本文關(guān)鍵詞：汽車部件企業(yè)CRM系統(tǒng)的規(guī)劃與實(shí)施探討　出處：《復(fù)旦大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

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【摘要】：汽車正在從單純的運(yùn)載工具逐步演變?yōu)樾碌纳鐣?huì)生態(tài)圈中的一種終端,這種終端對(duì)車內(nèi)意味著智能操控；對(duì)車外則是汽車使用者與移動(dòng)應(yīng)用,包括各類汽車服務(wù)之間的接口。汽車配套的內(nèi)涵也將隨著汽車應(yīng)用技術(shù)的演進(jìn)而改變,無(wú)形的但是可交付的服務(wù)將愈加智能,并通過(guò)移動(dòng)互聯(lián)網(wǎng)沖擊原有的汽車服務(wù),也挑戰(zhàn)傳統(tǒng)的汽車配套。同時(shí),長(zhǎng)期以來(lái)以整車廠為主導(dǎo)的汽車產(chǎn)業(yè)配套在傳統(tǒng)的產(chǎn)品線上堅(jiān)實(shí)緊密,在新車市場(chǎng)構(gòu)成了很高的行業(yè)進(jìn)入門(mén)檻。在這樣一個(gè)行業(yè)生存環(huán)境和行業(yè)發(fā)展階段中,以民營(yíng)企業(yè)為主體的中小型汽車部件制造企業(yè)面臨著發(fā)展戰(zhàn)略的選擇、管理方式的提升和核心能力的建設(shè)三大挑戰(zhàn)。本文研究的主要問(wèn)題屬于管理方式的范疇,即如何在信息管理基礎(chǔ)薄弱的前提下實(shí)施客戶管理系統(tǒng)(CRM),涉及到現(xiàn)狀分析、基礎(chǔ)工具的導(dǎo)入、目標(biāo)的建立、實(shí)施內(nèi)容的細(xì)化、和實(shí)施中的控制與管理。本文的理論依據(jù)是過(guò)程管理的基本框架和流程與組織變革的原則。通過(guò)定性分析找出樣本企業(yè)在CRM系統(tǒng)規(guī)劃和實(shí)施中所缺乏的要素,提出了具體的實(shí)施路徑。本文的意義在于具體化和可操作性,比如對(duì)CRM的核心模塊銷售管理提出了比較詳盡的實(shí)施內(nèi)容。本文的主要研究?jī)?nèi)容包括,第一,一般汽車部件制造企業(yè)的運(yùn)營(yíng)瓶頸,客戶關(guān)系管理的現(xiàn)狀,實(shí)施CRM項(xiàng)目所需的基礎(chǔ)工具,即協(xié)同工作平臺(tái)。該部分重點(diǎn)之一通過(guò)一個(gè)銷售部提出的常見(jiàn)問(wèn)題,揭示流程建設(shè)和內(nèi)部協(xié)同能力的重要性。該部分重點(diǎn)之二是對(duì)本文樣本企業(yè)現(xiàn)有的客戶資源管理系統(tǒng)的歸納,通過(guò)實(shí)際操作此系統(tǒng)和查閱系統(tǒng)開(kāi)發(fā)者提交的最新功能報(bào)告,找出其實(shí)際應(yīng)用和缺乏的功能。重點(diǎn)之三是通過(guò)歸納對(duì)比和實(shí)際操作,對(duì)協(xié)同平臺(tái)的選擇和使用做了比較詳盡的說(shuō)明。結(jié)論是,當(dāng)前的運(yùn)營(yíng)瓶頸是缺乏協(xié)同機(jī)制和手段；目前現(xiàn)有的客戶資源管理系統(tǒng)基本限于數(shù)據(jù)的靜態(tài)存儲(chǔ),不能搭載工作流,產(chǎn)生和推送各類提示,其后臺(tái)整合數(shù)據(jù)的功能很弱,也不具備以后和ERP進(jìn)行數(shù)據(jù)交互的基本條件。協(xié)同工作平臺(tái)將作為提高企業(yè)內(nèi)部協(xié)同性的長(zhǎng)期手段,并在CRM實(shí)施中作為項(xiàng)目管理工具之一。第二,CRM的目的、規(guī)劃、流程與組織變革。對(duì)戰(zhàn)略要素的研究方法來(lái)自于動(dòng)態(tài)競(jìng)爭(zhēng)理論,項(xiàng)目規(guī)劃和流程與組織變革的討論是依據(jù)變革管理中的過(guò)程管理框架,和信息管理方法中的流程與組織變革思想。結(jié)論是,實(shí)施CRM系統(tǒng)的戰(zhàn)略目的是使企業(yè)獲取兩種能力：一是建立銷售團(tuán)隊(duì)在多任務(wù)中的高效協(xié)作能力和自我管控能力；二是建立企業(yè)在多類型市場(chǎng)中的快速反應(yīng)能力和有效分析能力。要根據(jù)業(yè)務(wù)流程中存在的問(wèn)題來(lái)重組組織和選擇合適的CRM技術(shù),而不是調(diào)整流程來(lái)適應(yīng)組織或技術(shù)的要求。本文對(duì)基于質(zhì)量管理體系下的流程架構(gòu)進(jìn)行了闡述并重新構(gòu)建了框架體系。第三,實(shí)施CRM的具體目標(biāo),根據(jù)企業(yè)需求,結(jié)合對(duì)主流CRM供應(yīng)商所發(fā)布系統(tǒng)的橫向比較,確定實(shí)施內(nèi)容和系統(tǒng)選擇。結(jié)論是應(yīng)選擇軟件即服務(wù)(SaaS)交付方式的CRM系統(tǒng),要注重軟件的可擴(kuò)展性和各類視圖的可自定義性,以及在移動(dòng)終端上的適用性。研究?jī)?nèi)容之四是CRM實(shí)施的關(guān)鍵節(jié)點(diǎn)、系統(tǒng)配置、計(jì)劃與溝通與風(fēng)險(xiǎn)控制。這部分是參照以往實(shí)施ERP系統(tǒng)的過(guò)程總結(jié)�？傊�,通過(guò)分析移動(dòng)終端和移動(dòng)互聯(lián)網(wǎng)崛起對(duì)汽車工業(yè)的影響,和這種影響使得汽車整車廠對(duì)配套行業(yè)產(chǎn)生的新需求,和對(duì)企業(yè)目標(biāo),運(yùn)營(yíng)瓶頸的研究,結(jié)合對(duì)既有信息化工具和可能適用的信息化工具闡述,本文圍繞CRM實(shí)施提出了一個(gè)可操作的路徑。對(duì)重點(diǎn)實(shí)施內(nèi)容和項(xiàng)目管理做了比較充分的闡述。其中的項(xiàng)目管理方法,同樣適用于企業(yè)進(jìn)行其他管理信息系統(tǒng)的建設(shè)。由于缺乏技術(shù)上的第一手資料,本文未涉及采用在線CRM解決方案的前提下如何建立大客戶門(mén)戶的問(wèn)題,但是為重點(diǎn)客戶定制其專用門(mén)戶,使其從單一入口就能夠在預(yù)定的開(kāi)放范圍內(nèi)掌握可供產(chǎn)品的資料和訂單實(shí)時(shí)狀態(tài),不僅在技術(shù)上已經(jīng)可行,而且也是十分必要的。
[Abstract]:The car is from the vehicle only gradually evolved into a social ecological circle in the new terminal, the terminal means of intelligent control of the car; to the outside of the vehicle is the car users and mobile applications, including all kinds of automobile service interface. The connotation of auto accessories will also be with the evolution of automobile application technology change however, the invisible delivery service will be more intelligent, and by the impact of the original car service of mobile Internet, also challenge the traditional automotive facilities. At the same time, a long time to OEM oriented automobile industry in supporting the traditional solid product line closely, in the new car market constitutes a very high barriers to entry in this. An industry environment and stage of development of the industry, private enterprise as the main body of small and medium sized auto parts manufacturing enterprises are faced with the choice of development strategy, management and promotion The construction of the core competence of the three challenges. The main problem of this study belongs to the management category, namely how to implement customer management system based on the basis of information management under weak (CRM), related to the analysis of the status quo, importing the basic tools, establish goals, refine the implementation content, control and management and implementation. The paper is based on the basic framework and process and organizational change process management principle. Through the qualitative analysis to find