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论文编号：	8313
作者编号：	2120112843
上传时间：	2016/6/7 16:38:34
中文题目：	S公司全球电子事业部的客户管理改善研究
英文题目：	The Research of Improving Account Management in GEG of Company S
指导老师：	马连福
中文关键字：	GAM;GAM小组;全球客户经理;紧固系统;全球电子事业部
英文关键字：	GAM; GAM Team; Global Account Manager; Fastening System; GEG
中文摘要：	摘要 随着世界经济的发展，各行各业都深刻的感受到了全球化的影响，S公司及S公司的客户也同样在全球化的浪潮中，规模和市场不断扩大，并从欧洲和北美向亚太地区不断扩张。S公司为了支持其战略国际客户的商务需求，维系并加强与其全球战略客户的伙伴关系，在2005年制定了全球客户管理(Global Account Management，GAM)方案，时至今日已经有10多年的时间。 S公司是全球创新紧固件和安装系统的领导者，集研发、设计、制造和销售为一体，致力于提供专业的机械紧固系统整体解决方案，最早的产品可以追溯到1922年，产品被广泛用于航空、铁路、汽车等交通运输设备及电子、电器、建筑和轻工产品，分支机构遍布全球各地。S公司运营主要是按照服务的市场划分为全球电子事业部和全球工业事业部,这篇论文的研究主要是以全球电子事业部（Global Electronic Group, GEG）为研究对象。 全球电子事业部有181家客户，其中79家是跨国公司，这79家公司中的17家战略客户的销售总额占到2015年全年销售额的95%，正在为这17家战略客户实施GAM的管理方式。运用VRIO模型对全球电子事业部的价值链进行分析及对全球电子事业部的竞争价值定位（Competitive Value Proposition，CVP）进行分析，归纳出客户关系管理和技术创新/支持是全球电子事业部的核心竞争力，全球战略客户是全球电子事业部最重要的无形资产。但是在执行GAM的管理过程中，存在着一些矛盾和问题，使得一些客户对战略协同、反应速度、成本和周期等产生一些抱怨，甚至会对客户关系和“口袋”份额产生影响。 为了使研究结果更加客观，更具实践意义，在全球电子事业部进行了问卷调查，并且对组织内的全球客户经理、地方客户经理及战略采购的负责人进行了访谈，客观的归纳出现行GAM的问题与不足，结合相关理论知识的研究和回顾，对GAM的资源利用问题，GAM小组的组织结构问题，全球客户经理的管理问题，及GAM小组的信息管理与沟通机制的改善提供了探索性的建议及成功实施需要的保障。希望可以帮助全球电子事业部完善GAM,提高客户满意度，促进业务持续发展。 关键词：GAM；GAM小组；全球客户经理；紧固系统；全球电子事业部
英文摘要：	Abstract With the development of the world economy, all industries are impacted by globalization. Company S and its customers also in the tide of globalization, the companies and the market served are expanding from Europe and North America to the Asia Pacific. To support its strategic international customers business requirements, maintain and strengthen partnership with global strategic customers, it has been 10 years since Company S develop Global Account Management (GAM) scheme in 2005. Company S is one of global leader in the design, manufacture and supply of specialty mechanical fastening systems with a history dating back to 1922. The organization supplies fastening solutions to a wide range of industries covering, electronics, automotive, aerospace, construction and industrial segments. Company S operates in a very competitive market around the world and this thesis will focus on Global Electronics Group (GEG) of Company S. The GEG has 181 customers, 79 customers of which are Multi-National Corporation. 17 companies of these 79 companies are strategic customer, the sales revenue in 2015 is accounted for 95% of the annual sales. GEG is implementing GAM for these 17 customers. From the value chain analysis for GEG and Competitive Value Proposition（CVP）analysis, CRM (Customer Relationship management) is the core competitiveness and most valuable intangible assets of GEG, which is evaluated as VRIO. But there are some problems occurred once implementing GAM. Some customers complain that Strategy not alignment with customer, slow in response, higher cost and long lead time issues etc, which would impact customer partner relationship and share of wallet. In order to make the research results more objective and practical, a questionnaire survey is conducted in GEG, and personal interviews are made with the global account manager, Key account manager and global commodity managers of global strategic customers and summarized objectively the GAM problems and shortcomings,. Combined with the study and review of the theory and knowledge of GAM, suggestions are made on some aspects including GAM recourse utilization, GAM Team organizational structure, global account manager management, information management and communication mechanism to improve the effectiveness of GAM and customer satisfaction. Keywords: GAM; GAM Team; Global Account Manager; Fastening System; GEG
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