本文關(guān)鍵詞： 物產(chǎn)元通汽車集團(tuán) 后服務(wù)市場 矩陣式管理 業(yè)務(wù)重組　出處：《浙江理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：面對汽車銷售進(jìn)入微利時代，發(fā)掘汽車后服務(wù)業(yè)領(lǐng)域的潛在利潤已成為汽車行業(yè)競爭中眾多經(jīng)銷商尋找新的利潤增長點(diǎn)的新舉措，本文以浙江物產(chǎn)元通汽車集團(tuán)有限公司為背景，從一般宏觀環(huán)境分析、行業(yè)環(huán)境與經(jīng)營環(huán)境分析以及其集團(tuán)發(fā)展的具體情況，，其中一般宏觀環(huán)境分析是從政治法律因素、經(jīng)濟(jì)因素、社會文化因素以及技術(shù)因素進(jìn)行分析的。對于行業(yè)與經(jīng)營環(huán)境分析，著重分析了汽車行業(yè)生命周期、汽車和服務(wù)業(yè)生命周期以及五力模型分析。 在對物產(chǎn)元通汽車集團(tuán)資源、能力進(jìn)行分析的前提下，對集團(tuán)進(jìn)行了SWOT分析，認(rèn)清集團(tuán)所面臨的機(jī)會與威脅，優(yōu)勢與劣勢，把握和發(fā)揮機(jī)會和優(yōu)勢，并將威脅轉(zhuǎn)化為機(jī)會，把劣勢轉(zhuǎn)化為優(yōu)勢實(shí)現(xiàn)集團(tuán)整體戰(zhàn)略目標(biāo)和可持續(xù)發(fā)展。 在前面分析總結(jié)的基礎(chǔ)上，提出集團(tuán)發(fā)展戰(zhàn)略目標(biāo)和業(yè)務(wù)重組目標(biāo)，并詳細(xì)提出業(yè)務(wù)重組目標(biāo)實(shí)現(xiàn)的方案：將后服務(wù)打造為集團(tuán)核心競爭力；建立品牌區(qū)域后服務(wù)矩陣式三合一管理體系。并對管理模式和組織架構(gòu)進(jìn)行調(diào)整：發(fā)揮矩陣式組織模式的優(yōu)勢著重明確集團(tuán)品牌事業(yè)線與區(qū)域線責(zé)任劃分；完善企業(yè)員工培養(yǎng)和考核制度并提高集團(tuán)服務(wù)人員水平；完善客戶關(guān)系運(yùn)營方案以提高客戶忠誠度三點(diǎn)要求。以保障形成有利于業(yè)務(wù)重組，為廣大集團(tuán)經(jīng)營者如何開展業(yè)務(wù)重組提供了理論上和策略上的借鑒。
[Abstract]:In the face of the automobile sales entering the era of small profit, exploring the potential profits in the field of automobile after-service industry has become a new measure for many dealers to seek new profit growth points in the automobile industry competition. Based on the background of Zhejiang Yuantong Automobile Group Co., Ltd., this paper analyzes the general macro environment, industry environment and business environment, as well as the specific situation of the development of the group, in which the general macro environment analysis is based on the political and legal factors. Economic factors, social and cultural factors and technical factors are analyzed. For the analysis of industry and business environment, the life cycle of automobile industry, automobile and service industry and the five forces model are analyzed emphatically. On the premise of analyzing the resources and ability of Yuantong Automobile Group, this paper makes SWOT analysis to the Group, recognizes the opportunities and threats, advantages and disadvantages, grasps and exerts the opportunities and advantages, and transforms the threats into opportunities. Turn inferiority into advantage to realize the group's overall strategic goal and sustainable development. On the basis of the previous analysis and summary, this paper puts forward the strategic goal of group development and the goal of business reorganization, and puts forward the plan to realize the goal of business restructuring in detail: making the post service into the core competitiveness of the group; Establish the three-in-one management system of post-brand service matrix, and adjust the management model and organizational structure: give play to the advantages of the matrix organization model, focus on the division of responsibility between brand and regional lines; Improve the staff training and assessment system and improve the service staff level of the group; improve the customer relationship operation program to improve customer loyalty three requirements, in order to ensure the formation of conducive to business restructuring, For the majority of group operators how to carry out business restructuring provides a theoretical and strategic reference.
【學(xué)位授予單位】：浙江理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F426.471

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