ZHJY公司基于核心竞争力的售后服务体系设计
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摘要
企业所获得的核心竞争力,必须实现顾客所看重的核心价值。基于企业核心竞争力的售后服务体系的构建是ZHJY公司在目前市场经济竞争条件下以“售后服务为核心”的管理思想的重要内容;是ZHJY公司扎根于电子政务行业,实行客户关系管理战略的大脑和心脏。这种管理手段可以用来提高用户满意度,增加公司与用户良好互动,同时也是公司提高竞争力的最重要一环。
本文运用所学的知识,采用文献检索法、调研法、案例法、访谈法、因果分析法、逻辑分析法、归纳法和演绎法等方法。论述了以售后服务为核心竞争力的管理思想及其重要性,并对国内外售后服务管理理论进行了对比分析,同时深入分析了ZHJY公司实行以售后服务作为核心竞争力实际业务需求,着重从系统架构和系统功能方面提出了ZHJY公司实行以售后服务作为核心竞争力管理的系统设计思路,阐述了其取得成功的关键因素,并对实行以售后服务作为核心竞争力客户关系管理实施过程中目标的规划、业务流程的重组及如何提高服务质量等策略进行了有益的探索。
The enterprise obtains the core competitive power, must realize the core value which the customer regards as important. Based on the enterprise core competitive power post-sale service system construction is important content of ZHJY Corporation under present market economy competition condition take"the post-sale service as the core"management thought; is the cerebrum and the heart of ZHJY Corporation implements the customer relations management strategy. This management method may use to enhance the user degree of satisfaction, the increase company and the user interacts good, simultaneously also is the company enhances the competitive power the most important link.
This article utilizes the knowledge which studies, uses literature methods retrieval law, investigation and study law, case law, interview law, cause and effect analytic method, logical analytic method, induction and deductive method. Elaborated take the post-sale service as the core competitive power management thought and the importance, and has carried on the contrast analysis to the domestic and foreign post-sale service management theory, Simultaneously penetrated analyzes ZHJY Corporation to implement by the post-sale service takes the core competitive power actual service demand, Emphatically proposed from the system construction and the system function aspect ZHJY Corporation implements by the post-sale service takes the core competitive power management the system design mentality, Elaborated it obtains the success the key aspect, And to implements by the post-sale service took in the core competitive power customer relations management implementation process the goal plan, how the service flow reorganization and did improve strategies and so on grade of service to carry on the beneficial exploration..
本文运用所学的知识,采用文献检索法、调研法、案例法、访谈法、因果分析法、逻辑分析法、归纳法和演绎法等方法。论述了以售后服务为核心竞争力的管理思想及其重要性,并对国内外售后服务管理理论进行了对比分析,同时深入分析了ZHJY公司实行以售后服务作为核心竞争力实际业务需求,着重从系统架构和系统功能方面提出了ZHJY公司实行以售后服务作为核心竞争力管理的系统设计思路,阐述了其取得成功的关键因素,并对实行以售后服务作为核心竞争力客户关系管理实施过程中目标的规划、业务流程的重组及如何提高服务质量等策略进行了有益的探索。
The enterprise obtains the core competitive power, must realize the core value which the customer regards as important. Based on the enterprise core competitive power post-sale service system construction is important content of ZHJY Corporation under present market economy competition condition take"the post-sale service as the core"management thought; is the cerebrum and the heart of ZHJY Corporation implements the customer relations management strategy. This management method may use to enhance the user degree of satisfaction, the increase company and the user interacts good, simultaneously also is the company enhances the competitive power the most important link.
