RELATIONSHIP DEVELOPMENT & CULTURE
STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
184
Figure 6.16. Proportion of key suppliers that regard responding companies as their customer of choice – industry sectors
0% 10% 20% 30% 40% 50% 60% 70% 80%
○ 76% TO 100% ○ 51% TO 75% ○ 26% TO 50% ○ 0 TO 25%
FINANCIAL SERVICES
MANUFACT URING
OIL AND GAS
FOOD AND BEVERAGES
IT / HIGH TECH
UTILITIES
PUBLIC SECTOR
HEALTH CARE
PROFESSIONAL SERVICES
AUTO MOTIVE
© 2014 State of Flux
Figure 6.17. Companies that have developed a customer of choice strategy – industry sector
0% 10% 20% 30% 40% 50% 60% 70% 80%
○ YES ○ NO ○ DON’T KNOW
FINANCIAL SERVICES
MANUFACT URING
OIL AND GAS
FOOD AND BEVERAGES
IT / HIGH TECH
UTILITIES
PUBLIC SECTOR
HEALTH CARE
PROFESSIONAL SERVICES
AUTO MOTIVE
© 2014 State of Flux
An industry sector perspective reveals the automotive, IT / high tech and manufacturing sectors as the most optimistic about their customer of choice prospects, and the financial services and public sectors the most pessimistic ( figure 6.16 ). Developing a specific strategy to achieve customer of choice status with key suppliers is a relatively new concept. Indeed the very thought of having to put effort in to this area is still something that many companies find it hard to come to terms with. Overall less than one in three companies have developed a strategy to try and secure their customer of choice status. Amongst leaders and fast followers the figure is significantly higher at one in two. It is only the automotive sector where the majority of respondents are reporting they have a customer of choice strategy which correspondent with them being the most optimistic in terms of their status as customer of choice ( figure 6.17 ). Healthcare is the sector least likely to have put a customer of choice strategy in place.
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