Customer relation

Channel and customer marleting strategy main driver from Product Profitability to customer
Profitibility.

It’s to move from a Product advantage to a Customer advantage.

To be able to act as a Major Supplier in face of the key customers (main pplayers around the world)

Customer satisfaction and loyalty develoepemnt:

 Drive focus & follow up improvement action mana through the network. The customer will
wish to work with us.
 The collaboraytion with the customer avoid to the firm to have a better knowledge of needs
of this one and adapt its offer to the real life

Quality :
 Converge issue to prevention towards single process and tool for all entities.
 Metods and tools for the follow-up of the quality.

Solution and strategy :

 Define /adapt the quality model in offer creation, supply chain, issue to prevention, customer
care excellence.
 My approach is different for solution but my tool is always the same.

Performance:
 Quality of offer
 Delivery :the good product at the good time
 Customer care center
Company organization, split of responsabilities between global actions and local business

Local busines
Global business
Country commercial Operation
Production mktg budget ary decision
Global strategy Demande Mana/Planning using
Compain priorities (Priority of Action Plan) Recommended Mkt mix 4C
Customer channel strategy Strategic Scoring via figure of merit
Customer segment ==> How i'll get back the comeback invest
Direction of Marcom (how to communication at Channel mkt : What will be the channel
the best way to catch the customer distrisbution
Production infoirmation Channel management
Product value Proposition (my products Local prices management : I decide exactly in wich
advantages than my rivals) price zone i'll be
Base pricing (customers are able to invest, or they Sales operation : channel sales
can borrow to a bank. How to measure the Specification / lobbying ==> to propose my offer
capacity of a customer to buy my product. Earn Localization (content) validation
money with my product, back to investment (short Local sales prog. (bundles, channel incentives,
: 1 - 3y / long 3-5y) solutions)
Customer technical training (with services): I'll try
to make my customer autonome
From strategy to Operation Implementation

Strategy (global) Mission and ambioton (Access to the market and scope of offer)

Commercial Policy (local)

Fundamentals

Customer segment

The global give some tools to avoid to locals to define a commercial policy

Today, global companies have 2 accesses to the market

1. Multiple channel approach

To satisfy End Users in the market, they develop a multiple channel approach

Key players are :

 Themselves
 Intermediaries, such as dealers (wholesalers, retailers), contractors, system-integrators,
OEMS, specifies
 End-Users (Business customers or consumers)

2. Direct sales to end-users

It’s a strategic intend to answer directly to the end User customer in order to bring solution to his
business pb when bringing a unicque and innovative solution

We discute about problems, and I take the time to resolves its problemes.

A customer who installs its plant in the world, I’ll sell products in direct because I’ve a presence in the
whole world.

The main objective being to enter the live cycle of the end-user and therefore develop a long term
business partnership. I create a dependence between my client and myself. We’ve create solutions
together so we have a long term relationship.

This direct approach will need to be carried out within a targeted and selected number of customers.
We can’t do this relationship with all customer. We have to select customers because the
relationship is for 10-20y and if the customer fall out, we fall out with him.

To do it, I’ll contact the global business because they have a med-long term vision
Channels and customer mktg focus on go to market strategy, Alignment and excecution to support
sales create and sustain a competitive advantage

In 4 phases :

1. Pre-requisites
2. Upstream analysis Knowledge transfert
3. Downstream analysis
4. Methods and tools

Integrated Mktg, channel development and sales

I associate all my ressources

Sept 1 : Pre-requisites content :

Marketing and sales agrrement : they will agreed or not to launch the new offer and they argument

Organize regular business meetings involving mktg & sales people and invite both entities to discuss

Base on and align customer action plan with mktg planning : How to deploy this new offer ? and
commercials will tell us best distribution channels to use

Set on regular basis progress reviews versus objectives : tableau de bord to verify that we planned is
in accordance with the real

Decide commonlu mktg and sales ressources allocation

Marketing people need to visit customer regulary : To verify the offer is in coherence with customer
needs

Commercial policy

Define the commercial rules btw the company and its customers as a consequence of a diefined
strategy

