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Course overview
In the semiconductor industry of today, customers for semiconductor equipment and materials (SEM) products are increasingly risk averse. These customers include circuit manufacturers (IDMs) and fabless circuit suppliers along with foundries. The reason for low risk tolerance among customers? The cost of failure in this business is astronomical, possibly not survivable. A large element in the success of our customers is the support they receive from their key suppliers, the SEM companies they increasingly depend on for crucial elements of their success and in whom they must develop great confidence.
Operating relationships between customer and key supplier (increasingly a supplier consortium with a large lead company and associated smaller suppliers) are becoming accepted as vital to the success of all the parties involved in long-sales-cycle, big-ticket transactions typical of the SEM business. Because the costs of the required support are so great and generally require an extended time constant, a significant interdepedence develops between customer and supplier consortium, and among consortium members.
These relationships don't just happen; or if they do they may just as easily "un-happen". The successful ones are like a good marriage; they share trust, long-term plans, mutual vulnerability and shared rewards. Such things as intellectual property (IP), key personnel, strategies/tactics, and development costs must be shared. And egos must be managed. Volatility is always present as are business demands and pressures.
The QUEST Team looks at the issue of relationships from the perspective of the key account manager who in essence heads a "business" and who is the de facto customer relationship manager (CRM). Scenarios and techniques are developed for identifying and measuring customer expectations and relationship potential, for staying "tuned in" to the elements of the relationship, and for nurturing or "divorcing", if required. Emphasis is on understanding the basis and elements of the relationship, their dynamic nature, and the economic impact of effective -- and ineffective -- relationships. Long-term WIN-WIN (an increasing, profitable share of the customers business based on value) is the only workable solution. It is shown that the SEM industry in general is only about three quarters of the way to that goal.
Particular attention is paid to the matter of smaller companies which do not yet have the "mass" required to address large customers and which must have multiple relationships, both vertical and horizontal, in order to be an effective participant in any consortium.
What you will learn
- Identify the Stage of Current Relationships
- Analyze Relationships for "Soft Spots" Needing Reinforcement or Repair and the Steps to Take
- Enhance Understanding of Customer Need Thru Relationships
- Enhance Understanding of Competitive Threats Thru Relationships
- Emphasize Importance and Dimensions of WIN-WIN Relationships
- Identify "Keepers" and "Losers", and the Appropriate Action to Take with Each
- Construct Corporate and Personal "Balance Sheets" and to Use Them As Tools For Constructing the Account Team
- Dynamically Sustain Relationships for Success
Who should participate
Sales executives, senior sales persons, account managers, product marketeers, key account team support members.
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