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论文编号：	11312
作者编号：	2320170357
上传时间：	2019/12/11 21:58:41
中文题目：	W房地产中介公司老客户关系管理研究
英文题目：	Research on Regular Customer Relationship Management of W Real Estate Intermediary Company
指导老师：	严建援
中文关键字：	房地产；中介；老客户；关系管理；服务流程
英文关键字：	real estate; intermediary; familiar customer; relationship management; service process
中文摘要：	近十年来，房地产市场蓬勃发展，住宅交易量快速增长，市场需求量日益走高，但是随着房地产市场交易量的走高，除刚性需求合理入市以外，也伴随着投资型需求入市，房价攀升速度显著，为了平抑房价过快增长，保障刚性自住需求合理入市，打击投资投机需求，十年内房地产市场也经历了多轮宏观调整，调控措施从供给层面到交易层面分别对于增加有效供给、抑制不合理需求入市等方面。2016年12月中旬，中央经济工作会议提出，要坚持“房子是用来住的，不是用来炒的”定位，要求回归住房居住属性。2019年两会再次强调“房住不炒”的定位，使得市场回归理性，房价走势平稳。 房地产经纪行业，贯穿房产市场从新建商品房到二手存量住房租售交易的全流程，主要提供房产信息中介服务。该行业主要兴起于21世纪初期，2000年前后，是一个年轻的行业，伴随着房地产市场的蓬勃发展和市场需要，行业监管及规范性逐步提高，行业形态及竞争格局也发生了翻天覆地的变化，伴随房地产行业及市场需求的变化。房地产经纪行业也是一个朝阳行业，以天津为例，大型品牌中介企业市占率合计为3成左右，说明这是一个具备发展空间和前景的行业。目前，该行业已出现了A股主板上市企业，说明行业正处于蓬勃发展的重要阶段，提升客户服务水平、赢得品牌信赖和口碑是企业未来竞争的核心。 但在房地产市场的蓬勃发展、供大于求的供需背景以及交易量快速攀升的市场背景下，购房需求集中入市，企业获取客户较容易，加之房地产经纪行业的发展过程处于逐渐形成品牌化企业和规范服务的进程中，因此，房地产中介行业的老客户关系管理尚不成熟，信息的开发主要集中在新客户开发、成交前客户维系的阶段，忽视老客户维护。 W房地产中介公司天津分公司成立于2001年7月，在天津发展18年，在天津品牌知名度较高，根据W公司近两年来的成交客户来源渠道分析显示，二手房买卖业务中老客户转介绍和老客户再次委托交易的成交比例在总体成交中的占比为22.5%，租赁业务中这一占比14.5%，在网络、店面、老客户、社区外拓等主要渠道中，老客户这一渠道的占比仅次于网络渠道。此外，与网络渠道相比，W公司每年在互联网渠道的投入金额较高，年度投放费用在2000万元以上，网络渠道ROI（投资回报率）为3-5元之间，而老客户渠道并未投入相应营销费用，其ROI为11000元左右，远高于网络渠道，即使对老客户维系增加一部分维护费用的情况下，该渠道仍然是一个获客成本更低、数量更可观的渠道，且客户稳定性和质量更高，因此维系老客户对企业经营来说，可以带来更加可观的经济效益，其重要性不言而喻。凭借在天津精耕18年的客户积累和品牌口碑的积累，结合公司官网的功能优势，深挖老客户资源，建立以老客户维护为基础的服务流程，是W公司的竞争机会，差异化竞争的策略。 本文以客户关系管理和服务营销为理论基础，对W房地产中介公司如何基于老客户关系维护进行服务流程的设计和实施进行研究，开展W公司老客户关系“忠诚度计划”的设计。忠诚度计划是为提高客户保留率并鼓励客户重复购买而开展的营销工作，客户忠诚管理是一个综合过程，在客户生命周期各个阶段与组织多个接触点的互动，优化客户体验并向客户传播更好的价值主张，客户忠诚管理要求企业必须了解客户在客户生命周期各个阶段的不同需求，因客户不同，其期望也会不同，因此企业需要选定主要目标客户，了解其特性，为目标客户制定相应的忠诚计划和策略。 第一章从房地产市场层面、行业背景层面对研究背景和意义进行描述，并确定研究思路和方法。第二章是对研究时所参考和借鉴的相关理论进行回顾。主要参考和借鉴了市场分析理论中的SWOT分析和STP定位理论，服务营销理论版块的顾客满意与忠诚度理论、KANO模型、质量功能展开和服务蓝图工具，客户关系管理理论中的客户接触点与关键时刻理论。第三章是对本文的研究对象W房地产中介公司所处的行业以及公司自身的运营情况和竞争情况进行分析，发现W公司存在的问题，并提出应对方向。第四章是针对本文所针对的研究主体“W房地产中介公司的老客户”，进行细分，通过W公司成交老客户的特征进行分析，找到W公司的主要客户群体，总结其特征，了解其需求，进行现状的调研与原因的分析。第五章是服务流程设计，结合客户关系管理的思路设计从培养忠诚客户的“忠诚度计划”，分别从关怀计划、价格策略、售后服务需求满足以及口碑传播计划来设计相对应的服务内容、服务流程，提高老客户与品牌的互动频率和粘性，培养忠诚客户，增加老客户的口碑传播，完成以老客户为基础的服务流程思路、方向、具体措施，并结合W公司的能力现状进行能力分析，识别关键核心要素，并设计执行流程。第六章是对流程执行环节的相关保障措施进行研究。流程实施前需要对实施环节进行详细的设计，因为一项综合性的、跨职能的、长期的系统工程，仅靠简单的设计和单一的制度是无法实现企业的需求和目标的，因此，在服务流程设计与能力分析后，对所需的支持与保障进行详细的分析，主要从系统技术、财务、人力以及流程实施阶段的评估与反馈四大方面来优化W公司老客户关系管理方案。第七章是研究结论、不足与展望。
英文摘要：	In the past decade, the real estate market has been developing vigorously, with the rapid growth of housing transaction volume and the increasing market demand. However, with the increasing transaction volume of the real estate market, in addition to the reasonable market entry of rigid demand, the market entry of investment demand has also been accompanied, with a significant rate of rising house prices, which has helped to curb the excessive growth of house prices, ensure the reasonable market entry of rigid self housing demand, and combat the demand for investment speculation In the past ten years, the real estate market has also experienced several rounds of macro adjustments. The control measures, from the supply level to the transaction level, increase the effective supply and restrain the unreasonable demand from entering the market. In the middle of December 2016, the central economic working conference proposed that we should adhere to the positioning of "the house is for living, not for speculation", and require the return to the housing property. In 2019, the two sessions once again emphasized the positioning of "no speculation in housing", making the market return to rationality and the trend of housing prices stable. The real estate brokerage