、樂購、歐尚、萬佳、萬客隆、新一佳

Thosewholesalecustomerswhichwehaven’tsignednationalcontractwith

不簽定全國合同的批發(fā)式賣場客戶

——普爾斯馬特

Thosefranchisecustomerswhichwehaven’tsignedcontractwith

不簽定全國合同的連鎖超市客戶

——華潤、上海捷強、上海農工商、蘇果對不同類型賣場采取不同策略現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy費用分攤

ExpenseAllocation

細分合同中的各項費用，在集團總部、附屬公司、經銷商之間合理分攤費用，以提高分銷鏈中各環(huán)節(jié)的積極性。ExpensesstipulatedinthecontractwillbedividedandallocatedbyHeadquarter,subsidiaries,aswellasdistributorsseparately,sothatActiveinvolvementofeachPartofthedistributionchainwillbeimproved.現(xiàn)通重點客戶管理BRT小組行動指南——策略BRTactionguidelineformanagementofmodernchannelkeyaccounts-strategy四、重點客戶工作架構及崗位描述WorkPlanArchitecture&JobDescriptionforkeyaccounts現(xiàn)通重點客戶管理BRT小組行動指南——架構及崗位BRTactionguidelineformanagementofmodernchannelkeyaccountstructure&position福建恒安集團有限公司集團銷售部終端管理組附屬公司、直屬經營部經營部（辦事處）重點客戶負責人/業(yè)務員重點客戶門店重點客戶總部現(xiàn)通重點客戶管理BRT小組行動指南——架構及崗位BRTactionguidelineformanagementofmodernchannelkeyaccountsStructure&PositionHengAnGroupSalesdepartmentinheadofficeOutletmanagementteamSubsidiary&salesofficeKeyaccountmanager/salesrepstoresforkeyaccountsKeyaccountheadquarters現(xiàn)通重點客戶管理BRT小組行動指南——架構及崗位BRTactionguidelineformanagementofmodernchannelkeyaccountsStructure&Position崗位描述—終端管理組Jobdescription—Outletmanagementteam向銷售部經理匯報工作，由集團銷售部授權負責規(guī)劃、管理并監(jiān)督全國不同類型終端的業(yè)務運做。通過市場策劃、銷售、及對流程的有效執(zhí)行，使業(yè)績最大化。

InordertorealizebestsalesperformancetheoutletmanagementThisthis“OutletManagementTeam”empoweredbyHeadquarterswillberesponsibleforplanning,supervisionandmanagementandthebusinessoperationofthedifferenttypesofnationalretailoutlets.現(xiàn)通重點客戶管理BRT小組行動指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription終端管理小組的基本職責Basicresponsibilitiesforoutletmanagementteam1、研究終端發(fā)展，制定不同類型終端策略和實施程序

Wewillmakeresearchonoutletdevelopment,workoutdifferenttypesofoutletstrategiesandimplementationprogram.2、制定不同類型終端的績效考評標準

Theevaluationcriterionfordifferenttypesofoutletwillbevalidated3、規(guī)劃終端，對不同類型終端客戶進行分類管理

Wewillmakeoutletplanningandfulfillclassifiedmanagementondifferenttypesofcustomers4、協(xié)調并幫助全國各區(qū)域終端工作人員開展業(yè)務工作

Wewilltrytocoordinateandhelpthepeopleinthefieldintheirbusinessoperation5、制定重點客戶的銷售預測及費用預算

Salesforecastingandexpensebudgetforkeyaccountswillbedeveloped6、建立各重點客戶檔案資料（包括合同）

Accountbookforeachkeyaccountswillbeestablished(includescontract)現(xiàn)通重點客戶管理BRT小組行動指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription終端管理小組的基本職責Basicresponsibilitiesforoutletmanagementteam7、對開展全國性合作的重點客戶，全面介入全國合同的實質性談判

Wewillinitiatesubstantivenegotiationwithnationalkeyaccountsonnationalcontractissue8、制定重點客戶的進場品項及進行價格控制

Wewillvalidatein-storecategoriesforkeyaccountsandfulfillpricecontrol9、進行促銷規(guī)劃，安排全國性的促銷活動，并做好總結分析工作

Ononehand,wewillmakepromotionplanningandarrangenationalpromotionactivities.Ontheotherhand,wewillmakesummarizationandanalysisonit.10、每月匯總重點客戶的銷售狀況、促銷總結，進行月銷售分析

Wewillcollectsalesperformanceforkeyaccountsmonthly,makepromotionsummarizationandmonthlysalesanalysis.11、進行季度重點客戶績效考評，及時調整工作戰(zhàn)術

Wewillmakemonthlyperformanceevaluationonkeyaccounts,andimprovetactics12、與各地的業(yè)務經理保持經常性的聯(lián)絡，聽取各地在重點客戶實際工作中遇到的障礙，并尋求解決方案予以協(xié)助解決

Wewillkeepnormalcontactwithbusinessmanagersinthefieldinordertoknowbarriersinthepracticerelatedwithkeyaccounts,sothatthesolutionwillbeaddressedforsolvingit.現(xiàn)通重點客戶管理BRT小組行動指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription終端管理小組的基本職責（續(xù)）Basicresponsibilitiesforoutletmanagementteam13、每月匯總并審查各地重點客戶發(fā)生的費用及需要集團分攤的費用部分，并且匯總費用總額，對照相關合同與各地促銷申請審查其合理性

Wewillcollectandauditexpensesrelatedwithkeyaccountsandexpensestobeapportionedbyheadquarter,Withreferencetorelatedcontractsandpromotionapplicationsformthefield,wewillauditit.14、定期前往各重點客戶所在城市，與當?shù)貥I(yè)務經理、終端管理專員、業(yè)務員總結現(xiàn)行工作成績、尋找工作障礙，尋求業(yè)績提升機會，考察當?shù)刂攸c客戶的實際情況，分析地區(qū)特點

Wewillgotovisitthosecitieswhereeachkeyaccountlocatesandcommunicatewithlocalbusinessmanagers,salesrepresentatives,specialistsofoutletmanagementinordertoevaluateworkperformance,identifybarriers,andseekforopportunitiesofsalesincrease,makeinvestigationonrealstatusoflocalkeyaccountsaswellasanalyzeregionalfeathers15、與重點客戶建立戰(zhàn)略伙伴關系，定期拜訪部分重點客戶賣場人員，達到合作效果最大化

Wewilltrytoestablishstrategicpartnershipwithkeyaccounts,makeperiodicsalescallsonkeyaccounts,sothatwecanmakethebestcooperationwiththem.16、定期向銷售部經理匯報工作

Thereportwillbesubmittedbyoutletmanagementteamtosalesmanagerperiodically.

現(xiàn)通重點客戶管理BRT小組行動指南——崗位描述BRTactionguidelineformanagementofmodernchannelkeyaccountsJobdescription崗位描述—附屬公司及直屬經營部終端管理Jobdescription—outletmanagementforsubsidiaryandsalesoffice向附屬公司業(yè)務部或直屬經營部經理匯報工作同時接受集團銷售部終端管理小組的協(xié)調，負責管理并監(jiān)督所轄范圍內各種類型終端業(yè)務工作。Whilereportingtosubsidiarymanag