Basic Decile Analysis
This is an example of a typical decile analysis carried out in Mobil. In this case it is based on margin information from a very simple input file that simply has the date, customer and margin for each transaction over a one year period.
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BP AMOCO CHEMICALS - AME system objective module
As part of their Account Management Excellence (AME) programme BP Amoco had a clear
account planning process. A key output of this process was the objectives that were created
as part of the account plan. The account managers realised that to have the maximum
chance of achieving these objectives they needed all the members of the ac
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BP OIL EUROPE - Customer Analysis Tool
BP Oil had operating companies
in most countries around Europe.
Most did some degree of analysis
of their customers in order to
understand retention, acquisition,
cross-selling etc. However the
way this was done was not
consistent between countries and
so comparison and the sharing of
learning was not easy.
To address this BP
commissioned a piece of
software called CAT – Customer
Analysis Tool. This was provided
free to each business unit along
with support in using it.
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BP AMOCO CHEMICALS - Dynamic Account Planning
The schematic illustrates the dynamic
account planning approach taken by BP
Amoco Chemicals when they wanted to
standardise on the way that this was done in
each of their European Business Units. They
did not want to implement a resource
intensive key account planning methodology
but did want to achieve a change in the way
of working. They also wanted an approach
that encouraged input and involvement from
as wide an account ‘team’ as possible.
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BP GAS - Proposition target helps plan communication messages
BP Gas were developing a formal proposition framework for all their European businesses.
They faced two major challenges. Firstly, the proposition needed to be tailorable for different
markets in different countries. Secondly, they needed a simple but impactful way of
communicating it to the staff who would deliver it.
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BP OIL - Customer Data Co-ordination Project
BP Oil had a number of customer databases around Europe and a newly defined central role
with a brief to drive up customer information quality. In order to monitor this a framework
called Customer Data Co-ordination (CDC) was put in place. The key elements to the
framework were:
• Agreement of the key fields in each customer (company), contact (individual) and activity
record.
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BP AMOCO CHEMICALS - Account Management Excellence System
BP Amoco Chemicals have an enviable reputation for the quality of their account
management but are continually seeking to extend this. They have fully adopted the concept
of account teams for each customer including Account Managers, Customer Service
Advisers, Technical Support, Logistics and Credit Control. It is entirely feasible for these
members of the team to
be in different
countries. The
requirement to give all
the members of the
account teams access
to a wide range of
customer
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BP AMOCO CHEMICALS - Sharing customer knowledge
BP Amoco Chemicals
Account Managers were
justifiably proud of how
closely they got to know
their customers and the
depth of information they
acquired. However, much
of this information was in
the form or high value but
unstructured ‘nuggets’.
These knowledge nuggets
often related to other
customers as well as their
own and there was a sense
of frustration at not being
able to ‘log’ this knowledge
and share it with the other
account
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BP AMOCO CHEMICALS - OYSTER System
BP Amoco Chemicals
Oyster System
BP Amoco Chemicals
spends a huge amount
of money with many of
the companies who are
also its customers.
When the purchases of
the whole BP group are
taken into account, the
leverage opportunity on
suppliers to become
customers is enormous.BP Amoco Chemicals
spends a huge amount
of money with many of
the companies who are
also its customers.
When the purchases of
the whole BP group are
taken into account, the
leverage opportunity on
suppliers
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BT - Inbound enquiry handling framework
BT deals with hundreds of thousands of inbound campaign response calls each day. When
they started planning a new call handling system to deal with a large proportion of these calls
they needed very clear principles on the basic flow of an enquiry call. They wanted to
achieve consistency in the ‘feel’ of the calls to different call centres and to reflect the newly
developed brand values of listening and being receptive.
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