industry runs through the whole process of the real estate market from new commercial housing to second-hand stock housing rental and sales transactions, mainly providing real estate information intermediary services. The industry mainly rises in the early 21st century. Around 2000, it is a young industry. With the vigorous development of the real estate market and the market demand, the industry supervision and standardization gradually improve, the industry form and competition pattern have also changed dramatically, with the change of the real estate industry and market demand. The real estate brokerage industry is also a sunrise industry. Taking Tianjin as an example, the market share of large brand intermediary enterprises is about 30%, which shows that it is an industry with development space and prospect. At present, A-share main board listed companies have appeared in the industry, which shows that the industry is in an important stage of vigorous development. Improving customer service level, winning brand trust and reputation is the core of future competition. However, under the background of the vigorous development of the real estate market, the supply and demand background of oversupply and the rapid increase of transaction volume, the demand for house purchase is concentrated in the market, and it is easy for enterprises to obtain customers. In addition, the development process of the real estate brokerage industry is in the process of gradually forming brand enterprises and standardizing services. Therefore, the old customer relationship management of the real estate intermediary industry is not mature yet The development of interest mainly focuses on the stage of new customer development and customer maintenance before transaction, ignoring the maintenance of old customers. W real estate agency company Tianjin Branch was established in July 2001. It has been developing in Tianjin for 18 years. It has a high brand awareness in Tianjin. According to the analysis of the sources and channels of the customers who have been transacted in the past two years, the proportion of the old customers' re introduction and re entrustment in the second-hand housing business is 22.5% in the overall transaction, 14.5% in the leasing business, and 14.5% in the online transaction Among the main channels such as network, storefront, old customers and community expansion, the proportion of old customers is second only to network channels. In addition, compared with the network channel, W company has a higher investment amount in the Internet channel every year, the annual investment cost is more than 20 million yuan, and the ROI (return on investment) of the network channel is between 3-5 yuan, while the old customer channel has not invested the corresponding marketing cost, and its ROI is 11000 yuan left and right, far higher than the network channel, even if a part of the maintenance cost is increased for the old customer maintenance, This channel is still a channel with lower customer acquisition cost, more considerable quantity, and higher customer stability and quality. Therefore, maintaining old customers can bring more considerable economic benefits to enterprise operation, and its importance is self-evident. With 18 years of customer accumulation and brand word-of-mouth accumulation in Tianjin, combined with the functional advantages of the company's official website, it is a competitive opportunity and differentiated competition strategy for W company to dig deep into old customer resources and establish a service process based on the maintenance of old customers. Based on the theory of customer relationship management and service marketing, this paper studies how