S公司客户关系管理改进研究
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摘要
在竞争日益加剧的国际经济背景下“第三利润源”成为企业获得长期发展的重要途径。企业建立竞争优势的关键已由节约原材料的“第一利润源泉”和提高劳动生产率的“第二利润源泉”,转向建立高效物流系统的“第三利润源泉”。全球经济化的发展趋势使得第三方物流(3PL)在整个供应链中扮演了越来越重要的角色。但是伴随着全球经济放缓,油价上涨,人力成本提高,运价下降等因素,第三方物流企业的利润开始普遍下降。现有客户资源成为第三方物流企业获得利润的主要增长点。客户关系管理能力的好坏成为提升第三方物流企业竞争力的关键。
本文首先对论文的研究背景和意义,包括第三方物流行业背景,S公司背景以及客户关系管理在3PL中的应用状况进行了综述。
以第三方物流企业S公司为研究对象,根据SWOT分析法,对S公司在行业中的优势劣势进行分析,着眼于S公司客户关系管理的改进研究。对S公司现行客户关系管理能力进行分析研究,重点找出公司目前在客户维护CRS(CustomerRetention System)上存在的难点和问题,分析其原因。对其客户进行定性定量分析,提出改进后的客户细分和差异化管理方案。运用平衡计分法,从财务、客户、内部流程、学习与成长四个方面初步建立一套评价体系。同时根据该评价体系,系统的建立对客户服务人员的考核指标。
最后根据对改进方案实施的评价,结合S公司的近期和远期目标,对S公司客户关系管理的提出持续改进意见。期望CRS项目的不断的改进和完善,给S公司在客户维护上起到指导作用,对国内第三方物流企业的客户关系管理起到一定的借鉴指导意义。
Increased competition in the international economic circumstance, "the third profit source" has become an important way for long-term development. To establish the competitive advantage has been the key from "the first source of profit" - to save. raw materials, "the second source of profit" - to raise labor productivity, to "the third source of profits" - to establish a highly efficient logistics system.
Globalization trend is making third-party logistics (3PL) throughout the supply chain play an increasingly important role. But along with the global economic slowdown, rising oil prices, labor costs and increased freight rates decline, and other factors, third-party logistics companies start a general decline in profits.
Existing customer resources become the main profit growth point of the third-party logistics company. The capabilities of customer relationship management strengthens the ability of third-party logistics business competitiveness.
In this thesis, the main idea is to research the current customer relationship management in 3PL across the actual situation, to improve S company's current Customer Retention System, to establish an evaluation system to manage the improvement of CRS, to help S company to better manage current customer resource through the competition.
Firstly it gives a general definition on the related theories of CRM, and then it uses the SWOT method to analyze S company's advantages and disadvantage, to be. focus on S company's CRM improvement. After explanation of the CRM situation for S company, the key point is to find current CRS problems and difficulties and give the solution.
This thesis is to provide a way to better manage company's customer base via a different customer type through setting up a detailed differences in management program. To using the Balanced Score Card (BSC), it set up a set of evaluation system and Key Performance Indicators (KPI) for customer service representative.
Lastly, basing on the implementation result of the program, combined with S company's short-term and long-term goals, this thesis provides the suggestion of continuous improvement. It is expected that the improved CRS program can bring more value to S company in four aspects - financial, customer, internal operational process, study and innovation. I believe the practice and experience of S company will be a reference guide for other 3PL company. It will take advantage for the CRM development and expansion in 3PL industry.
本文首先对论文的研究背景和意义,包括第三方物流行业背景,S公司背景以及客户关系管理在3PL中的应用状况进行了综述。
以第三方物流企业S公司为研究对象,根据SWOT分析法,对S公司在行业中的优势劣势进行分析,着眼于S公司客户关系管理的改进研究。对S公司现行客户关系管理能力进行分析研究,重点找出公司目前在客户维护CRS(CustomerRetention System)上存在的难点和问题,分析其原因。对其客户进行定性定量分析,提出改进后的客户细分和差异化管理方案。运用平衡计分法,从财务、客户、内部流程、学习与成长四个方面初步建立一套评价体系。同时根据该评价体系,系统的建立对客户服务人员的考核指标。
最后根据对改进方案实施的评价,结合S公司的近期和远期目标,对S公司客户关系管理的提出持续改进意见。期望CRS项目的不断的改进和完善,给S公司在客户维护上起到指导作用,对国内第三方物流企业的客户关系管理起到一定的借鉴指导意义。
Increased competition in the international economic circumstance, "the third profit source" has become an important way for long-term development. To establish the competitive advantage has been the key from "the first source of profit" - to save. raw materials, "the second source of profit" - to raise labor productivity, to "the third source of profits" - to establish a highly efficient logistics system.
Globalization trend is making third-party logistics (3PL) throughout the supply chain play an increasingly important role. But along with the global economic slowdown, rising oil prices, labor costs and increased freight rates decline, and other factors, third-party logistics companies start a general decline in profits.
Existing customer resources become the main profit growth point of the third-party logistics company. The capabilities of customer relationship management strengthens the ability of third-party logistics business competitiveness.
In this thesis, the main idea is to research the current customer relationship management in 3PL across the actual situation, to improve S company's current Customer Retention System, to establish an evaluation system to manage the improvement of CRS, to help S company to better manage current customer resource through the competition.