out the factors of sample enterprises are lacking in the planning and implementation of CRM system, put forward the specific implementation path. The significance of this article is specific and operable, such as the core module of sales management of CRM is put forward the implementation of a more detailed content. The main contents of this paper include, first, the general operation bottleneck of auto parts manufacturing enterprises, the status of customer relationship management, the foundation required for the implementation of CRM project The tool, namely the collaborative work platform. One of the key part of the common problems of a sales department in the process of revealing the importance construction and internal coordination capacity. The focus of the two part of this paper is to sample the existing enterprise customer resource management system are summarized for this system through the actual operation and inspection system developers to submit the latest the function of report, find the practical application and the lack of the function. Key three is by induction comparison and actual operation, the selection and use of collaborative platform to do a more detailed explanation. The conclusion is that the current operation bottleneck is the lack of coordination mechanism and means; the customer resource management system of the existing basic static data storage cannot carry, workflow, and push all kinds of tips, the backstage data integration function is weak, does not have the basic conditions and ERP Data Exchange Association. The same platform will increase as the means of long-term collaboration within the enterprise, and as one of the project management tools in the implementation of CRM. Second, CRM, planning, process and organization change. Research methods of strategic elements from the dynamic competition theory, discuss the project planning and process and organizational change is based on the framework of process management change management, thought process and organizational change and information management methods. The conclusion is that the strategic objective of the implementation of the CRM system is to enable enterprises to gain two abilities: one is the highly efficient establishment of a sales team in a multi task work ability and self control ability; the two is to establish rapid response capability in multi type market and the effective analysis ability. According to the existing problems in business process to restructure the organization and selection of appropriate technology CRM, rather than the adjustment process to meet the technical requirements of the organization or. The quality management system of the process architecture is described based on and re established a framework. Third specific objectives, the implementation of CRM, according to the needs of the enterprise, combined with the horizontal comparison of the mainstream CRM publishing system supplier, determine the content and implementation of system. The conclusion is should choose the software as a service (SaaS) delivery system CRM the way, should pay attention to the scalability of the software and all kinds of views can be customized, and the applicability in the mobile terminal. The research content of four key nodes, the implementation of CRM system planning and configuration, communication and risk control. This part is the reference to past implementation of the ERP system are summarized. In short, through analysis of the mobile terminal and the mobile Internet impact on the rise of the automobile industry, new requirements and the influence that the automobile factory of supporting industry, and the research on the business goals, operational bottlenecks, combination of Both information tools and information tools may be used paper, this paper focuses on the CRM implementation of an operational path. To focus on the implementation of the project management content and made a full exposition. Project management method, is also applicable for other construction management information system in the enterprise. Due to the lack of technology on the first hand, the problem of how to establish the customer portal the premise of this article does not cover the online CRM solutions, but focus on the special customized portal, from which a single entrance will be able to master data and order real-time status of the products available at the scheduled opening range, not only technically feasible, but also it is necessary.

【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F407.471;F274

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