to design and implement the service process of W real estate agency company based on the maintenance of old customer relationship, and develops the design of "loyalty plan" for old customer relationship of W company. Loyalty plan is a marketing work to improve customer retention rate and encourage customers to buy repeatedly. Customer loyalty management is a comprehensive process. It interacts with multiple contact points of the organization in all stages of customer life cycle, optimizes customer experience and spreads better value proposition to customers. Customer loyalty management requires enterprises to understand customers in all stages of customer life cycle Because of the different needs of different customers, their expectations will be different. Therefore, enterprises need to select the main target customers, understand their characteristics, and formulate corresponding loyalty plans and strategies for the target customers. The first chapter describes the research background and significance from the real estate market level and industry background level, and determines the research ideas and methods. The second chapter is a review of the relevant theories which are used for reference. It mainly refers to and draws lessons from SWOT analysis and STP positioning theory in market analysis theory, customer satisfaction and loyalty theory, Kano model, quality function deployment and service blueprint tool in service marketing theory section, customer contact point and critical moment theory in customer relationship management theory. The third chapter analyzes the industry, operation and competition of W real estate agency company, finds out the existing problems of W company, and puts forward the corresponding direction. The fourth chapter is to subdivide the research subject "W real estate intermediary company's old customers", through the analysis of the characteristics of W company's old customers, find the main customer groups of W company, summarize its characteristics, understand its needs, carry out the current situation of research and analysis of the reasons. The fifth chapter is the design of service process. Combined with the idea of customer relationship management, the "loyalty plan" is designed to cultivate loyal customers. The corresponding service content and service process are designed from care plan, price strategy, after-sales service demand satisfaction and word-of-mouth communication plan, so as to improve the interaction frequency and stickiness between old customers and brands, cultivate loyal customers and increase the old customers' loyalty Through word-of-mouth communication, we completed the thinking, direction and specific measures of the service process based on the old customers, and combined with the capability status of W company, we analyzed the capability, identified the key core elements, and designed the implementation process. The sixth chapter is to study the relevant guarantee measures of the process implementation. Before process implementation, detailed design is needed for the implementation link, because a comprehensive, cross functional, long-term system engineering can not achieve the needs and objectives of the enterprise only by simple design and a single system. Therefore, after service process design and capability analysis, detailed analysis is conducted for the required support and guarantee, mainly from system technology, finance and human resources To optimize the old customer relationship management scheme of W company, we should evaluate and feedback in the process implementation stage. The seventh chapter is the conclusion, deficiency and prospect.
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