S汽车零部件公司大客户管理问题及对策研究

发布时间：2021-03-13 13:51

　　中国的汽车制造历史是探索,发展,成熟的30年,时至今日,中国成为全球最重要的汽车生产和制造大国。行业集中度空前提高,市场容量大幅提升,30年间,汽车零部件也从卖方市场发展到成本服务多元化竞争的买方市场。国内零部件销售向市场导向模式急速靠拢。汽车制造行业的企业规模巨大,通常被识别为大客户。汽车零部件行业大客户管理模式,应运而生。大客户管理又称为Key Account management（简称KAM）,由国外兴起,在国内逐渐收到重视的一种新的客户管理方法,在汽车零部件行业实践当中,被较多行业内企业认可,是现代重要的提升公司经营能力和客户满意度的方法。本文以S公司的大客户管理体系为研究对象,以大客户管理的理论为研究基础,结合S公司外方资本中国投资,技术导向,大客户组织形式等问题,针对新形势下的竞争环境做出具体的分析,结合自身工作经历,总结现行的S公司大客户管理制度存在的问题。再次基础上,提出S公司大客户管理的优化具体方案。针对如何优化大客户组织管理结构,如何提高大客户满意度,进一步设计客户快速响应机制,区域中心管理方法,大客户组织的激励方案以及高层介入等方面做了详细的叙述。本文叙述不仅仅针... 

【文章来源】：广东外语外贸大学广东省

【文章页数】：73 页

【学位级别】：硕士

【文章目录】：
Acknowledgements
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter1 Introduction
    1.1 Background information
    1.2 Research Purpose
    1.3 Significance of the study
    1.4 Research Approach
Chapter2 Literature Review
    2.1 Origin of Key Account Management theory
    2.2 Finding for Key accounts
        2.2.1 Active identification
        2.2.2 Attraction recognizing
        2.2.3 Nurturing key accounts
    2.3 Various Factors for Key Account Management
        2.3.1 Top management involvement
        2.3.2 Impact of cultural differences on key account management
    2.4 Key Account Management Existing Forms and Domestic Situations
    2.5 Benefits of Key Account Management
        2.5.1 Key Account Teams is a source of customer information
        2.5.2 Key Account team is a relationship oriented group
    2.6 FAQs of Key Account Management
        2.6.1 Collaborative organization across departments
        2.6.2 Performance Appraisal
    2.7 Summary and ideas for follow-up studies
Chapter3 Case introduction
    3.1 Introduction of S Company
        3.1.1 Background introduction
        3.1.2 Structure of the organization
        3.1.3 State of operation
    3.2 Key Account Management Issues of S company
        3.2.1 Loose organization
        3.2.2 Inconsistent demand management for Key accounts
        3.2.3 Low motivation in key account management team
        3.2.4 Insufficient understanding of customer needs by decision makers
    3.3 Status and Trends of the China Automotive Industry
        3.3.1 Current Status
        3.3.2 The future trends
    3.4 Status of Automotive Component Industry
        3.4.1 Introduction of the industry
        3.4.2 Features and problems in the component industry
        3.4.3 Recent Trends of the component industry
Chapter4 Case analysis
    4.1 Industrial competitiveness analysis
        4.1.1 Customer bargaining power
        4.1.2 Supplier bargaining power
        4.1.3 Threat of substitutes
        4.1.4 Threats to new entrants
        4.1.5 Competitiveness indicators
        4.1.6 Summary
    4.2 Customer requirement analysis
        4.2.1 Specific supplier evaluation indicators
        4.2.2 Automakers Demand Analysis
        4.2.3 Customer relationship analysis
    4.3 SWOT Analysis and Strategic choices
        4.3.1 S.W.O.T Analysis
        4.3.2 Strategic choices
    4.4 Summary
Chapter5 Betterments for Key account management of S company
    5.1 Objectives for Key Account management
    5.2 Optimize the structure of the key account management team of S company
        5.2.1 The existing structure of S company
        5.2.2 Adjusting team functions
        5.2.3 Structural adjustment
    5.3 Creating regional center management- clear responsibilities and quick response
    5.4 Adequate guarantees for architecture implementation
        5.4.1 Fair and reasonable assessment system
        5.4.2 Incentive design
        5.4.3 Top management involvement system
Chapter6 Conclusions and Prospects
    6.1 Conclusions
    6.2 Prospects
REFERENCE


【参考文献】：
期刊论文
[1]大客户管理:起源、概念与研究视角[J]. 周文辉,陈晓红,康红星.  郑州航空工业管理学院学报. 2006(02)
[2]跨国公司在华面临的挑战:　文化差异与跨文化管理[J]. 赵曙明.  管理世界. 1997(03)



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