【正文】 購物中心 Shopping center Carrefour、 RTMart、 WalMart、 BeiJing HuaLian、 TrustMart、 Homeworld、 Hymall、 OuShang、 WanJia、 倉儲客戶 Warehousing customer 普爾斯馬特、萬客隆、山姆（沃爾瑪） Metro,Pricesmart, Mekro, Sam’s club(WalMart) 超級市場 Supermarket 上海華聯(lián)、華潤、上海捷強、上海聯(lián)華 上海農(nóng)工商、蘇果 ShangHaiHuaLian, CRC, ShangHaiJieQiang, ShangHaiLianHua, ShangHaiNongGongShang, SuGuo 連鎖便利 Convenience stores HengAn has only had varied participation with a few Key Accounts. Current status is as follows: We have already signed national contract with Carrefour, RTMart and BJ HuaLian We are negotiating with SH HuaLian, AuChan and Metro. The regional contract has been signed with WalMart, Makro 07c4d31241567d27b11c35968ff95d38 3注：蘭色部分為銷售額前 5 名客戶 Blue one is Top 5 ones in sales revenue 綠色部分為具有相當潛力的客戶 Green one is customer with huge potential With the development of modern channel, measures needs to be taken for reinforcing our core petence in this field are as follows: 1. With the establishment of key account department, modern channel management will be reinforced 2. The SKU price will be unified and special SKU list will be developed for each Key Account 3. TCT methodology will be internalized in HengAn group 4. The promotion budget will be developed for reinforcing consumer pull SWOT analysis: From the SWOT analysis we an see the petitiveness and high customer demands on performance: S： 強大的綜合實力及良好的產(chǎn)品質量 Powerful integrative strength and good product quality 產(chǎn)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 Long product line, we can make good use of it to meet category needs es from modern key accounts in Different r regions 恒安產(chǎn)品為全國市場領導者，較高品牌知名度及市場占有率 We are the national leader, we have good brand awareness and high market share W: 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(jīng)驗 We lack of management experience on modern channel key accounts, especially for crossboundary and national modern channel key accounts. 管理分散，尚未組建 有效的零售重點客戶管理機構 management is poorly anized, the effective retail key accounts management anization is still not available 不同區(qū)域實際銷售的品項及價格差異較大 There is a big difference in category and price for different regions 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 The market foundation of core cities and some A level cities where key accounts store locates is weak O: Na m e Sa le s Re ve n u e Na m e Sa le s Re ve n u e Na m e Sa le s r e ve n u eCa r r e fo u r 2048 M e tr o No b u sin e ss Su G u o 2 8 7 .3SH L ia n Hu a 4 1 5 .6 Pr ice sm a r t SZ Wa n g JiaT u r st Mart 1642 RT Mart 3 1 3 .9 CRC 2 8 7 .8BJ Hu a L ia n 1343 SH No n g G S 8 5 4 .5 stSH Hu a L ia n 2 6 1 .8 Hy m a ll 2 0 7 .1 M e kr o 12Wa l Ma rt4 8 7 .3SH Ji e Qi a n g1 9 6 .4o u sh a n g No b u sin e ss2020 SALES PERF ORMANCE F OR 20 KEY ACCOUNTS07c4d31241567d27b11c35968ff95d38 4 集團對零售重點客戶的重視程度增加 Nowadays, more attentions are paid on modern channel accounts by HengAn group. 引進 TCT 管理 We introduced TCT management 組建集團重點客戶管理架構將進一步發(fā)揮集團的優(yōu)勢 the advantage of HengAn group will be further strengthened by means of establishing group key account management architecture. T: 各零售重點客戶的合作門檻在不斷提高 cooperative conditions addressed by each retail key account bees more and more critical 主要競爭對手終端投入巨 大，促銷頻繁 There are tremendous investments made by main petitors, and frequent promotions 價格競爭日趨激烈、價格走低 There is more and more tense petition, and price is declining Barrier description: Most of the root causes to HengAn’s barriers are correctable by developing a retail key account management structure and process to leverage internal resources and focus HengAn’s actions on increasing sales. 零售重點客戶管理 Retail key account management: The Retail Key Account Management Strategy consists of five parts: 1) 產(chǎn)品品項 Product category, 2) 價格 Price, 3) 促銷 Promotion, 4) 陳列 Display, and 5) 談判 Negotiation: 1. 產(chǎn)品品項 Product category 進行品項管理：篩選在銷品項，實施分銷組合?！? 國 235。236。 195。 212。 G 230。 ?? 227。 242。 – 243。 P 230。236。 195。 212。 193。 194。 4 248。 253。 ”236。 227。 187。 194。 ”236。 236。 ? 227。 m 237。 The market foundatio n of core cities and A level cities where key accou