【摘要】：H公司是一家世界500強(qiáng)的美資企業(yè)，天津制造廠作為其過程控制事業(yè)部在天津?yàn)I海的子公司，在亞太地區(qū)的自動(dòng)化控制系統(tǒng)領(lǐng)域占有領(lǐng)先地位，從2005年成立以來經(jīng)過了8年多的發(fā)展,隨著市場(chǎng)的不斷變化以及更多新的競(jìng)爭(zhēng)對(duì)手的加入，天津制造廠的客戶關(guān)系管理應(yīng)該進(jìn)行不斷的調(diào)整和完善，從而打造在市場(chǎng)中的核心競(jìng)爭(zhēng)力。 H公司天津制造廠客戶關(guān)系管理目前所面臨的問題是：1）大小客戶對(duì)待措施相同；2）產(chǎn)品價(jià)格偏高；3）與客戶交流不暢；4）客戶信息流失；5）售后服務(wù)水平低。 本文運(yùn)用客戶關(guān)系管理理論，巴雷托分析法，對(duì)天津制造廠的客戶進(jìn)行分類，將客戶關(guān)系管理價(jià)值鏈模型作為一個(gè)分析平臺(tái)，，為不同類別的客戶制定出不同的客戶關(guān)系管理策略，最后制定出主要的核心新流程、完善控制和評(píng)價(jià)方法來落實(shí)此戰(zhàn)略。 對(duì)天津制造廠的50個(gè)客戶按照銷售額和利潤(rùn)貢獻(xiàn)進(jìn)行分類，分別為A類大客戶利潤(rùn)貢獻(xiàn)50%，B類主要客戶利潤(rùn)貢獻(xiàn)30%，C類小客戶和瑣碎客戶利潤(rùn)貢獻(xiàn)20%。對(duì)A類大客戶的策略是：在采用通用的對(duì)VIP客戶的服務(wù)策略的基礎(chǔ)上，成立大客戶運(yùn)營(yíng)部，為大客戶提供定制化服務(wù)。對(duì)B類主要客戶的策略是：要保留住目前的產(chǎn)品購(gòu)買份額，而且還要對(duì)產(chǎn)品進(jìn)行改進(jìn)和調(diào)整，以增加客戶對(duì)產(chǎn)品的購(gòu)買比例。對(duì)C類小客戶和瑣碎客戶的策略是：對(duì)于有發(fā)展?jié)摿π∫?guī)模客戶，投入適當(dāng)資源，逐漸培育成為B類客戶；疏遠(yuǎn)、裁剪掉沒有吸引力的瑣碎客戶。另外，對(duì)客戶的滿意度管理、溝通管理、檔案管理和投訴抱怨的處理也進(jìn)行了相應(yīng)的完善和調(diào)整。 最后，對(duì)天津制造廠的組織結(jié)構(gòu)、人力資源、信息管理和企業(yè)文化進(jìn)行調(diào)整和完善。組織結(jié)構(gòu)調(diào)整：運(yùn)用矩陣型組織結(jié)構(gòu)，成立大客戶運(yùn)營(yíng)一部和二部。人力資源管理:對(duì)于兩個(gè)大客戶運(yùn)營(yíng)部的成員，制定具體的人員招聘，培訓(xùn)計(jì)劃。并且完善銷售和客服人員的獎(jiǎng)懲機(jī)制。信息管理：根據(jù)兩個(gè)大客戶的不同需求，分別在SAP系統(tǒng)中增設(shè)各自的功能模塊。企業(yè)文化：從以產(chǎn)品為中心向以客戶為中心的企業(yè)文化轉(zhuǎn)變。
[Abstract]:H Company is a top 500 American enterprise in the world. As a subsidiary of its process control division in Tianjin Binhai, Tianjin Factory occupies a leading position in the field of automatic control systems in the Asia-Pacific region. After more than 8 years of development since its establishment in 2005, with the constant changes in the market and the entry of more new competitors, the customer relationship management of Tianjin Manufacturing Plant should be continuously adjusted and improved. In order to build the core competitiveness in the market. The problems of customer relationship management in Tianjin factory of H company are as follows: 1) the same measures of customer treatment; 2) high price of products; 3) poor communication with customers; 4) loss of customer information; 5) low level of after-sales service. Based on the theory of customer relationship management and Barretto analysis, this paper classifies the customers of Tianjin factory, and takes the value chain model of customer relationship management as an analysis platform. Different customer relationship management strategies are made for different types of customers. Finally, the main core new processes are worked out, and the control and evaluation methods are improved to implement the strategy. The 50 customers of Tianjin factory are classified according to sales volume and profit contribution, which contribute 50% to the profit of A class major account and 30% C small account and 20% trivial customer profit contribution respectively. On the basis of the general service strategy for VIP customers, the strategy for class A customers is to set up a major account operation department to provide customized service for large customers. The strategy for class B customers is to retain the current purchase share of the product and to improve and adjust the product in order to increase the purchase ratio of the customer to the product. The strategy for class C small customers and petty customers is to invest appropriate resources to develop small scale customers and gradually cultivate them into category B customers; alienate and cut out unattractive trivial customers. In addition, customer satisfaction management, communication management, file management and complaint handling have been improved and adjusted accordingly. Finally, the organizational structure, human resources, information management and corporate culture of Tianjin factory are adjusted and perfected. Organizational structure adjustment: the use of matrix organizational structure, set up a major account operation one and two departments. Human resources management: for the two major customer operations members, develop specific personnel recruitment, training plans. And perfect sales and customer service personnel's reward and punishment mechanism. Information management: according to the different needs of two major customers, each of the SAP system added their own functional modules. Corporate culture: from product-centered to customer-centric corporate culture transformation.
【學(xué)位授予單位】：河北工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F274;F426.4

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