基于标杆管理的中国电信甘肃公司营销能力提升研究
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摘要
当前,随着通信技术日益成熟,国内各大通信运营商对客户需求的满足能力日益提高,通信市场的竞争也因此日趋加剧。运营企业要在未来竞争中取得优势,关键看对市场变化的应变能力,必须在营销能力上胜过竞争对手一筹。实践证明,标杆管理作为获得竞争优势的重要的思想和工具,优化企业实践,提高企业经营管理水平和市场竞争力。
本文以标杆理论和营销理论为指导,对中国电信甘肃公司营销能力提升问题进行了系统研究。论文采用了理论研究和案例分析相结合的研究方法,按照“理论研究—对标营销能力现状分析与诊断—营销能力提升方案设计—营销能力提升方案实施—实施效果评估—持续改善机制建立”的研究思路,着重研究了中国电信甘肃公司如何提升营销能力。
中国电信甘肃公司营销渠道采取的是传统的专业化分工职能管理模式,存在的主要问题包括:产品管理比较薄弱,工作职责不够清晰,渠道组织模式不合理。缺乏针对细分市场和组合产品的定价,营销模式简单粗放等。产生以上问题的根源在于:渠道架构僵化,对客户的感知反应速度偏慢,产品评估缺乏对成本、投资、利润的有效核算。为了有效解决这些问题,中国电信甘肃公司的营销能力提升方案设计了渠道组织架构优化、客户分群、产品集中管理、营销模式优化、前后端联动工作模式等五个模块。按照组织准备阶段,技能培训阶段,制定实施方案,进行内部员工的培训,方案修订、细化阶段,项目实施阶段和评估验收六个阶段进行实施,并建立了长效改进的机制。
中国电信甘肃公司通过与江苏公司对标提升营销能力具有启示和借鉴意义的主要有以下几点:一是实行标杆管理必须对自己进行正确的定位。二是标杆管理是一个动态的循环过程。三是标杆管理是一个全员参与的过程,让员工理解并认同了企业管理法的重要性和必要性标杆管理法在实施过程中才会更好地发挥作用。四是重视数据管理,为企业管理创新奠定基础,有助于更有效地寻找未来发展的道路。五是模仿与创新并举,通过创新寻找更适合自己企业进步的方法。中国电信甘肃公司运用对标提升营销能力,找到短板,聚焦核心问题,努力在客户领先、运营卓越、资源高效等能力方面,利用机制转变、流程重组、技能培训、IT支撑、绩效考核等实施举措,建立了针对不同客户群的全新的营销服务模式,切实改善企业应对竞争的策略和手段,这对甘肃公司的进一步发展具有重要意义,而且为西部欠发达省份电信公司缩小和先进公司差距提供了新的思路。
At present, with the increasingly sophisticated communications technology, domestic major telecommunications operators the ability to meet customer needs, increasing competition in the market and therefore become increasingly intensified. Operating enterprises to obtain competitive advantage in the future, the key is the ability to respond to market changes, the ability to be better than its competitors in marketing edge. Practice has proved that benchmarking is to obtain a competitive advantage in important ideas and tools to help improve enterprise management level and market competitiveness.
In this paper, benchmarking theory and marketing theory as a guide, to enhance the marketing capacity of Gansu Telecom conducted a systematic study. Paper uses the theoretical research and case studies a combination of research methods, in accordance with "theoretical study - Analysis of the standard marketing capabilities and diagnosis - marketing capabilities to enhance program design - marketing capabilities to enhance implementation of the program - the implementation of impact assessments - continuous improvement mechanism is established" research thinking, focused on studying how to enhance the marketing capabilities of Gansu Telecom.
Gansu Telecom marketing channels using the traditional functions of management specialization, there are major problems include: product management is weak, work responsibilities are not clear enough, the channel unreasonable organizational model, the lack of market segmentation and the combination of product pricing, marketing models such as simple and crude . Root of the problem arising is: channel structure of rigid and customer perceptions of responsiveness Penman, product evaluation lack of cost, investment, profits and effective accounting. To effectively address these problems, Gansu Telecom's marketing capabilities enhance the design of the organizational structure of the channel optimization, customer grouping, products, centralized management, marketing mode optimization, front-side mode of interaction of five processes, in accordance with organizational preparation, skills training, developed and implemented programs, staff training, amendments to refine the program, project implementation and evaluation of the six stages of acceptance for implementation and the establishment of a long-term improvement of the mechanism.
