中國的汽車制造歷史是探索,發(fā)展,成熟的30年,時至今日,中國成為全球最重要的汽車生產(chǎn)和制造大國。行業(yè)集中度空前提高,市場容量大幅提升,30年間,汽車零部件也從賣方市場發(fā)展到成本服務(wù)多元化競爭的買方市場。國內(nèi)零部件銷售向市場導(dǎo)向模式急速靠攏。汽車制造行業(yè)的企業(yè)規(guī)模巨大,通常被識別為大客戶。汽車零部件行業(yè)大客戶管理模式,應(yīng)運而生。大客戶管理又稱為Key Account management（簡稱KAM）,由國外興起,在國內(nèi)逐漸收到重視的一種新的客戶管理方法,在汽車零部件行業(yè)實踐當中,被較多行業(yè)內(nèi)企業(yè)認可,是現(xiàn)代重要的提升公司經(jīng)營能力和客戶滿意度的方法。本文以S公司的大客戶管理體系為研究對象,以大客戶管理的理論為研究基礎(chǔ),結(jié)合S公司外方資本中國投資,技術(shù)導(dǎo)向,大客戶組織形式等問題,針對新形勢下的競爭環(huán)境做出具體的分析,結(jié)合自身工作經(jīng)歷,總結(jié)現(xiàn)行的S公司大客戶管理制度存在的問題。再次基礎(chǔ)上,提出S公司大客戶管理的優(yōu)化具體方案。針對如何優(yōu)化大客戶組織管理結(jié)構(gòu),如何提高大客戶滿意度,進一步設(shè)計客戶快速響應(yīng)機制,區(qū)域中心管理方法,大客戶組織的激勵方案以及高層介入等方面做了詳細的敘述。本文敘述不僅僅針... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：73 頁

【學(xué)位級別】：碩士

【文章目錄】：
Acknowledgements
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter1 Introduction
    1.1 Background information
    1.2 Research Purpose
    1.3 Significance of the study
    1.4 Research Approach
Chapter2 Literature Review
    2.1 Origin of Key Account Management theory
    2.2 Finding for Key accounts
        2.2.1 Active identification
        2.2.2 Attraction recognizing
        2.2.3 Nurturing key accounts
    2.3 Various Factors for Key Account Management
        2.3.1 Top management involvement
        2.3.2 Impact of cultural differences on key account management
    2.4 Key Account Management Existing Forms and Domestic Situations
    2.5 Benefits of Key Account Management
        2.5.1 Key Account Teams is a source of customer information
        2.5.2 Key Account team is a relationship oriented group
    2.6 FAQs of Key Account Management
        2.6.1 Collaborative organization across departments
        2.6.2 Performance Appraisal
    2.7 Summary and ideas for follow-up studies
Chapter3 Case introduction
    3.1 Introduction of S Company
        3.1.1 Background introduction
        3.1.2 Structure of the organization
        3.1.3 State of operation
    3.2 Key Account Management Issues of S company
        3.2.1 Loose organization
        3.2.2 Inconsistent demand management for Key accounts
        3.2.3 Low motivation in key account management team
        3.2.4 Insufficient understanding of customer needs by decision makers
    3.3 Status and Trends of the China Automotive Industry
        3.3.1 Current Status
        3.3.2 The future trends
    3.4 Status of Automotive Component Industry
        3.4.1 Introduction of the industry
        3.4.2 Features and problems in the component industry
        3.4.3 Recent Trends of the component industry
Chapter4 Case analysis
    4.1 Industrial competitiveness analysis
        4.1.1 Customer bargaining power
        4.1.2 Supplier bargaining power
        4.1.3 Threat of substitutes
        4.1.4 Threats to new entrants
        4.1.5 Competitiveness indicators
        4.1.6 Summary
    4.2 Customer requirement analysis
        4.2.1 Specific supplier evaluation indicators
        4.2.2 Automakers Demand Analysis
        4.2.3 Customer relationship analysis
    4.3 SWOT Analysis and Strategic choices
        4.3.1 S.W.O.T Analysis
        4.3.2 Strategic choices
    4.4 Summary
Chapter5 Betterments for Key account management of S company
    5.1 Objectives for Key Account management
    5.2 Optimize the structure of the key account management team of S company
        5.2.1 The existing structure of S company
        5.2.2 Adjusting team functions
        5.2.3 Structural adjustment
    5.3 Creating regional center management- clear responsibilities and quick response
    5.4 Adequate guarantees for architecture implementation
        5.4.1 Fair and reasonable assessment system
        5.4.2 Incentive design
        5.4.3 Top management involvement system
Chapter6 Conclusions and Prospects
    6.1 Conclusions
    6.2 Prospects
REFERENCE


【參考文獻】：
期刊論文
[1]大客戶管理:起源、概念與研究視角[J]. 周文輝,陳曉紅,康紅星.  鄭州航空工業(yè)管理學(xué)院學(xué)報. 2006(02)
[2]跨國公司在華面臨的挑戰(zhàn):　文化差異與跨文化管理[J]. 趙曙明.  管理世界. 1997(03)



本文編號：3080332