發(fā)布時(shí)間：2018-03-02 05:06

  本文關(guān)鍵詞： 服務(wù)質(zhì)量 競(jìng)爭(zhēng)力 ZHT供電公司 差異化　出處：《山東理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：當(dāng)今世界已進(jìn)入知識(shí)經(jīng)濟(jì)時(shí)代,市場(chǎng)競(jìng)爭(zhēng)不僅僅是產(chǎn)品質(zhì)量的競(jìng)爭(zhēng),更是服務(wù)質(zhì)量的競(jìng)爭(zhēng)。在現(xiàn)代電力市場(chǎng)營(yíng)銷中,電力企業(yè)的服務(wù)理念正在發(fā)生轉(zhuǎn)變。在現(xiàn)代服務(wù)理念的支配下,供電服務(wù)問(wèn)題已經(jīng)被電力企業(yè)上升到企業(yè)發(fā)展的戰(zhàn)略高度來(lái)認(rèn)識(shí),因此優(yōu)質(zhì)服務(wù)是電力企業(yè)發(fā)展的立足之本,供電服務(wù)不是一般性的服務(wù)工作,而是涉及企業(yè)根本的戰(zhàn)略性問(wèn)題。那么,如何通過(guò)供電服務(wù)工作滿足客戶的需求,提高企業(yè)核心競(jìng)爭(zhēng)力,是供電企業(yè)當(dāng)前探索和思考的問(wèn)題。ZHT供電公司是國(guó)網(wǎng)山東省電力公司所屬的縣供電企業(yè)。ZHT供電公司目前的服務(wù)戰(zhàn)略是以常規(guī)電力服務(wù)為基礎(chǔ),客戶類別劃分不夠全面細(xì)致,不能滿足不同電力客戶對(duì)供電服務(wù)的個(gè)性化需求,因此ZHT供電公司通過(guò)挖掘和整合服務(wù)資源,將服務(wù)平臺(tái)前移,保持和吸引更多的客戶,通過(guò)轉(zhuǎn)變服務(wù)方式,逐步探索實(shí)施服務(wù)差異化戰(zhàn)略,才能全面適應(yīng)當(dāng)前電力營(yíng)銷工作的發(fā)展要求,才能在激烈的市場(chǎng)競(jìng)爭(zhēng)中勝出。本文首先介紹了課題研究的背景、目的及意義,并對(duì)論文理論依據(jù)及國(guó)內(nèi)外研究現(xiàn)狀進(jìn)行了詳細(xì)闡述。其次,以ZHT供電公司的服務(wù)差異化戰(zhàn)略研究為主線,從ZHT供電公司服務(wù)現(xiàn)狀分析入手,運(yùn)用PEST模型、波特五種競(jìng)爭(zhēng)力量模型對(duì)服務(wù)差異化戰(zhàn)略的外部環(huán)境和產(chǎn)業(yè)環(huán)境進(jìn)行了分析,并運(yùn)用內(nèi)部因素分析矩陣和外部因素分析矩陣對(duì)ZHT供電公司內(nèi)部環(huán)境和外部環(huán)境因素進(jìn)行評(píng)價(jià)。再次,本文運(yùn)用SWOT矩陣分析找出ZHT供電公司面臨機(jī)會(huì)和威脅以及企業(yè)的優(yōu)勢(shì)與劣勢(shì),基于此提出了ZHT供電公司服務(wù)差異化戰(zhàn)略的目標(biāo)與思路,并結(jié)合ZHT公司實(shí)際,將其服務(wù)的客戶群體細(xì)分為六類,并進(jìn)行個(gè)性化服務(wù)定位,設(shè)計(jì)了服務(wù)差異化戰(zhàn)略的實(shí)施途徑與六種模式,把整合服務(wù)資源,創(chuàng)新服務(wù)手段,做好服務(wù)五種結(jié)合作為戰(zhàn)略的重點(diǎn)。最后,本文結(jié)合ZHT供電公司現(xiàn)狀,根據(jù)戰(zhàn)略目標(biāo)制定了行之有效的戰(zhàn)略實(shí)施方案,建立了一整套適應(yīng)“以客戶為中心”的組織體系和工作程序,從優(yōu)化組織結(jié)構(gòu),細(xì)化客戶管理、嚴(yán)格人員獎(jiǎng)懲、完善企業(yè)文化、服務(wù)團(tuán)隊(duì)建設(shè)等五個(gè)方面制定戰(zhàn)略實(shí)施的保障對(duì)策,進(jìn)而確保服務(wù)差異化戰(zhàn)略的有效實(shí)施。通過(guò)本文研究,期望為ZHT公司供電服務(wù)工作提供決策依據(jù)和指導(dǎo)作用,為電力企業(yè)全方位提高服務(wù)質(zhì)量提供科學(xué)的理論依據(jù),并力求為類似公司以后制定服務(wù)差異化戰(zhàn)略提供有益的思路借鑒。
[Abstract]:Nowadays, the world has entered the era of knowledge economy, the market competition is not only the competition of product quality, but also the competition of service quality. The service concept of electric power enterprise is changing. Under the control of modern service concept, the power supply service problem has been recognized by the electric power enterprise to the strategic height of the enterprise development, so the high quality service is the base of the electric power enterprise development. Power supply service is not a general service work, but involves a fundamental strategic problem of the enterprise. So, how to meet the needs of customers through the power supply service work to improve the core competitiveness of the enterprise, ZHT Power supply Company is the county power supply company. ZHT Power supply Company belongs to Shandong Electric Power Company. The current service strategy of ZHT Power supply Company is based on conventional power service, and the classification of customer categories is not comprehensive and meticulous. It can't meet the individualized demand of different power customers, so ZHT power supply company can move the service platform forward by digging and integrating service resources, so as to keep and attract more customers and change the service mode. Only by exploring and implementing the strategy of service differentiation step by step, can we fully adapt to the development requirements of the current electric power marketing work and win in the fierce market competition. Firstly, this paper introduces the background, purpose and significance of the research. The theoretical basis of the paper and the current research situation at home and abroad are described in detail. Secondly, taking the service differentiation strategy of ZHT power supply company as the main line, starting with the analysis of the service situation of ZHT power supply company, using the PEST model. Porter's five competitive power models analyze the external environment and industrial environment of service differentiation strategy. And using the internal factor analysis matrix and external factor analysis matrix to evaluate the internal and external environmental factors of ZHT power supply company. In this paper, SWOT matrix analysis is used to find out the opportunities and threats faced by ZHT power supply companies, as well as the advantages and disadvantages of enterprises. Based on this, the objectives and ideas of service differentiation strategy of ZHT power supply companies are put forward, and the actual situation of ZHT power supply companies is combined. The customer group of its service is subdivided into six categories, and the individualized service orientation is carried out. The implementation way and six modes of the strategy of service differentiation are designed, and the service resources are integrated and the service means are innovated. Finally, according to the current situation of ZHT power supply company, according to the strategic objectives, the effective strategic implementation plan is established. Has established a set of organization system and working procedure that adapts to "take the customer as the center", from optimize the organization structure, refine the customer management, strictly personnel reward and punish, perfect the enterprise culture, In order to ensure the effective implementation of service differentiation strategy, five aspects of service team construction are worked out to ensure the effective implementation of the strategy. Through the research of this paper, we hope to provide the decision basis and guidance for the power supply service work of ZHT Company. It provides a scientific theoretical basis for the power enterprises to improve the service quality in all directions, and tries to provide useful ideas for similar companies to formulate the strategy of service differentiation in the future.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F274;F426.61

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