Through Gansu and Jiangsu company's standard, enhance the marketing capabilities with the inspiration and learn the meaning of the following main points: First, the implementation of benchmarking must position themselves correctly. Second, benchmarking is a dynamic cycle. Third, benchmarking is a full participatory process, so that employees understand and agree that the corporate governance laws of the importance and necessity of benchmarking in the implementation process will play a better role. Fourth, emphasis on data management, in order to lay the foundation for enterprise management innovation, contribute to more effective to search for future development. Fifth, imitation and innovation simultaneously, through innovation to find more suitable for their own business improvement methods. Gansu Telecom to enhance the use of standard marketing capabilities, find the short board, focus on core issues, and strive to lead in customer, operational excellence, resources and other capacity and efficient use of change of system, process reengineering, skills training, IT support and implementation of initiatives such as performance appraisal, established for different customer base, marketing the new service model, effectively improve the business strategy and means to cope with competition, which is the further development of Gansu Telecom significance, but also for the less developed western provinces, and advanced the company to narrow the gap between the company has provided a new way of thinking.
本文以标杆理论和营销理论为指导,对中国电信甘肃公司营销能力提升问题进行了系统研究。论文采用了理论研究和案例分析相结合的研究方法,按照“理论研究—对标营销能力现状分析与诊断—营销能力提升方案设计—营销能力提升方案实施—实施效果评估—持续改善机制建立”的研究思路,着重研究了中国电信甘肃公司如何提升营销能力。
中国电信甘肃公司营销渠道采取的是传统的专业化分工职能管理模式,存在的主要问题包括:产品管理比较薄弱,工作职责不够清晰,渠道组织模式不合理。缺乏针对细分市场和组合产品的定价,营销模式简单粗放等。产生以上问题的根源在于:渠道架构僵化,对客户的感知反应速度偏慢,产品评估缺乏对成本、投资、利润的有效核算。为了有效解决这些问题,中国电信甘肃公司的营销能力提升方案设计了渠道组织架构优化、客户分群、产品集中管理、营销模式优化、前后端联动工作模式等五个模块。按照组织准备阶段,技能培训阶段,制定实施方案,进行内部员工的培训,方案修订、细化阶段,项目实施阶段和评估验收六个阶段进行实施,并建立了长效改进的机制。
中国电信甘肃公司通过与江苏公司对标提升营销能力具有启示和借鉴意义的主要有以下几点:一是实行标杆管理必须对自己进行正确的定位。二是标杆管理是一个动态的循环过程。三是标杆管理是一个全员参与的过程,让员工理解并认同了企业管理法的重要性和必要性标杆管理法在实施过程中才会更好地发挥作用。四是重视数据管理,为企业管理创新奠定基础,有助于更有效地寻找未来发展的道路。五是模仿与创新并举,通过创新寻找更适合自己企业进步的方法。中国电信甘肃公司运用对标提升营销能力,找到短板,聚焦核心问题,努力在客户领先、运营卓越、资源高效等能力方面,利用机制转变、流程重组、技能培训、IT支撑、绩效考核等实施举措,建立了针对不同客户群的全新的营销服务模式,切实改善企业应对竞争的策略和手段,这对甘肃公司的进一步发展具有重要意义,而且为西部欠发达省份电信公司缩小和先进公司差距提供了新的思路。
At present, with the increasingly sophisticated communications technology, domestic major telecommunications operators the ability to meet customer needs, increasing competition in the market and therefore become increasingly intensified. Operating enterprises to obtain competitive advantage in the future, the key is the ability to respond to market changes, the ability to be better than its competitors in marketing edge. Practice has proved that benchmarking is to obtain a competitive advantage in important ideas and tools to help improve enterprise management level and market competitiveness.
