【正文】 related measures in employee reviews ?Track customer satisfaction with internal operating statistics 26 Quadrant IV “Expected” Quadrant III “Proven” High Low Low USAGE Degree to which the practice is employed ? Track satisfaction using informal feedback ? Track customer satisfaction with formal market research annual satisfaction surveys, performance relative to petitors, etc. ? Track customer satisfaction using external sources other than customers Quadrant I “Innovative” 27 Enhancing Company Value AA Services ? Market Needs Assessment ? Competitive Profiling/Benchmarking ? Market Entry Strategies ? Channel Effectiveness ? Pricing Structures ? Market and Sales Organizational Structure ? Advertising Effectiveness Understanding Markets amp。 Marketing Purchasing Warehousing Delivery Administration Past Present Future? 19 Best Practices Matrix Quadrant IV “Expected” Quadrant III “Proven” Quadrant I “Innovative” Quadrant II “Differentiated” High Low High Low GAP USAGE Degree to which the practice is employed Degree to which the practice provides differentiated profitability or “gap” over nonusers 20 Understanding Markets amp。 Customer Service Obtain Materials amp。 dropshipments direct from suppliers) ? Shift to inside salesforce 11 Transformation Reinventing the Business ? Focus on revenue growth ? Increased importance of innovative valueadded services ? Strategic alliances for integrated supply ? Emphasis on reinventing the business and redeploying the workforce ? Reengineer the salesforce 12 Trends Continuing From 1992 Study ? W/Ds do not agree with their suppliers on key issues ? Margins and profitability continue to be pressured ? Alternate channel formats are here to stay ? Mergers and acquisitions continue at a rapid rate ? W/Ds are improving productivity ? Attracting and retaining strong management talent remains a challenge 13 Emerging Issues ? Large panies still growing。物流管理 Arthur Andersen 2 3 物流管理 3 What is AA Doing in the Marketplace? 3 Trends/Hot Buttons in Wholesale Distribution 3 Service Line Examples Customer Satisfaction Channel Marketing 3 Wholesale Distribution Industry Program 目 錄 3 The Wholesale Distribution Industry 4 The Classic Channel Product Service Information Information $ Manufacturer Wholesaler Distributor Customer 5 Many Forces Are Changing the Channel Manufacturer Wholesaler Distributor Customer Alternate Channel Formats Business Climate Business Climate 6 Channel Formats Manufacturer ? Service Providers ? “Door to Door” ? Third Party Influencers ? Catalog amp。 small/medium panies turn to buying groups ? Marketing alliances emerge ? Integrated supply programs flourish ? Some segments shift from supply “push” to demand “pull” in ? Alternate channels shake out 14 What is AA Doing in the Marketplace? 15 Questions to Answer 3 How are you using the FTFOC study? 3 Hot issues/activities for clients and targets 3 What does the Industry Program provide that is valueadded/nonvalue added? 3 What further support do you need from the Industry Program? 16 F A C I N G the F O R C E S of C H A N G E N A W DREF Transforming Your Business With Best Practices 17 Objectives of the Study ? To provide a pilation of critical trends for management to use in strategic planning efforts ? To provide insights into how leadingedge panies are preparing to face these critical trends 18 The Shift From Departmental to Process Mindset Understand Markets amp。 Supplies Mng. Inventories amp。 Customers 21 Key Messages Wholesalerdistributors must create and use formal methods to gain customer feedback and improve munication. ? Formally and continuously measure customer satisfaction. ? Segment markets and customers, and design or adjust business processes, based on a balance of price and value. ? Take advantage of inherent strengths to deliver the best value for the price. 22 W/Ds gauge customer?s satisfaction Agree/Strongly Agree 50% 45% 27% 17% 21% 18% W/Ds Do Not Communicate Well With Their Customers W/D S Communication is good W/Ds understand customer?s expectations 23 Customers Focus on Best Value and Lowest Cost –Complete amp。 Customers 28 Developing Vision amp。 Strategy 35 Enhancing Company Value AA Services ? Capital Sourcing ? Valuation Services ? Balance Sheet Restructuring ? Debt Refinancing ? Financial amp。 Exceptions” “Market Differentiation” Reliability Resilience ValueAdded Goal: To enhance the role of outside sales 39 Salesforce Continues to Shift to Inside Sales This Study Last Study 60% 40% 20% 0% Today 20xx Today 20xx 46% 54% 57% 43% 39% 61% 51% 49% Inside Sales Outside Sales 40 Inside Sales Is Being More Proactive and Less Administrative Today 20xx Today 20xx Order taking amp。 Supplies 46 Key Messages Wholesalerdistributors must identify their “strategic suppliers” and treat them as customers. ? Understand supplier needs and wants are fragmenting. ? Develop formal methods for determining supplier expectations. ? Quantitatively prove to suppliers the value added by wholesalerdistributors ? Formally evaluate vendors to determine the most effective and productive partners. 47 Promotional Spending Will Shift to Performance Criteria Programs W/D S Today 20xx Today 20xx Incentives based on dollars spent 55 45 49 36 on purchase Incentives based on volume (units) 22 19 27 21 of purchase Performance criteria programs 20 32 19 37 Other 3 4