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论文编号：	14951
作者编号：	2320224142
上传时间：	2024/12/6 19:06:45
中文题目：	V仪表公司大客户关系管理研究
英文题目：	Research on Key Account Management of V Instrument Company
指导老师：	任星耀
中文关键字：	仪表公司; 客户关系管理; 大客户关系管理
英文关键字：	Instrument Company; Customer Relationship Management; Key Account Management
中文摘要：	作为企业利润的直接和重要来源，大客户是企业不可或缺的外部战略资产，因此近年来制造业企业寻求通过对大客户关系的管理，使该战略资产不断增值。但制造业同时也面临着内外环境的变化，V仪表公司为德资物位仪表制造企业的贸易分支，自成立以来业绩稳中有升。但在多重因素的作用下，其大客户关系管理遇到了获客困难、利润下降、大客户流失等多重挑战。根据二八原则，将有效资源聚焦于大客户，提升大客户关系管理体系以扭转局面，是V仪表公司提升利润水平、打造持续竞争力的重要方式。本文立足于V仪表公司的大客户关系管理实践，对其现状和问题进行分析，并给出大客户开发、大客户分级与价值挖掘、活客与留客等问题的提升策略，维持稳健的大客户关系。本文可帮助V仪表公司提升大客户关系管理思路，也可为同业提供参考。 本文通过提出问题、分析问题、解决问题的框架进行研究。首先点明大客户关系管理的研究背景与意义、方法与思路；并回顾客户关系管理等相关理论，阐述客户关系管理的内涵与意义，提出所应用的主要理论，由客户关系的建立与维护，引出用于客户价值评估的RFM模型与客户分级、客户满意的双因素理论，以及为确保理论持续有效应用于实践的PDCA循环。其次，分析V仪表公司大客户关系管理环境，包括市场发展、竞争分析、SWOT分析；在对V仪表公司大客户关系管理现状进行基于二手数据分析的基础上，将问题归纳为四类：大客户开发问题、大客户分级问题、大客户价值挖掘问题、大客户忠诚问题，并分析在人员、制度、产品与服务方面的原因。然后，有针对性地提出V仪表公司大客户关系管理提升策略，具体为：基于全局均衡提升大客户开发能力、基于RFM模型优化大客户分级并通过资源差异化分配挖掘大客户价值、基于双因素理论提升大客户活跃度与留存率。最后，为确保提升策略的顺利实施，提出企业文化与人力资源、企业制度与组织结构、生产与信息技术等方面的实施保障。结论与展望部分回顾本文所研究的V仪表公司大客户关系管理的问题与提升策略，展望未来可进一步研究的方向，并指出目前研究中存在的不足。
英文摘要：	Key Account, as a direct and important source of corporate profit, plays an indispensable role in making corporate external strategic assets more complete. Therefore, more and more attention is paid to KAM (Key Account Management) which is seen as a multiplier in asset. However, internal and external environments in manufacturing are always changing, requiring better efficiency and effectiveness of KAM. V Instrument Company, founded in 1989 in Tianjin, China, is a trade branch of a German industrial level measurement instrument manufacturing group, and its performance is always stable and improved over the past decades. However, under the influence of multiple factors, KAM of V Instrument Company has encountered challenges in customer development, profit gaining and customer retention. According to Pareto Principle, it is imperative to build a more sound and effective KAM mechanism by allocating key resources to key accounts to make the business of V instrument Company more profitable and sustainable.This thesis starts from the practice of KAM of V Instrument Company, analyses what V Instrument Company has done for KAM and what is hindering its steps forward, explores what should be done to improve customer development, customer segmentation, customer loyalty and retention with the help of relative theories so as to increase corporate efficiency and gain more profit with less effort. This thesis serves as a reference on better KAM for V Instrument Company and its competitors as well. The thesis follows the framework of problem raising, problem analyzing and problem solving using the methods of literature research and case analysis. First, the thesis clarifies the research method and road map after discussing why KAM is focused on today and what is the benefit of KAM research, and explains the meaning of KAM in manufacturing and then puts forward main theoretical models needed in problem analysis, including RFM model for customer segmentation, dual-factor theory for customer satisfaction, and PDCA cycle for effective closed loop implementation. Then, the thesis analyzes KAM environment of V Instrument Company, including market development, competitive analysis, and SWOT analysis, and also conducts analysis based on second-hand data of key accounts on the current situation of KAM in V Instrument Company, and classifies all the phenomenon to four problems: customer development, customer segregation or grading, customer value, customer loyalty, with the causes also mentioned. After that, the thesis presents accordingly strategies enhancing KAM, namely: acquiring new customers in a bigger picture, optimizing customer grading for more profit based on RFM model, improving capabilities on activating and retaining customers based on dual-factor theory. Finally, the thesis proposes what should also be focused on, such as building of corporate culture, strengthening of human resources, adjustment of internal rules, regulations and organization structure, building of parts localization and domestic production site, and improvement on CRM and IT infrastructure as a whole guarantee. In conclusion, above problems are reiterated and corresponding strategies are emphasized, followed by possible research field in the future and the methods that can be used to make the research more comprehensive and scientific.
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