Internal Purpose : intern aspect

 Business / framework : I’ll fix a cadre commercial

 Consistency between customer segment = according profils
 Allignment between mktg, sales, finance & logistic : Have we found to realize it ? and are we
able to assume the logistic

External postpose :

Strenghten relationship with customer : I’ll reforce my relationship because I sold a solution

Clarifies business rules: The customer agree or not

Co-ordination of actions: I control action at the customer

Sept 2

Upstream analysis, stage 1 : customer segmentation

To support company access channel strategy. I associate channel distribution which correspond to
the customer

To support the various mktg and sales processes

To monitor and measurement: Customer I can measure the return on investment.

To support customer ation plans : if my customer is somoe who use a machine without a big
technicity I can give him brochure. If my customer is a specialist of professional machine, I’ve to send
him a technico-commercial

Stage 2 : Customer potential quantification

 Get a better knowledge of customer, in quantification and competition.

I address to my customer (B to B) to people will sell my products. My customers can be competitors

concerning the resseling of my products. I’ve to see with my customer the price, the services I’ll give
him.

An integrator system and a reseller

Thje reseller sell my product like that without support

My integrator sell my product with a complete solution

Like that I can manage the competition . both are complemented because my customer buy my
product to the ingrator system buying a solution and he can buy a rechange piece to the reseller

To manage the competition, I lock and manage the competition, distribution channels. Channels have
to be compelmented

 Using the TAM PAM SAM concept to calculate CPAM (Customer Product Available Market)
When I target a customer, the last one must be interested by the offer, I have to know it
buyment potention

3. Donwstream Analysis content

 Channel developpement
 Custommer added values services : I’ll give him

Competitive logistic offer : the competition aspect is in habites of my customer to

I’ve an added step, in third step, I deploy and give a name to actions.

Downstream analysis : create competitive advantages to boost growth –sales volume, maket share
and profitability) thouth
  Channel dvlpmt and customer portfolio management : I work with my distribution channels. I
update my customer file
 Diffenretiated offer per customer segement : I will not have the same approach with all
customer, I adapt me to all these profiles.
 Customer added value services : I bring to my customer added value it correspond to him
o Added value services (labeling, kiting …)
 Labeling : The customer put its name on the product whereas it us who make
the product
 Kiting : We put in a box all the customer use for a specific machine. We
deliver all its needs for only one machine. The customer earn money
 Competitive logisitic offer:
o Collaborative sales forecast: sell estimation. the customer know how many customer
will sale. So we know how many we have to make because we know its needs. We
economize (no stock, no sur-production) and the customer too because he don’t
order too much
o Outstanding processes to order, deliver as the customer want and return product
because the customer has ordered a new machine so he return us the old produt.
With the return product, we can analyse the olding product.

4. Methoeds and toolds

Business models

 Select customers (exist and potentials)

o Defines and differentiates product and solutions offering : According the customer I
propose a product or a solution (for Ends-Users)
o Creates value for its customer : I create added value to the customer of my customer
o Acquire potentials customers and keep customers
o Go to the market : How I promote my offer and how I distribute it ?
o Defines the tasks to be performed
o Configures its ressources to put in place
o Capture profit:

 Customer platforming : Needs

o Sizing sales ressources
o Allocating custopmer / prospect portfolio to sales people : We send a man to visit a
customer to convince customer to buy the new offer because it correspond to its
needs
o Driving the direction of the sales efforts : I give the main objective to this sale force

Customer action plans : To bring him my offer

Give a strong customer focus direction. We give to the commercial reason to be convinced by the
product
Insure coordination between customer segment, distribution channels and marketing . We assume
the coorance with the lead action. To avoid the competition and assume the complementary of
customer action who we have targeted

Organize feedback

Commercial performance indication (of success)

 Commercial performance indicators must be quantifiable, measurements, agreed to

beforehand, that reflect the critical success factors of sales direction. Excated figures,
accessibles and reflecting the success or not.
 Must reflect sales organizations goals
 Key to sales organization: If it’s a success, we continue and we develop. If it’s a fail? Why ?
What corrective action we have to bring

Marketing and sales agreement

Remembere the 5 key point shoing

What will be the mains axes necessary to find an agremment between marketors and comercials.

