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论文编号：	1550
作者编号：	2120082436
上传时间：	2010/5/25 15:13:10
中文题目：	海尔集团零售大客户价值评估体系及其管理对策研究
英文题目：	A Study of Value Assessment System and Management Strategies for the Retail Key Accounts of Haier Group
指导老师：	吴晓云
中文关键字：	客户价值 大客户 客户关系管理 海尔集团
英文关键字：	lient value, Key account, Client Relationship Management, Haier Group
中文摘要：	20世纪90年代以来伴随着互联网和电子商务的迅速发展，引起了商业模式的重大变化。传统的以产品为中心的竞争模式，逐渐被以客户为中心的竞争模式所取代。对价值客户识别、吸引和保留已经成为了新的竞争焦点。根据80/20原则，核心大客户的选择和经营就显得尤为重要，从而提出了当今企业进行大客户管理的战略性和重要性。 本文选取竞争最为激烈、产品同质化严重的家电行业，结合海尔集团零售大客户的经营现状，总结了目前管理中存在的问题。当前海尔零售大客户管理存在的主要问题是：客户价值评估体系不合理、大客户关系冲突和缺乏针对性的营销战略和营销策划措施。并在此基础上提出了大客户管理的全面解决方案。首先建立客户价值的评级体系，提出了用当前价值—潜在价值两个综合指标评估客户整个生命周期的价值，并结合实际设立相对应的具体指标并进行衡量，将客户具体分为价值客户、潜价值客户、次价值客户和低价值客户四个群体。然后针对四类客户群提出相应的关系发展策略、资源投入策略和动态管理策略。最后针对不同的客户群体提出差异化营销战略和营销策略对策。 本文的研究目的是的希望借助所学的市场营销相关理论为指导，结合企业的实际情况，通过提出问题—分析问题—解决问题的逻辑脉络，对如何进行大客户管理进行归纳总结，希望为企业更科学地进行客户管理提供依据，并为企业营销战略和具体营销策略的制定提供一些决策支持。 本文的创新之处在于提出实施大客户管理的核心是基于客户价值的有效评估。在客户价值评估时，引入了客户关系生命周期进行综合分析，建立了动态的管理策略。
英文摘要：	Along with the rapid development of Internet and e-commerce since 1990s, the business mode has changed greatly. The traditional product-oriented mode of competition was gradually replaced by client-oriented mode. The new competition focuses on identifying, attracting, and retaining clients. According to the 80/20 principle, how to selecting and managing the key accounts is particularly important. Therefore, the key accounts management means great significances and strategy to today’s enterprises. This paper selected the home-appliance industry which is the most competitive and product homogenization industry. On this basis, proposed a comprehensive solution, that is, building a client value assessment system which is the key of the problem. First, creates customer value rating system by using the current value - the potential value indicators to evaluate the client value of the entire life cycle. Then, putting the data into the calculation of the value assessment system, the Retail Key Accounts of Haier Group was divided into four different major groups of accounts: the value customers group, potential value customers group, sub-value customers group and low-value customers group. Combined with customer relationship life cycle, summarized the relationship between the different customer group development strategies, resource allocation strategies, and offer a dynamic management view. Finally, put forward the corresponding countermeasures of the four categories of customer groups. The aim of this research to combine the theory of marketing, management, strategic management and other disciplines related with business practice.This paper follows the clear logic of context, by identifying problems, analyzing problem and then proposing management measures, focus on customer value, from a business perspective on how to conduct key accounts management. Through the research of retail key accounts of Haier Group, hope it can be helpful to the key accounts management, and provide some support for the company’s marketing decision-making. The innovation of this paper is to propose the argument that the implementation of key accounts management is based on the scientific and effective client value assessment. In addition, introduce the client relationship life cycle to do a comprehensive analysis and build a dynamic value assessment system.
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