In this paper, benchmarking theory and marketing theory as a guide, to enhance the marketing capacity of Gansu Telecom conducted a systematic study. Paper uses the theoretical research and case studies a combination of research methods, in accordance with "theoretical study - Analysis of the standard marketing capabilities and diagnosis - marketing capabilities to enhance program design - marketing capabilities to enhance implementation of the program - the implementation of impact assessments - continuous improvement mechanism is established" research thinking, focused on studying how to enhance the marketing capabilities of Gansu Telecom.
Gansu Telecom marketing channels using the traditional functions of management specialization, there are major problems include: product management is weak, work responsibilities are not clear enough, the channel unreasonable organizational model, the lack of market segmentation and the combination of product pricing, marketing models such as simple and crude . Root of the problem arising is: channel structure of rigid and customer perceptions of responsiveness Penman, product evaluation lack of cost, investment, profits and effective accounting. To effectively address these problems, Gansu Telecom's marketing capabilities enhance the design of the organizational structure of the channel optimization, customer grouping, products, centralized management, marketing mode optimization, front-side mode of interaction of five processes, in accordance with organizational preparation, skills training, developed and implemented programs, staff training, amendments to refine the program, project implementation and evaluation of the six stages of acceptance for implementation and the establishment of a long-term improvement of the mechanism.
Through Gansu and Jiangsu company's standard, enhance the marketing capabilities with the inspiration and learn the meaning of the following main points: First, the implementation of benchmarking must position themselves correctly. Second, benchmarking is a dynamic cycle. Third, benchmarking is a full participatory process, so that employees understand and agree that the corporate governance laws of the importance and necessity of benchmarking in the implementation process will play a better role. Fourth, emphasis on data management, in order to lay the foundation for enterprise management innovation, contribute to more effective to search for future development. Fifth, imitation and innovation simultaneously, through innovation to find more suitable for their own business improvement methods. Gansu Telecom to enhance the use of standard marketing capabilities, find the short board, focus on core issues, and strive to lead in customer, operational excellence, resources and other capacity and efficient use of change of system, process reengineering, skills training, IT support and implementation of initiatives such as performance appraisal, established for different customer base, marketing the new service model, effectively improve the business strategy and means to cope with competition, which is the further development of Gansu Telecom significance, but also for the less developed western provinces, and advanced the company to narrow the gap between the company has provided a new way of thinking.
引文
[1]李卓一.如何进行标杆管理[M]北京大学出版社 2003,12.
[2](美)费利普.科特勒,营销管理[M]机械工业出版社 2006,12.
[3](美)哈里顿.标杆管理完全操作手册[M]中国人民大学出版社2004,12.
[4]冯曌.标杆管理[M]中国纺织出版社2004,6.
[5]宝利嘉顾问.标杆学习[M]中国社会科学出版社 2004,11.
[6](美)帕门特.关键绩效指标:KPI的开发、实施和应用[M]机械工业出版社2008,2.
[7]帕特里夏·基利等.公共部门标杆管理[M]中国人民大学出版社,2002
[8]韩德昌.市场营销基础[M]中国财政经济出版社,2005
[9](美)John Cullen.跨国管理:战略要径[M]机械工业出版社,2003.
[10]吴宪和:《市场营销学》,上海财经大学出版社 2002.
[11]冯俊文 现代企业标杆管理[J]科学学与科学技术管理 2001(5).
[12]沈莉 标杆:通向竞争优势的业绩改进工具[J].财会月刊,2004,03B..
[13]李松庆:标杆的局限于超越[J].企业管理,2005.(2)
[14]杨蔚.许茂增 标杆管理在项目管理中的应用[J]重庆交通学院学报(社会科学)2006(03).
[15]詹正茂,任声策.美孚成功的秘诀—标杆管理[J].中国物流与采购,2003(7).
[16]魏拴成,张静植.标杆管理—企业获取竞争优势的新方法[J].企业活力,2003(7).
[17]朱建武,李华晶.海尔实践:标杆管理中战略创新[J].财经理论与实践,2002年(23).
[18]王成武.李如林 标杆管理及其在现代企业中的应用[J]现代管理科学 2003(02).
[19]张成考.高爱华21世纪企业管理的新方略—标杆管理[J]工业技术经济 2002(05).
