海尔集团中央空调营销组织流程再造研究

发布时间：2018-03-23 21:23

本文选题：海尔中央空调　切入点：营销组织　出处：《中国海洋大学》2013年硕士论文

【摘要】：企业业务流程再造理论自20年前提出之后,对企业界产生了非常重要的影响,国外的企业起步较早，走在了前面。在国内，1999年海尔集团为承接它自身发展的国际化战略阶段,开始了市场链流程再造,正所谓战略决定组织,到了2010年,为了迎接他的第五个战略阶段,他又开始了新一轮的流程再造,这一轮流程再造主要是以人单合一及自主经营体为主要特征。在这个大背景下，海尔中央空调的营销组织的流程再造应运而生，从2011年12月开始到2012年8月结束，经历了大约9个月时间。2012年海尔中央空调销售收入同比增长21%，这一点是得益于营销组织流程再造的作用，以营销组织的流程再造为头阵，海尔中央空调的其他部门，如服务、供应链等部门的流程再造也随后进行。首先，本文介绍了海尔中央空调营销组织的流程再造的背景和原因，包括案例企业介绍、组织现状、流程现状、存在的主要问题及新的战略路径。由此分析出案例企业进行流程再造的必要性，市场情况在逐年下滑，市场营销部门离用户的需求越来越远，长此下去将逐渐失去其仅存的优势地位。然后，本文又有研究了海尔中央空调营销组织流程再造的原则、方法及过程，主要遵循的原则是：企业无边界、管理无领导和供应链无尺度。而方法主要有以下四点：即专业化剥离，规模化整合，流程化运作和市场化服务。其过程主要分为如下七步进行，包括消费行为分析、领先企划、组织现状分析、初步流程再造、深度流程再造、精准营销调整流程、冻结再造成果。最后，本文又研究了整个流程再造的保障性措施，包括人力及经营体、观念创新、绩效考核和信息化的应用。
[Abstract]:Since the theory of business process reengineering (BPR) was put forward 20 years ago, it has had a very important impact on the business community. Foreign enterprises started earlier and got ahead. At home, in 1999, Haier Group undertook its own development in the international strategic stage. He began the process reengineering of the market chain, so called strategic decision organization, and in 2010, in order to meet his fifth strategic stage, he began a new round of process reengineering. This round of process reengineering is mainly characterized by single-in-one and autonomic management. Against this background, the process reengineering of the marketing organization of Haier Central Air conditioning came into being, from December 2011 to August 2012. It took about nine months. In 2012, the sales revenue of Haier Central Air-Conditioning increased by 21% from a year earlier. This is due to the role of marketing organization process reengineering, with the marketing organization's process reengineering as the front line, and other Haier central air-conditioning departments, such as services. Supply chain and other departments of process reengineering also followed. First of all, this paper introduces the background and reasons of the process reengineering of Haier Central Air-Conditioning Marketing Organization, including the case of enterprise introduction, organizational status, process status, Based on the analysis of the necessity of process reengineering in case enterprises, the market situation is declining year by year, and the marketing department is farther and farther away from the needs of users. In the long run, it will gradually lose its remaining advantage. Then, this paper has studied the principle, method and process of marketing organization process reengineering of Haier Central Air-Conditioning. The main principle is: the enterprise has no boundary. Management has no leadership and supply chain has no scale. The main methods are as follows: specialized divestiture, large-scale integration, process operation and market-oriented service. The process is divided into seven steps, including consumer behavior analysis, leading enterprise planning, Organizational status analysis, preliminary process reengineering, deep process reengineering, precision marketing adjustment process, freeze reengineering results. Finally, this paper studies the guarantee measures of the whole process reengineering, including manpower and management, concept innovation, performance evaluation and the application of information technology.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F426.6

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