Firstly it gives a general definition on the related theories of CRM, and then it uses the SWOT method to analyze S company's advantages and disadvantage, to be. focus on S company's CRM improvement. After explanation of the CRM situation for S company, the key point is to find current CRS problems and difficulties and give the solution.
This thesis is to provide a way to better manage company's customer base via a different customer type through setting up a detailed differences in management program. To using the Balanced Score Card (BSC), it set up a set of evaluation system and Key Performance Indicators (KPI) for customer service representative.
Lastly, basing on the implementation result of the program, combined with S company's short-term and long-term goals, this thesis provides the suggestion of continuous improvement. It is expected that the improved CRS program can bring more value to S company in four aspects - financial, customer, internal operational process, study and innovation. I believe the practice and experience of S company will be a reference guide for other 3PL company. It will take advantage for the CRM development and expansion in 3PL industry.
引文
[1]王永富,李二敏著,《物流管理概论》,对外经济贸易大学出版社[M],2006年
[2]王莉著,《物流学导论》,中国铁道出版社[M],1997年,88
[3]中田信哉著,《物流入门》,海天出版社[M],2001年,38
[4 大卫·辛奇一利维著,《供应链设计与管理:概念、战略与案例研究》,中国财政经济出版社[M],2004年
[5]Lieb,R.C.and Millen,R.A.,and Wassenhove,Van L.N,Third Party Logistics:AA Comparison of Experienced American and European Manufactures,International Journal of Physical Distribution & Logistics Management,23,No.6,1993,41
[6]童庆平,《我国第三方物流业发展现状研究》[J],物流科技,2007/09:9-12
[7]投资咨询网www.ocn.com.cn,《2007-2008年中国第三方物流行业分析及投资咨询报告》
[8]朱俊,刘任葵,《第三方物流服务的顾客满意度研究》[J],物流科技,2003/04:9-11
[9]Graham Roberts-Phelfs,Customer Relationship Management:How to turn a good business into a great one![M].London:Hawskmere,2001:158
[10]Robert Shaw.Measuring and Valuing Customer Relationships[M].Business Intelligence,1999:24-29
[11]Emma Chablo,The Importance of Marketing Data Intelligence in Delivering Successful CRM[M].DM Review,2000:46-57
[12]Raymond Ling & David C.Yen.Customer Relationship Management:An Analysis Framework and Implementation Strategies[J].Journal of Computer Information System,Spring,2001:82-97
[13]周洁如,《客户关系管理与价值创造》[M],上海交通大学出版社,2006
[14]马刚,李洪心,杨兴凯《客户关系管理》[M].东北财经大学出版社,2005.5
[15]易观国际,《中国物流行业信息化年度综合报告2006》数据统计
[16]Kaplan R S,Norton D P,The balanced scorecard:measures that drive performance[J].Harvard Business Review,1992(1):71-79.
[17]保罗 尼文,胡玉明 平衡计分卡,战略经营时代的管理系统[M],北京:中 国财经经济出版社,2003
[18]柏一鸣.平衡计分卡绩效管理的锐利武器[J].北京:新电子·IT 经理人商业周刊,2003.
[19]Jon R.Katzenbach & Jason A.Satamaria,《激活一线员工》,哈佛商业评论[J],1999年5/6月号
[2]王莉著,《物流学导论》,中国铁道出版社[M],1997年,88
[3]中田信哉著,《物流入门》,海天出版社[M],2001年,38
[4 大卫·辛奇一利维著,《供应链设计与管理:概念、战略与案例研究》,中国财政经济出版社[M],2004年
[5]Lieb,R.C.and Millen,R.A.,and Wassenhove,Van L.N,Third Party Logistics:AA Comparison of Experienced American and European Manufactures,International Journal of Physical Distribution & Logistics Management,23,No.6,1993,41
[6]童庆平,《我国第三方物流业发展现状研究》[J],物流科技,2007/09:9-12
[7]投资咨询网www.ocn.com.cn,《2007-2008年中国第三方物流行业分析及投资咨询报告》
[8]朱俊,刘任葵,《第三方物流服务的顾客满意度研究》[J],物流科技,2003/04:9-11
[9]Graham Roberts-Phelfs,Customer Relationship Management:How to turn a good business into a great one![M].London:Hawskmere,2001:158
[10]Robert Shaw.Measuring and Valuing Customer Relationships[M].Business Intelligence,1999:24-29
[11]Emma Chablo,The Importance of Marketing Data Intelligence in Delivering Successful CRM[M].DM Review,2000:46-57
[12]Raymond Ling & David C.Yen.Customer Relationship Management:An Analysis Framework and Implementation Strategies[J].Journal of Computer Information System,Spring,2001:82-97
[13]周洁如,《客户关系管理与价值创造》[M],上海交通大学出版社,2006
[14]马刚,李洪心,杨兴凯《客户关系管理》[M].东北财经大学出版社,2005.5
[15]易观国际,《中国物流行业信息化年度综合报告2006》数据统计
[16]Kaplan R S,Norton D P,The balanced scorecard:measures that drive performance[J].Harvard Business Review,1992(1):71-79.
[17]保罗 尼文,胡玉明 平衡计分卡,战略经营时代的管理系统[M],北京:中 国财经经济出版社,2003
[18]柏一鸣.平衡计分卡绩效管理的锐利武器[J].北京:新电子·IT 经理人商业周刊,2003.
[19]Jon R.Katzenbach & Jason A.Satamaria,《激活一线员工》,哈佛商业评论[J],1999年5/6月号