[20]杨文培.姚任 标杆管理的实施及其误区[J]煤炭经济研究 2004(10).
[21]胡俊侠 营销理论的最新演变[J]《中外管理》,2000(09).
[22]刘礼明.基于4P营销理论的大学生就业策略研究[J].广角,2007(3).
[23]邹明波.全球化市场营销八大辩证新理念——世界知名企业营销策略与实践剖析[J].轻工机械,2002,(4).
[24]吴长顺 朱玲 营销组合4p范式的不可替代性[J].科技管理manage研究,2007.3.
[25]蔡晓玫.电信业务管理流程知识讲座(一)第一章 业务流程再造的核心[J].邮电企业管理,2001,(11)
[26]张永.企业业务流程再造中的组织创新[J].科学与管理,2002,(04).
[27]刘松先.对网络环境下企业业务流程再造的系统思考[J].淮海工学院学报(人文社会科学版),2004,(03).
[28]赵金先,王曙光.试论信息技术与企业业务流程再造[J].企业经济,2004,(08).
[29]Brelin,H.K.Benchmarking:The Change Agent,Marketing Management,Vol 2 No 33.
[2](美)费利普.科特勒,营销管理[M]机械工业出版社 2006,12.
[3](美)哈里顿.标杆管理完全操作手册[M]中国人民大学出版社2004,12.
[4]冯曌.标杆管理[M]中国纺织出版社2004,6.
[5]宝利嘉顾问.标杆学习[M]中国社会科学出版社 2004,11.
[6](美)帕门特.关键绩效指标:KPI的开发、实施和应用[M]机械工业出版社2008,2.
[7]帕特里夏·基利等.公共部门标杆管理[M]中国人民大学出版社,2002
[8]韩德昌.市场营销基础[M]中国财政经济出版社,2005
[9](美)John Cullen.跨国管理:战略要径[M]机械工业出版社,2003.
[10]吴宪和:《市场营销学》,上海财经大学出版社 2002.
[11]冯俊文 现代企业标杆管理[J]科学学与科学技术管理 2001(5).
[12]沈莉 标杆:通向竞争优势的业绩改进工具[J].财会月刊,2004,03B..
[13]李松庆:标杆的局限于超越[J].企业管理,2005.(2)
[14]杨蔚.许茂增 标杆管理在项目管理中的应用[J]重庆交通学院学报(社会科学)2006(03).
[15]詹正茂,任声策.美孚成功的秘诀—标杆管理[J].中国物流与采购,2003(7).
[16]魏拴成,张静植.标杆管理—企业获取竞争优势的新方法[J].企业活力,2003(7).
[17]朱建武,李华晶.海尔实践:标杆管理中战略创新[J].财经理论与实践,2002年(23).
[18]王成武.李如林 标杆管理及其在现代企业中的应用[J]现代管理科学 2003(02).
[19]张成考.高爱华21世纪企业管理的新方略—标杆管理[J]工业技术经济 2002(05).
[20]杨文培.姚任 标杆管理的实施及其误区[J]煤炭经济研究 2004(10).
[21]胡俊侠 营销理论的最新演变[J]《中外管理》,2000(09).
[22]刘礼明.基于4P营销理论的大学生就业策略研究[J].广角,2007(3).
[23]邹明波.全球化市场营销八大辩证新理念——世界知名企业营销策略与实践剖析[J].轻工机械,2002,(4).
[24]吴长顺 朱玲 营销组合4p范式的不可替代性[J].科技管理manage研究,2007.3.
[25]蔡晓玫.电信业务管理流程知识讲座(一)第一章 业务流程再造的核心[J].邮电企业管理,2001,(11)
[26]张永.企业业务流程再造中的组织创新[J].科学与管理,2002,(04).
[27]刘松先.对网络环境下企业业务流程再造的系统思考[J].淮海工学院学报(人文社会科学版),2004,(03).
[28]赵金先,王曙光.试论信息技术与企业业务流程再造[J].企业经济,2004,(08).
[29]Brelin,H.K.Benchmarking:The Change Agent,Marketing Management,Vol 2 No 33.