本文選題：組織客戶(hù) + 價(jià)值評(píng)價(jià)指標(biāo)�。� 參考：《東華大學(xué)》2013年碩士論文

【摘要】：L公司是一家數(shù)據(jù)庫(kù)營(yíng)銷(xiāo)企業(yè),隨著公司規(guī)模的蓬勃發(fā)展,組織客戶(hù)成為客戶(hù)的重要組成部分,在重要性不斷遞增的同時(shí),企業(yè)在組織客戶(hù)價(jià)值管理方面也面臨很多困惑,一方面,企業(yè)雖然意識(shí)到組織客戶(hù)的重要性,但是卻不知道為什么重要；另一方面,企業(yè)缺乏可操作的組織客戶(hù)價(jià)值評(píng)價(jià)手段,無(wú)法定量的對(duì)組織客戶(hù)的價(jià)值進(jìn)行測(cè)評(píng),導(dǎo)致無(wú)法對(duì)組織客戶(hù)進(jìn)行服務(wù)、營(yíng)銷(xiāo)等分級(jí)管理。如何清晰的認(rèn)識(shí)組織客戶(hù)的價(jià)值,采取可操作的方法對(duì)其進(jìn)行測(cè)評(píng),進(jìn)而對(duì)其分級(jí)管理是目前急需研究的重點(diǎn)所在。 本文的研究目的是,在現(xiàn)有理論基礎(chǔ)和企業(yè)可提取的測(cè)評(píng)數(shù)據(jù)兩方面基礎(chǔ)之上,構(gòu)建合理可操作的組織客戶(hù)價(jià)值評(píng)價(jià)指標(biāo)體系,探索組織客戶(hù)價(jià)值的影響因素,并基于以上為企業(yè)合理配置資源提供依據(jù),同時(shí)實(shí)現(xiàn)組織客戶(hù)的分類(lèi)管理。 本文的研究成果可歸納如下： (1)構(gòu)建了數(shù)據(jù)庫(kù)營(yíng)銷(xiāo)企業(yè)組織客戶(hù)價(jià)值評(píng)價(jià)指標(biāo)體系。從內(nèi)涵出發(fā),提出組織客戶(hù)價(jià)值構(gòu)成三要素當(dāng)前價(jià)值、潛在價(jià)值和影響力價(jià)值。設(shè)計(jì)當(dāng)前價(jià)值下二級(jí)準(zhǔn)則為收入類(lèi)、成本類(lèi)以及利潤(rùn)類(lèi)。根據(jù)潛在價(jià)值的內(nèi)涵,設(shè)計(jì)潛在價(jià)值下二級(jí)準(zhǔn)則為能力價(jià)值、成長(zhǎng)能力價(jià)值、忠誠(chéng)價(jià)值以及信用價(jià)值。介紹了每個(gè)準(zhǔn)則的測(cè)評(píng)方法,指出相應(yīng)的末級(jí)指標(biāo)以及指標(biāo)屬性。 (2)分析了組織客戶(hù)價(jià)值之間的相關(guān)性。采用相關(guān)性分析方法,利用L企業(yè)實(shí)際數(shù)據(jù),發(fā)現(xiàn)當(dāng)前價(jià)值和影響力價(jià)值有內(nèi)在相關(guān)性,潛在價(jià)值與其他兩類(lèi)價(jià)值沒(méi)有相關(guān)性。表明,潛在價(jià)值對(duì)分析組織客戶(hù)價(jià)值有重要作用,企業(yè)應(yīng)該加大重視。 (3)細(xì)分了組織客戶(hù)群。采用聚類(lèi)方法將組織客戶(hù)分為三類(lèi)：潛在價(jià)值客戶(hù)(當(dāng)前價(jià)值低,影響力價(jià)值低,潛在價(jià)值高)、低價(jià)值客戶(hù)(當(dāng)前價(jià)值低,影響力價(jià)值低,潛在價(jià)值低)和價(jià)值客戶(hù)(當(dāng)前價(jià)值高,影響力價(jià)值高,潛在價(jià)值高)。其中,潛在價(jià)值客戶(hù)占絕大部分,因此企業(yè)在實(shí)際運(yùn)營(yíng)時(shí),不能只參考組織客戶(hù)的當(dāng)前交易,忽視考察其潛在價(jià)值。價(jià)值客戶(hù)是最佳客戶(hù),數(shù)量很少,企業(yè)應(yīng)該重點(diǎn)關(guān)注。對(duì)于低價(jià)值客戶(hù),如果企業(yè)自身的經(jīng)營(yíng)現(xiàn)狀較差及發(fā)展?jié)摿τ邢?可以采取放棄戰(zhàn)略。 (4)提出企業(yè)在組織客戶(hù)管理過(guò)程中三方面差異化管理方式。戰(zhàn)略差異化以當(dāng)前價(jià)值和潛在價(jià)值為分類(lèi)依據(jù),對(duì)不同組織客戶(hù)在組織體系、管理授權(quán),流程優(yōu)先級(jí)上予以差異化管理；營(yíng)銷(xiāo)資源配置差異化以購(gòu)買(mǎi)能力價(jià)值和忠誠(chéng)價(jià)值為分類(lèi)依據(jù),對(duì)不同組織客戶(hù)從營(yíng)銷(xiāo)方案制定,營(yíng)銷(xiāo)團(tuán)隊(duì)的建設(shè),以及客戶(hù)經(jīng)理的配備上予以差異化管理；授信差異化以信用價(jià)值和忠誠(chéng)價(jià)值為分類(lèi)依據(jù),對(duì)不同組織客戶(hù)在逾期欠費(fèi)和還款周期等的風(fēng)險(xiǎn)管理上予以差異化管理。
[Abstract]:Company L is a database marketing enterprise. With the rapid development of the company scale, organizing customers become an important part of customers. At the same time, the enterprise is faced with a lot of confusion in organizing customer value management. On the one hand, although enterprises are aware of the importance of organizational customers, they do not know why; on the other hand, enterprises lack operational means to evaluate the value of organizational customers, and can not quantitatively evaluate the value of organizational customers. Can not organize customer service, marketing and other levels of management. How to clearly understand the value of the organization customer, take an operational method to evaluate it, and then to its hierarchical management is the focus of urgent research. The purpose of this paper is to construct a reasonable and operable index system of organizational customer value evaluation on the basis of the existing theoretical basis and the evaluation data which can be extracted by enterprises, and to explore the influencing factors of organizational customer value. And based on the above for the rational allocation of resources for enterprises to provide the basis, at the same time to achieve the organization of customer classification management. The research results of this paper can be summarized as follows: (1) A database marketing enterprise organization customer value evaluation index system is constructed. Starting from the connotation, the paper puts forward three elements of organizational customer value: current value, potential value and influence value. Design the current value of the secondary criteria for income, cost and profit categories. According to the connotation of potential value, the second level criterion of potential value is designed as ability value, growth ability value, loyalty value and credit value. This paper introduces the evaluation method of each criterion, and points out the corresponding final index and index attribute. (2) the correlation between the customer value of the organization is analyzed. By using the method of correlation analysis and using the actual data of L enterprise, it is found that the current value and the influence value have intrinsic correlation, while the potential value has no correlation with the other two kinds of value. It shows that the potential value plays an important role in analyzing the customer value of the organization, and the enterprise should pay more attention to it. (3) the customer group of the organization is subdivided. By using clustering method, organizational customers are divided into three categories: potential value customers (low current value, low impact value, high potential value), low value customers (low current value, low impact value). Low potential value and value customer (high current value, high impact value, high potential value). Among them, the potential value customers account for the majority, so enterprises in actual operation, can not only refer to the current transaction of the organization customer, ignore the evaluation of its potential value. The value customer is the best customer, the quantity is small, the enterprise should focus on. For the low value customers, if the enterprise's own management status is poor and the development potential is limited, it can take the strategy of abandonment. (4) three aspects of differentiated management mode in the process of organizing customer management are put forward. The strategic differentiation is based on the current value and the potential value. The customers of different organizations are managed differently in organizational system, management authorization and process priority. The difference of marketing resources allocation is based on the value of purchasing ability and loyalty. The customers of different organizations are managed differently from the aspects of marketing plan formulation, marketing team building, and the allocation of account manager. Based on the classification of credit value and loyalty value, different organization customers are managed differently in the risk management of overdue payment and repayment cycle.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F49;F274;F224