Marketors knows trend, strength of product and the market and commercial know customer, how to
approach them and theirs needs.

I launch a product, I’ll organize meeting or I confront them (Because I’ve the volontee to join them)

- Organize regular business meetings involving marketing and sales

- Customer action plan to be based on and aligned with marketing (together they’ll put in
place an action plan. Actions to realize (stabilization and increase, benefit margin) It’s
necessary that marketors and commercials work together)
- Process reviews to be made versus objectivs set on a regular. Once the product is launch, I’ll
continu to make meeting
- Marketing and sales ressources allocation decided commonly
- Marketing people to visiter customers regulary  Marketor should be with commercial

(in the sinstesis, do a schedule with appointment

An other to verify conformities with the action plan

Number of marketors and commerciales to realize the launching

Order of visit (the commercial visit all of these customer. The commercial visit their customer to have
a feedback and knows needs)

How to list our customer

- Bon client  Il nous apporte la sécurité sur le moyen voir long terme
- Les clients en croissance afin que je puisse bénéficier de leur croissance
- Les prospects j’y ai tout à gagner . Il y a beaucoup plus a apprendre d’un echec / d’un
prospect que d’un client avec qui on a l’habitude de travail
- Cibler les clients dans divers secteur (agro, automobile …)
Ce sont les fondations sur lesquels tout le reste va se developper. Si on ne construit pas bien cette
approche, on atoutes les chances d’aller dans le mur, que notre lancement soit un échec.

Cette méthode nous permet de ne rien oublier. Mettre quelque chose de censer à cette liste,
directement lié au produit.

Les marketeur et commerciaux vont partager des docuements :

- Politique commerciale : QU’est ce que l’on vend, comment, combien ? comment on

accompagne
- Plan marketing : Quelle est la clientele ciblée, habitudes
- Segmentation des clients : Isoler les diférents profils de clients. Tous n’ont pas les mêmes
besoins. Je dois adapter mon lancement aux différents profils. Identifier les différents profils
de clients possibile en fonction des métiers, âges, besoins (Ne pas trouver 250 profils de
clients différents. Il faut limiter le nombre de profils à 2-3-4-5 où il faudra bien préciser la
différence et la manière que l’on prend en compte les différences pour deployer le produit)
- CPAM, Customer product available market : Potentiel du client
- Customer added value services : Quels sont les services que je vais mettre à disposition de
mon client en fonction de son profil. La mise en place de service au client c’est lui apporter
du confort. Le confort va lui donner une image très possitive de la prestation, va lui faire
gagner du temps. Gérer les commandes à sa place …
- Competitive logistic offer : La manière que le client a pour approvisionner mes produits.
Comment vais-je être competititf dans l’approvisionnement de mes produits à mon clients
(moins de délais, rendre mon produit dispoinible instantanément à mon client cad bien coller
aux habitudes de mon client. Mon lcient se fournit en direct je dois être capable de le fournir
en direct. Des que mon client a besoin de mon produit. Il doit pouvoir l’approvisionner
instantanément.  On rentre à nouveau dans le confort d’utilisation de mon produit.
L’approvisionnement doit être super efficace en produit neuf et en pièce de rechange.
- Business Model : Model du produit vu par le client
- Customer Platforming : Associer une solution en fonction du besoin client
- Customer action plans : Comment je vais deployer ces solution vis-à-vis de mes clients
- Commercial performances Indicators : Je vais déjà mettre en place des indicateurs qui vont
mesurer la performance du lancement de mon produit (retours des ventes)Comment savoir
si je vends mes produits ou pas ? J’ai un planning de fabrication. Lorsque je cible un volume
de ventes, il me faut un retour afin d’informer les usines de fabrication colbien est ce quelles
doivent fabriquer. Pour chaque canal de vente, je vais mettre un indicateur qui va mesurer
mes ventes afin de bien réagir si c’est un échec, gérer la fabrication, réagir si c’est un succès
plus important. On peut avoir un indicateur vert pour une solution et un autre au rouge. Il est
donc important d’avoir plusieurs indicateurs. Ceux qui restent rouge longtemps, il faut les
laisser de coter car on n’a pas les compétences. On peut faire des séminaire et on voit le
nombre de personnes qui viennent afin de savoir si beaucoup de personnes sont intéressées
par nos innovations.
- Sales forecast : Le commercial il doit vendre. Il est payer en fonction de ses ventes.

