数据库营销企业组织客户价值评估研究

发布时间：2018-07-12 15:32

本文选题：组织客户 + 价值评价指标　；参考：《东华大学》2013年硕士论文

【摘要】：L公司是一家数据库营销企业,随着公司规模的蓬勃发展,组织客户成为客户的重要组成部分,在重要性不断递增的同时,企业在组织客户价值管理方面也面临很多困惑,一方面,企业虽然意识到组织客户的重要性,但是却不知道为什么重要；另一方面,企业缺乏可操作的组织客户价值评价手段,无法定量的对组织客户的价值进行测评,导致无法对组织客户进行服务、营销等分级管理。如何清晰的认识组织客户的价值,采取可操作的方法对其进行测评,进而对其分级管理是目前急需研究的重点所在。本文的研究目的是,在现有理论基础和企业可提取的测评数据两方面基础之上,构建合理可操作的组织客户价值评价指标体系,探索组织客户价值的影响因素,并基于以上为企业合理配置资源提供依据,同时实现组织客户的分类管理。本文的研究成果可归纳如下： (1)构建了数据库营销企业组织客户价值评价指标体系。从内涵出发,提出组织客户价值构成三要素当前价值、潜在价值和影响力价值。设计当前价值下二级准则为收入类、成本类以及利润类。根据潜在价值的内涵,设计潜在价值下二级准则为能力价值、成长能力价值、忠诚价值以及信用价值。介绍了每个准则的测评方法,指出相应的末级指标以及指标属性。 (2)分析了组织客户价值之间的相关性。采用相关性分析方法,利用L企业实际数据,发现当前价值和影响力价值有内在相关性,潜在价值与其他两类价值没有相关性。表明,潜在价值对分析组织客户价值有重要作用,企业应该加大重视。 (3)细分了组织客户群。采用聚类方法将组织客户分为三类：潜在价值客户(当前价值低,影响力价值低,潜在价值高)、低价值客户(当前价值低,影响力价值低,潜在价值低)和价值客户(当前价值高,影响力价值高,潜在价值高)。其中,潜在价值客户占绝大部分,因此企业在实际运营时,不能只参考组织客户的当前交易,忽视考察其潜在价值。价值客户是最佳客户,数量很少,企业应该重点关注。对于低价值客户,如果企业自身的经营现状较差及发展潜力有限,可以采取放弃战略。 (4)提出企业在组织客户管理过程中三方面差异化管理方式。战略差异化以当前价值和潜在价值为分类依据,对不同组织客户在组织体系、管理授权,流程优先级上予以差异化管理；营销资源配置差异化以购买能力价值和忠诚价值为分类依据,对不同组织客户从营销方案制定,营销团队的建设,以及客户经理的配备上予以差异化管理；授信差异化以信用价值和忠诚价值为分类依据,对不同组织客户在逾期欠费和还款周期等的风险管理上予以差异化管理。
[Abstract]:Company L is a database marketing enterprise. With the rapid development of the company scale, organizing customers become an important part of customers. At the same time, the enterprise is faced with a lot of confusion in organizing customer value management. On the one hand, although enterprises are aware of the importance of organizational customers, they do not know why; on the other hand, enterprises lack operational means to evaluate the value of organizational customers, and can not quantitatively evaluate the value of organizational customers. Can not organize customer service, marketing and other levels of management. How to clearly understand the value of the organization customer, take an operational method to evaluate it, and then to its hierarchical management is the focus of urgent research. The purpose of this paper is to construct a reasonable and operable index system of organizational customer value evaluation on the basis of the existing theoretical basis and the evaluation data which can be extracted by enterprises, and to explore the influencing factors of organizational customer value. And based on the above for the rational allocation of resources for enterprises to provide the basis, at the same time to achieve the organization of customer classification management. The research results of this paper can be summarized as follows: (1) A database marketing enterprise organization customer value evaluation index system is constructed. Starting from the connotation, the paper puts forward three elements of organizational customer value: current value, potential value and influence value. Design the current value of the secondary criteria for income, cost and profit categories. According to the connotation of potential value, the second level criterion of potential value is designed as ability value, growth ability value, loyalty value and credit value. This paper introduces the evaluation method of each criterion, and points out the corresponding final index and index attribute. (2) the correlation between the customer value of the organization is analyzed. By using the method of correlation analysis and using the actual data of L enterprise, it is found that the current value and the influence value have intrinsic correlation, while the potential value has no correlation with the other two kinds of value. It shows that the potential value plays an important role in analyzing the customer value of the organization, and the enterprise should pay more attention to it. (3) the customer group of the organization is subdivided. By using clustering method, organizational customers are divided into three categories: potential value customers (low current value, low impact value, high potential value), low value customers (low current value, low impact value). Low potential value and value customer (high current value, high impact value, high potential value). Among them, the potential value customers account for the majority, so enterprises in actual operation, can not only refer to the current transaction of the organization customer, ignore the evaluation of its potential value. The value customer is the best customer, the quantity is small, the enterprise should focus on. For the low value customers, if the enterprise's own management status is poor and the development potential is limited, it can take the strategy of abandonment. (4) three aspects of differentiated management mode in the process of organizing customer management are put forward. The strategic differentiation is based on the current value and the potential value. The customers of different organizations are managed differently in organizational system, management authorization and process priority. The difference of marketing resources allocation is based on the value of purchasing ability and loyalty. The customers of different organizations are managed differently from the aspects of marketing plan formulation, marketing team building, and the allocation of account manager. Based on the classification of credit value and loyalty value, different organization customers are managed differently in the risk management of overdue payment and repayment cycle.
【学位授予单位】：东华大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F49;F274;F224

【参考文献】