H公司天津制造厂客户关系管理对策研究
发布时间：2018-11-08 19:53
【摘要】：H公司是一家世界500强的美资企业，天津制造厂作为其过程控制事业部在天津滨海的子公司，在亚太地区的自动化控制系统领域占有领先地位，从2005年成立以来经过了8年多的发展,随着市场的不断变化以及更多新的竞争对手的加入，天津制造厂的客户关系管理应该进行不断的调整和完善，从而打造在市场中的核心竞争力。 H公司天津制造厂客户关系管理目前所面临的问题是：1）大小客户对待措施相同；2）产品价格偏高；3）与客户交流不畅；4）客户信息流失；5）售后服务水平低。 本文运用客户关系管理理论，巴雷托分析法，对天津制造厂的客户进行分类，将客户关系管理价值链模型作为一个分析平台，，为不同类别的客户制定出不同的客户关系管理策略，最后制定出主要的核心新流程、完善控制和评价方法来落实此战略。 对天津制造厂的50个客户按照销售额和利润贡献进行分类，分别为A类大客户利润贡献50%，B类主要客户利润贡献30%，C类小客户和琐碎客户利润贡献20%。对A类大客户的策略是：在采用通用的对VIP客户的服务策略的基础上，成立大客户运营部，为大客户提供定制化服务。对B类主要客户的策略是：要保留住目前的产品购买份额，而且还要对产品进行改进和调整，以增加客户对产品的购买比例。对C类小客户和琐碎客户的策略是：对于有发展潜力小规模客户，投入适当资源，逐渐培育成为B类客户；疏远、裁剪掉没有吸引力的琐碎客户。另外，对客户的满意度管理、沟通管理、档案管理和投诉抱怨的处理也进行了相应的完善和调整。 最后，对天津制造厂的组织结构、人力资源、信息管理和企业文化进行调整和完善。组织结构调整：运用矩阵型组织结构，成立大客户运营一部和二部。人力资源管理:对于两个大客户运营部的成员，制定具体的人员招聘，培训计划。并且完善销售和客服人员的奖惩机制。信息管理：根据两个大客户的不同需求，分别在SAP系统中增设各自的功能模块。企业文化：从以产品为中心向以客户为中心的企业文化转变。
[Abstract]:H Company is a top 500 American enterprise in the world. As a subsidiary of its process control division in Tianjin Binhai, Tianjin Factory occupies a leading position in the field of automatic control systems in the Asia-Pacific region. After more than 8 years of development since its establishment in 2005, with the constant changes in the market and the entry of more new competitors, the customer relationship management of Tianjin Manufacturing Plant should be continuously adjusted and improved. In order to build the core competitiveness in the market. The problems of customer relationship management in Tianjin factory of H company are as follows: 1) the same measures of customer treatment; 2) high price of products; 3) poor communication with customers; 4) loss of customer information; 5) low level of after-sales service. Based on the theory of customer relationship management and Barretto analysis, this paper classifies the customers of Tianjin factory, and takes the value chain model of customer relationship management as an analysis platform. Different customer relationship management strategies are made for different types of customers. Finally, the main core new processes are worked out, and the control and evaluation methods are improved to implement the strategy. The 50 customers of Tianjin factory are classified according to sales volume and profit contribution, which contribute 50% to the profit of A class major account and 30% C small account and 20% trivial customer profit contribution respectively. On the basis of the general service strategy for VIP customers, the strategy for class A customers is to set up a major account operation department to provide customized service for large customers. The strategy for class B customers is to retain the current purchase share of the product and to improve and adjust the product in order to increase the purchase ratio of the customer to the product. The strategy for class C small customers and petty customers is to invest appropriate resources to develop small scale customers and gradually cultivate them into category B customers; alienate and cut out unattractive trivial customers. In addition, customer satisfaction management, communication management, file management and complaint handling have been improved and adjusted accordingly. Finally, the organizational structure, human resources, information management and corporate culture of Tianjin factory are adjusted and perfected. Organizational structure adjustment: the use of matrix organizational structure, set up a major account operation one and two departments. Human resources management: for the two major customer operations members, develop specific personnel recruitment, training plans. And perfect sales and customer service personnel's reward and punishment mechanism. Information management: according to the different needs of two major customers, each of the SAP system added their own functional modules. Corporate culture: from product-centered to customer-centric corporate culture transformation.
【学位授予单位】：河北工业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F426.4
本文编号：2319495
[Abstract]:H Company is a top 500 American enterprise in the world. As a subsidiary of its process control division in Tianjin Binhai, Tianjin Factory occupies a leading position in the field of automatic control systems in the Asia-Pacific region. After more than 8 years of development since its establishment in 2005, with the constant changes in the market and the entry of more new competitors, the customer relationship management of Tianjin Manufacturing Plant should be continuously adjusted and improved. In order to build the core competitiveness in the market. The problems of customer relationship management in Tianjin factory of H company are as follows: 1) the same measures of customer treatment; 2) high price of products; 3) poor communication with customers; 4) loss of customer information; 5) low level of after-sales service. Based on the theory of customer relationship management and Barretto analysis, this paper classifies the customers of Tianjin factory, and takes the value chain model of customer relationship management as an analysis platform. Different customer relationship management strategies are made for different types of customers. Finally, the main core new processes are worked out, and the control and evaluation methods are improved to implement the strategy. The 50 customers of Tianjin factory are classified according to sales volume and profit contribution, which contribute 50% to the profit of A class major account and 30% C small account and 20% trivial customer profit contribution respectively. On the basis of the general service strategy for VIP customers, the strategy for class A customers is to set up a major account operation department to provide customized service for large customers. The strategy for class B customers is to retain the current purchase share of the product and to improve and adjust the product in order to increase the purchase ratio of the customer to the product. The strategy for class C small customers and petty customers is to invest appropriate resources to develop small scale customers and gradually cultivate them into category B customers; alienate and cut out unattractive trivial customers. In addition, customer satisfaction management, communication management, file management and complaint handling have been improved and adjusted accordingly. Finally, the organizational structure, human resources, information management and corporate culture of Tianjin factory are adjusted and perfected. Organizational structure adjustment: the use of matrix organizational structure, set up a major account operation one and two departments. Human resources management: for the two major customer operations members, develop specific personnel recruitment, training plans. And perfect sales and customer service personnel's reward and punishment mechanism. Information management: according to the different needs of two major customers, each of the SAP system added their own functional modules. Corporate culture: from product-centered to customer-centric corporate culture transformation.
【学位授予单位】：河北工业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F426.4
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