Quelle est la garantie / l’indicateur de la réussite de la collaboration entre les marketeur et le

vendeurs
C’est mettre le client au centre de toutes nos préoccupation. Une fois que les marketeurs et
commerciaux auront fournit un travail efficace, je surais à qui s’adresse mon offre et la manière de
leur apporter mon offre et d’apporter un confort, des résultats et de la croissance à mon client.

Sans client je ne vends rien.

Quels sont les roles principaux et les responsabilités des marketeurs et commerciaux

Marketeur :

- Apport des tendances, stratégies à mettre en place. Quels sont les secteurs en croissances,
stables et en perte de vitesse. Quels sont lesp rocess / méthodes à mettre en place
- Je dois proceder avec inteligence sur l’analyse de mon marché. Je dois avoir le plus d’info
possibles et pérèenne et fiable sur tous les termes pour que mon offre soit valable.
Dans mon analyse marketing je vois que pour réussir je dois peut être apporter un
complement d’offres. Pour que cela soit rapide, on va racheter une entreprise qui possede
cette offre afin que l’on ait une offre plus globale afin de satisfaire tous les clients que l’on a
ciblé (ex : Une entreprise de batiment nous construit un batiment mais sans les fenetres )
- Selection des oppportunités de marché
- Offer management : Choisir les marché les plus attractifs
- Launching process : Quels sont les critères les plus important a suivre pour deployer l’offre
- Brand management : QU’est ce que je mets sur mon produit : Danone ? Leclerc ? Cora ? Il
suffit de changer l’étiquette. A l’intérieur c’est pareil. Si je mets leclerc je vends mon yahourt
à 50cent si je mets Danone je le vends 80 cent car les clients sont persuader qu’ils sont
meilleurs meme si à l’interieur c’est pareil ou presque. Le distributeur va devoir ranger
différement. Cette notion de marque est hyper importante.
- Customer acesss definition : Comment je vais acceder a mon client
- Solution approach : Comment je vais le convaince
- Price management with profitability control : A combien je vais le vendre avec marge
beneficaire
- Communication : Comment j’assure ma pub
- Grow and defend the market : Comment se proteger contre la contrefacon

Sales :

- Customer groups management : Comment je gère les differents profils de clients. Quels sont
les ditributeurs qui vont leur apporter mes solution
- Commercial Platforming : Je mets en place mes cannaux de distribution
- Customer action plan : Deployement
- Commercial policy : details de la vente
- Sales efficiency improvement : Comment je vais rendre mes vendeurs les + efficaces
possibles. Est-ce qu’il vont offrir quelque chose a mes clients.
- Sales of produtcs solutions ans services : Je vais vendre des produits mais je vais les intégrer
dans des solutions et je vais assurer un service. C’est vrai quelque soit le produit :
Ex : Je vends mon yahourt  Il apporte la solution où il est le moins cher et convient a des
gens qui n’ont pas les moyens. Un taillefine va être utile pour les personnes qui veulent
maigrir  Il est donc bien associé à une solution
Les services c’est l’acces, elimination facile
 - Customer relation management : Comment je vais assurer la relation client
- Qpecification influence : Je vais aller trouver les gens qui conseil et leur demander leurs
critere de conseil. Ils ne sont pas à l’origine des concept. Ce sont les entreprise qui
investissent dans la recherche qui leur apporte de l’innovation. C’est une publicité. C’est un
passage obliger. Ces gens font évoluer la règlementation.
- Order processing : Comment je vais permettree à mon client de commander facielement
- Commercial and technicol support : Le client pourra se renseigner sur l’apporche
commerciale et la mise en œuvre de mon produit

Agreement process :Transactionnal marketing and sales process

Coller l’image