This article utilizes the knowledge which studies, uses literature methods retrieval law, investigation and study law, case law, interview law, cause and effect analytic method, logical analytic method, induction and deductive method. Elaborated take the post-sale service as the core competitive power management thought and the importance, and has carried on the contrast analysis to the domestic and foreign post-sale service management theory, Simultaneously penetrated analyzes ZHJY Corporation to implement by the post-sale service takes the core competitive power actual service demand, Emphatically proposed from the system construction and the system function aspect ZHJY Corporation implements by the post-sale service takes the core competitive power management the system design mentality, Elaborated it obtains the success the key aspect, And to implements by the post-sale service took in the core competitive power customer relations management implementation process the goal plan, how the service flow reorganization and did improve strategies and so on grade of service to carry on the beneficial exploration..
引文
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[14]罗虎.再造企业业绩评价体系.企业改革与管理.2004,(10)
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[16]唐守廉.电信服务质量与服务营销.北京:北京邮电大学出版社,2006
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[18]逢涛.在新的竞争环境下公司绩效评价体系的构建.通信管理.2006.(8)
[19]Hastings S,A strategy evaluation model for management,Management Decision,1998
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[22]方振邦.绩效管理.北京.中国人民大学出版社.2003,(2)
[23]彼德·F·德鲁克等.李焰.江娅.公司绩效测评.北京.中国人民大学出版社.1999
[24]朱妙芬.中小企业绩效考核体系优化策略.科学管理研究.2003,(2)
[25]李苹莉.经营者业绩评价—利益相关者模式.杭州.浙江人民出版社.2004.4
[26]叶向峰主编.员工考核与报酬管理.北京:企业出版社,2004
[2]张建国.徐伟.绩效体系设计.北京工业大学出版社.2003.
[3]张德主编.人力资源开发与管理.清华大学出版社.2001.
[4]Kaplan R S,David P Norton,The balanced scorecard-measures that drive performance,Harvard Business Review,1992(jan/ Feb),
[5]美.保罗·尼文平衡记分卡,战略经营时代的管理系统.中国财经经济出版社,2003
[6]R·韦恩·蒙迪,罗伯特·M·诺埃著,葛新权等译.人力资源管理..北京:经济科学出版社,1998
[7]刘颖,杨文堂著.绩效考核制度与设计.中国经济出版社,2004.
[8]付亚和,许玉林 绩效考核与绩效管理.电子工业出版社,2003
[9]斯蒂芬·P.罗宾斯.组织行为学.北京:中国人民大学出版社,1997
[10]赵曙明.中国企业人力资源管理.南京:南京大学出版社,2005
[11]何娟主编.人力资源管理.天津:天津大学出版社,2004
[12]陈毅.企业业绩评价系统综述.外国经济与管理.2003,(5)
[13]李苹莉.宁超.关于经营者业绩评价的思考.会计研究.2005,(1)
[14]罗虎.再造企业业绩评价体系.企业改革与管理.2004,(10)
[15]任明.评价科学与管理创新结合的典范:平衡记分卡在电信行业的应用探索[J].当代通信.2003,(15)
[16]唐守廉.电信服务质量与服务营销.北京:北京邮电大学出版社,2006
[17]Kaplan R S,David P Norton,Putting the Balanced Scorecard to work[J],Harvard Business Review,1999(Sep/ Oct)
[18]逢涛.在新的竞争环境下公司绩效评价体系的构建.通信管理.2006.(8)
[19]Hastings S,A strategy evaluation model for management,Management Decision,1998
[20]孙立.浅论关键绩效指标KPI.经济与管理,2005,(10).
[21]杰克·韦尔奇,约涵·拜恩著.曹彦博等译.杰克·韦尔奇自传.北京: 中信出版社,2001
[22]方振邦.绩效管理.北京.中国人民大学出版社.2003,(2)
[23]彼德·F·德鲁克等.李焰.江娅.公司绩效测评.北京.中国人民大学出版社.1999
[24]朱妙芬.中小企业绩效考核体系优化策略.科学管理研究.2003,(2)
[25]李苹莉.经营者业绩评价—利益相关者模式.杭州.浙江人民出版社.2004.4
[26]叶向峰主编.员工考核与报酬管理.北京:企业出版社,2004