發(fā)布時(shí)間：2019-01-18 19:13

【摘要】：銷售活動(dòng)對(duì)于任何企業(yè)而言，無疑是最重要的、也是最能產(chǎn)生直接價(jià)值的環(huán)節(jié)。實(shí)際上，企業(yè)的生存能力以及企業(yè)的持續(xù)發(fā)展能力離不開企業(yè)的銷售環(huán)節(jié)創(chuàng)造的價(jià)值。良好的銷售業(yè)務(wù)流程能更好地促進(jìn)銷售業(yè)務(wù)的開展，從而創(chuàng)造更多的價(jià)值。 遼寧省3547有限公司始建于1969年，2007年企業(yè)改制為國(guó)有獨(dú)資公司。主要以總后軍需部的軍品市場(chǎng)為主，主要產(chǎn)品有87滌綸蚊帳、塑料臉盆、防彈頭盔等產(chǎn)品。通過對(duì)遼寧省3547有限公司總體情況的調(diào)研和對(duì)公司原有銷售業(yè)務(wù)流程現(xiàn)狀的分析，本文發(fā)現(xiàn)了原有的銷售業(yè)務(wù)流程中存在著至少三方面的問題：第一，隨著公司市場(chǎng)的逐步開拓，遼寧省3547有限公司逐步打開了民品市場(chǎng)和海外市場(chǎng)，公司產(chǎn)品也開始多元化、個(gè)性化，，原有的銷售模式下的銷售業(yè)務(wù)方式（“固定營(yíng)銷”+“以產(chǎn)定銷”）已經(jīng)跟不上現(xiàn)有的銷售方式與銷售任務(wù)量，同時(shí)，原有的組織結(jié)構(gòu)也可能發(fā)生調(diào)整以適應(yīng)新的銷售業(yè)務(wù)方式；第二，客戶管理流程沒有發(fā)揮其真正的作用。當(dāng)前的客戶管理僅僅停留在客戶基本信息的維護(hù)與管理的基礎(chǔ)上，而實(shí)際在銷售活動(dòng)中，企業(yè)應(yīng)該越來越多地需要關(guān)注客戶信用情況、客戶的回款率、客戶的退貨率等信息；第三，銷售費(fèi)用管理流程本應(yīng)該是對(duì)銷售活動(dòng)中應(yīng)該產(chǎn)生的各種銷售費(fèi)用（廣告費(fèi)用、客戶感情維系費(fèi)用等等）進(jìn)行預(yù)算、核算、分析，而實(shí)際上在遼寧省3547有限公司該科室還做著和客戶銷售相關(guān)票據(jù)管理的工作，也就是說，該科室更像一個(gè)銷售部?jī)?nèi)的財(cái)務(wù)管理科。 針對(duì)這三方面的問題，本文對(duì)遼寧省3547有限公司的銷售業(yè)務(wù)流程做了重新的設(shè)計(jì)，并提出了相應(yīng)的業(yè)務(wù)流程改進(jìn)方案，具體包括組織結(jié)構(gòu)改進(jìn)設(shè)計(jì)、銷售業(yè)務(wù)流程改進(jìn)設(shè)計(jì)，以及新流程的組織保障機(jī)制設(shè)計(jì)、新流程的組織激勵(lì)機(jī)制設(shè)計(jì)、新流程的組織監(jiān)控機(jī)制設(shè)計(jì)。 最后，經(jīng)過一年多業(yè)務(wù)流程再造項(xiàng)目的實(shí)施，完成了銷售訂單量（業(yè)務(wù)處理能力）的增加、客戶回款率的提升、退貨次數(shù)的下降、市場(chǎng)客戶滿意度的提升等等多方面的指標(biāo)�？梢钥闯觯@次遼寧省3547有限公司的銷售業(yè)務(wù)流程再造是非常成功的、再造之后的效果也是非常顯著的。 本文以遼寧省3547公司為實(shí)例，提出了完整的銷售業(yè)務(wù)流程再造的方案，對(duì)生產(chǎn)型企業(yè)的銷售業(yè)務(wù)流程再造具有實(shí)際的參考意義。
[Abstract]:Sales activities for any enterprise is undoubtedly the most important, but also the most direct value of the link. In fact, the survival ability and sustainable development ability of enterprises can not be separated from the value created by the sales links of enterprises. Good sales process can better promote the development of sales business, thereby creating more value. Liaoning Province 3547 Co., Ltd. was founded in 1969, 2007 enterprise restructuring for the state-owned company. The main products are 87 polyester bed nets, plastic basins, bulletproof helmets and other products. By investigating the overall situation of Liaoning Province 3547 Co., Ltd. And analyzing the current situation of the original sales business process of the company, this paper finds that there are at least three problems in the original sales business process: first, With the gradual development of the company's market, Liaoning Province 3547 Co., Ltd. has gradually opened up the civilian products market and the overseas market, and the products of the company have also started to diversify and individualize. The original sales mode of business ("fixed marketing" fixed sales ") has been unable to keep up with the existing sales mode and sales volume, at the same time, The original organizational structure may also be adjusted to adapt to the new sales business; Second, the customer management process does not play its real role. The current customer management only stays on the basis of the maintenance and management of customer basic information, but in the actual sales activities, enterprises should pay more and more attention to customer credit situation, customer return rate, customer return rate and other information; Third, the sales cost management process should have budgeted, accounted for, and analyzed all kinds of sales expenses (advertising costs, customer support costs, etc.) that should be incurred in sales activities. In fact, in Liaoning Province 3547 Co., Ltd., the department is also doing the management of bills related to customer sales, that is, it is more like a financial management department within the sales department. Aiming at these three problems, this paper redesigns the sales business process of Liaoning Province 3547 Co., Ltd., and puts forward the corresponding business process improvement plan, including organization structure improvement design, sales business process improvement design, And the organization guarantee mechanism design of the new process, the organization incentive mechanism design of the new process, the organization monitoring mechanism design of the new process. Finally, through the implementation of business process reengineering project for more than one year, the increase of sales order quantity (business processing ability), the improvement of customer payback rate, the decrease of return times, the improvement of market customer satisfaction, and so on. It can be seen that the sales business process reengineering of Liaoning Province 3547 Co., Ltd. is very successful, and the effect after reengineering is very remarkable. Taking Liaoning Province 3547 Company as an example, this paper puts forward a complete plan of sales business process reengineering, which is of practical reference significance to the sales business process reengineering of production enterprises.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F274;F426.8

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