關鍵客戶管理之探討：以Manz CIGSfab為例

Abstract

In recent years, due to the characteristics of unlimited resources of solar energy, developing solar industry has been significantly considered an important national energy policy. Thanks to technoligical breakthoughs and policy supports, the solar-related products, such as solar power plants or building integreated photovoltaics (BIPV), has been widely accepted and owns a place in the power generation value chains. Next generation solar technology, copper indium gallium selenide (CIGS) thin film solar cells will compete with the current solar mainstream, crystalline solar cells (c-Si), because of its high energy yield, enonomical materials consumption, and various applications. However, the solar industy which nowadays often has government's intervention makes the relationship of supplier-customer even more complicated. The research aims at analyazing the sales activities both in Taiwan and China of a CIGS turnkey solution (CIGSfab) of a German-based company, Manz AG, by using key account management (KAM) theory and then formulating sales strategies. The research found that KAM was very suitable to be applied to a compliated project such as selling a turnkey solution. For example, according to multifacted considerations, KAM was able to clearly differentiate who were key accounts and who was not. Furthermore, the CIGSfab investments involved many aspects, including different investors, government officials or bank officials. Implementing KAM within a company meant a reconstruction of its organization, which can be more easy to satisfy those stakeholders. Besides, the characteristics of completing the investments taking several years and not a single time buy-sell relationship was just what KAM was pursuing, developing a long term and stable customer-supplier relationship. However, the research also found that in appling the KAM theory to select key accounts, policy consideration was also vital and needs to be taked into account since in many current situations, government’s intervention is serious and common. Moreover, it was also true that different key accounts would go through different development processes. But the framework of implementing the KAM theory was not static. It dynamically changed with the development processes.