辽宁省3547有限公司销售业务流程优化研究
发布时间：2019-01-18 19:13
【摘要】：销售活动对于任何企业而言，无疑是最重要的、也是最能产生直接价值的环节。实际上，企业的生存能力以及企业的持续发展能力离不开企业的销售环节创造的价值。良好的销售业务流程能更好地促进销售业务的开展，从而创造更多的价值。 辽宁省3547有限公司始建于1969年，2007年企业改制为国有独资公司。主要以总后军需部的军品市场为主，主要产品有87涤纶蚊帐、塑料脸盆、防弹头盔等产品。通过对辽宁省3547有限公司总体情况的调研和对公司原有销售业务流程现状的分析，本文发现了原有的销售业务流程中存在着至少三方面的问题：第一，随着公司市场的逐步开拓，辽宁省3547有限公司逐步打开了民品市场和海外市场，公司产品也开始多元化、个性化，，原有的销售模式下的销售业务方式（“固定营销”+“以产定销”）已经跟不上现有的销售方式与销售任务量，同时，原有的组织结构也可能发生调整以适应新的销售业务方式；第二，客户管理流程没有发挥其真正的作用。当前的客户管理仅仅停留在客户基本信息的维护与管理的基础上，而实际在销售活动中，企业应该越来越多地需要关注客户信用情况、客户的回款率、客户的退货率等信息；第三，销售费用管理流程本应该是对销售活动中应该产生的各种销售费用（广告费用、客户感情维系费用等等）进行预算、核算、分析，而实际上在辽宁省3547有限公司该科室还做着和客户销售相关票据管理的工作，也就是说，该科室更像一个销售部内的财务管理科。 针对这三方面的问题，本文对辽宁省3547有限公司的销售业务流程做了重新的设计，并提出了相应的业务流程改进方案，具体包括组织结构改进设计、销售业务流程改进设计，以及新流程的组织保障机制设计、新流程的组织激励机制设计、新流程的组织监控机制设计。 最后，经过一年多业务流程再造项目的实施，完成了销售订单量（业务处理能力）的增加、客户回款率的提升、退货次数的下降、市场客户满意度的提升等等多方面的指标。可以看出，这次辽宁省3547有限公司的销售业务流程再造是非常成功的、再造之后的效果也是非常显著的。 本文以辽宁省3547公司为实例，提出了完整的销售业务流程再造的方案，对生产型企业的销售业务流程再造具有实际的参考意义。
[Abstract]:Sales activities for any enterprise is undoubtedly the most important, but also the most direct value of the link. In fact, the survival ability and sustainable development ability of enterprises can not be separated from the value created by the sales links of enterprises. Good sales process can better promote the development of sales business, thereby creating more value. Liaoning Province 3547 Co., Ltd. was founded in 1969, 2007 enterprise restructuring for the state-owned company. The main products are 87 polyester bed nets, plastic basins, bulletproof helmets and other products. By investigating the overall situation of Liaoning Province 3547 Co., Ltd. And analyzing the current situation of the original sales business process of the company, this paper finds that there are at least three problems in the original sales business process: first, With the gradual development of the company's market, Liaoning Province 3547 Co., Ltd. has gradually opened up the civilian products market and the overseas market, and the products of the company have also started to diversify and individualize. The original sales mode of business ("fixed marketing" fixed sales ") has been unable to keep up with the existing sales mode and sales volume, at the same time, The original organizational structure may also be adjusted to adapt to the new sales business; Second, the customer management process does not play its real role. The current customer management only stays on the basis of the maintenance and management of customer basic information, but in the actual sales activities, enterprises should pay more and more attention to customer credit situation, customer return rate, customer return rate and other information; Third, the sales cost management process should have budgeted, accounted for, and analyzed all kinds of sales expenses (advertising costs, customer support costs, etc.) that should be incurred in sales activities. In fact, in Liaoning Province 3547 Co., Ltd., the department is also doing the management of bills related to customer sales, that is, it is more like a financial management department within the sales department. Aiming at these three problems, this paper redesigns the sales business process of Liaoning Province 3547 Co., Ltd., and puts forward the corresponding business process improvement plan, including organization structure improvement design, sales business process improvement design, And the organization guarantee mechanism design of the new process, the organization incentive mechanism design of the new process, the organization monitoring mechanism design of the new process. Finally, through the implementation of business process reengineering project for more than one year, the increase of sales order quantity (business processing ability), the improvement of customer payback rate, the decrease of return times, the improvement of market customer satisfaction, and so on. It can be seen that the sales business process reengineering of Liaoning Province 3547 Co., Ltd. is very successful, and the effect after reengineering is very remarkable. Taking Liaoning Province 3547 Company as an example, this paper puts forward a complete plan of sales business process reengineering, which is of practical reference significance to the sales business process reengineering of production enterprises.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F274;F426.8
本文编号：2411024
[Abstract]:Sales activities for any enterprise is undoubtedly the most important, but also the most direct value of the link. In fact, the survival ability and sustainable development ability of enterprises can not be separated from the value created by the sales links of enterprises. Good sales process can better promote the development of sales business, thereby creating more value. Liaoning Province 3547 Co., Ltd. was founded in 1969, 2007 enterprise restructuring for the state-owned company. The main products are 87 polyester bed nets, plastic basins, bulletproof helmets and other products. By investigating the overall situation of Liaoning Province 3547 Co., Ltd. And analyzing the current situation of the original sales business process of the company, this paper finds that there are at least three problems in the original sales business process: first, With the gradual development of the company's market, Liaoning Province 3547 Co., Ltd. has gradually opened up the civilian products market and the overseas market, and the products of the company have also started to diversify and individualize. The original sales mode of business ("fixed marketing" fixed sales ") has been unable to keep up with the existing sales mode and sales volume, at the same time, The original organizational structure may also be adjusted to adapt to the new sales business; Second, the customer management process does not play its real role. The current customer management only stays on the basis of the maintenance and management of customer basic information, but in the actual sales activities, enterprises should pay more and more attention to customer credit situation, customer return rate, customer return rate and other information; Third, the sales cost management process should have budgeted, accounted for, and analyzed all kinds of sales expenses (advertising costs, customer support costs, etc.) that should be incurred in sales activities. In fact, in Liaoning Province 3547 Co., Ltd., the department is also doing the management of bills related to customer sales, that is, it is more like a financial management department within the sales department. Aiming at these three problems, this paper redesigns the sales business process of Liaoning Province 3547 Co., Ltd., and puts forward the corresponding business process improvement plan, including organization structure improvement design, sales business process improvement design, And the organization guarantee mechanism design of the new process, the organization incentive mechanism design of the new process, the organization monitoring mechanism design of the new process. Finally, through the implementation of business process reengineering project for more than one year, the increase of sales order quantity (business processing ability), the improvement of customer payback rate, the decrease of return times, the improvement of market customer satisfaction, and so on. It can be seen that the sales business process reengineering of Liaoning Province 3547 Co., Ltd. is very successful, and the effect after reengineering is very remarkable. Taking Liaoning Province 3547 Company as an example, this paper puts forward a complete plan of sales business process reengineering, which is of practical reference significance to the sales business process reengineering of production enterprises.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F274;F426.8
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