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 劉肖原;賈濤;;商業(yè)銀行集團(tuán)客戶(hù)的特征與信貸風(fēng)險(xiǎn)防范[J];北京工商大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2007年03期

2 尹秋菊;滿(mǎn)文軍;顏志軍;;中間客戶(hù)價(jià)值評(píng)價(jià)體系的構(gòu)建及實(shí)證研究[J];商業(yè)研究;2009年02期

3 王鶴;唐健;秦湘靈;鄒建平;;基于電力CRM的大客戶(hù)經(jīng)理制的實(shí)踐研究[J];電網(wǎng)技術(shù);2006年S2期

4 張海泳;;面向集團(tuán)客戶(hù)信息化服務(wù)的ADC運(yùn)營(yíng)平臺(tái)的建設(shè)[J];電信科學(xué);2007年09期

5 梁篤國(guó);張艷霞;曹寧;;運(yùn)營(yíng)商發(fā)展視頻監(jiān)控行業(yè)大客戶(hù)的探討[J];電信科學(xué);2007年11期

6 王海洲;客戶(hù)資源價(jià)值與管理[J];IT經(jīng)理世界;2001年08期

7 竇榮興;商業(yè)銀行大客戶(hù)關(guān)系管理的現(xiàn)狀及發(fā)展[J];金融理論與實(shí)踐;2005年01期

8 李正豪;;CDMA用戶(hù)流失 政企客戶(hù)被搶 中國(guó)電信遭遇重組陣痛[J];通信世界;2008年45期

9 邵春燕;;基于AHP的客戶(hù)價(jià)值評(píng)價(jià)[J];價(jià)值工程;2008年02期

10 李敏;何友全;;基于Fuzzy-AHP的企業(yè)客戶(hù)價(jià)值評(píng)價(jià)[J];價(jià)值工程;2009年10期

相關(guān)碩士學(xué)位論文 前6條

1 劉維慶;第三方物流企業(yè)客戶(hù)價(jià)值評(píng)價(jià)指標(biāo)體系研究[D];吉林大學(xué);2011年

2 李立莉;基于客戶(hù)價(jià)值評(píng)價(jià)的營(yíng)銷(xiāo)資源配置研究[D];遼寧工程技術(shù)大學(xué);2006年

3 秦世波;基于CRM的客戶(hù)價(jià)值研究[D];南京理工大學(xué);2007年

4 端木文娟;基于客戶(hù)價(jià)值評(píng)價(jià)的CRM研究[D];天津大學(xué);2009年

5 譚靜;移動(dòng)數(shù)據(jù)業(yè)務(wù)客戶(hù)價(jià)值評(píng)價(jià)及實(shí)證研究[D];北京郵電大學(xué);2010年

6 劉榮;組織客戶(hù)價(jià)值評(píng)價(jià)及電信業(yè)實(shí)證研究[D];北京郵電大學(xué);2010年

，

本文編號(hào)：2117619