东风雪铁龙区域营销模式创新

华中科技大学硕士学位论文东风雪铁龙区域营销模式创新姓名：吕琪舟申请学位级别：硕士专业：工商管理指导教师：田志龙20060419IPTCIIAbstractThispaperbasesoncorrelativetheoriesandsystemicallyanalyzehowtousethesalecluestomanageconsumers,channelandsuppliersquantitativelybyanalyzingseveralsmallcasesonDongfeng-CintoneCommerceofficeinNortheast.Salecluesmanagementisthebasicpurposeofsalepipelinemodelandthemainaxesofthewholetext.Wedivideourconsumersintotwoparts,includingtransactionconsumersandcustomerrelationshipconsumer.Basingonmassiveinterviewandcoordinatingintramuralmaterialssystemically,weprobeintohowtousesalecluestomanagetransactionconsumersanddiscusshowtooperatethesalepipelineforcustomerrelationshipconsumer.Wecanimprovethemaneuverabilityofthemodelandspreadthemodelformoredealerswithtransformthemodelintoflowchart.Fatherly,thispaperanalyzesthefamiliarproblemsarisingfromusingthemodelmacroscopicallyandmicroscopicallyandwhatweshoulddofacingtheseproblems.What’smore,wealsodiscussthederivativefunctionsystemically.Foranexample,wecanforecastmensalturnoverbysalecluesexpectationandmanagetheresourceeffectivelyaccordingtotheexpectedmensalsale.ThenallfranchiserscanbecontrolledandinspiritedbyDestinationManagementthroughdecomposingthetotalexpectedmensalsalebylayersbasingontheareacontributionratewhiletheinneremployeescanbedominatedandpoweredbyPTCperformanceappraisalwhichcangiveattentiontoemployees,teamandcompanybyintroducingsalecluescompletionrateandsaleobjectsothatwecanmanagethewholechannel.Inconclusion,thesaleFunnelmodelisaveryusefulmarketingmanagement,whichispropitioustoshapeawholemarketingmanagementsystem,anditcanbeadjustedbydifferentcompaniesandindustriesaccordingtothelocalcondition.Keywords:SalepipelinemodelSalecluesmanagementRegionalMarketingQuantitativeMarketing□_____□“√”111.120%[2]20022326178.135608642003400200420%250“”[3]1.2[4]2“”[1][5]2005100,01129%2620052004115%66%200531.35111-1PTC422.1“”“”,212550%75%100%42552025(),25507510025%50%75%100%521212.2(customerrelationship)(transaction)[6][7]25507510062.32.3.1[8]2.3.2PTC2.42.4.17PTC[9]2.4.2[10]2550758[11][1]2.4.35075,9[12][1]2.4.4[13]3123[14]PTCPTC103[15]3.13.1.115“”800001.3200592010200121010311131200420022003232IT3220032004020406080100200320042003248221020714133118184220042956665361519132423941234567891011128023422323618816861153200254302244169286191701711749779116172474580822111269264107237240190115112050100150200250300350123456789101112200220032004123.1.21[18]220[19]3WTO13[23]43.21997“”31“”31331999200431199920001999200020012002200320041.981.962.12143320053.33.3.1200410208106220042410014200524103.3.2“”200514%23%7%21%5%10%4%16%152005“”3.3.320053.3.416[21][22]174[20]4.11234(customerrelationship)(transaction)[24]184.1.1,[25]414110025755019[26][27][28][29]4.1.2204242[30][31]1200320071.4L20054121412005123456789101112301227323649629913119118125911093771109523,8125720022003180-24011154238873862053“ESC”2422242()(-)(+)(-)(+)(-)(+)(-)(+)(-)——————+-[32]434S[34]23432124S48.31.6L1.5L9.556.68;5.39998,4(30)(7),,,,,3CEO“”24[35]444445/1.41.31.11.22.42.22.32.13.23.43.33.14.34.44.24.15.35.45.25.16.36.46.26.17.37.47.27.18.28.18.38.49.29.19.39.447.647.747.146.62545103,4/1.21.11.32.32.12.23.13.23.34.34.14.25.35.25.16.36.26.17.37.27.18.38.28.19.39.19.247.446.446.626[36]4343257510050274.246464.2.125%50%75%100%28[37]50%75%100%4429444.2.2[38]4730474.3314.3.1211251×25%=0.2548[39][40]3248%1Q1P1Q1*P12Q2P2Q1*P13Q3P3Q1*P14Q4P4Q1*P1………….…….…….∑∑QiPii4.3.2NN+2N+13349549N+1N+2……..4.44.4.134311212=124102411/31*100%3[43]3530%35%40%45%30410123123116512104366121044221385128433252122183213A…………4111610483-52812496-33121201012241715-2141404.4.2PTCPTC36PTC1PTC2PTCP1P2C1C2T1……34PTCP(P1*A1+P2*A2+)T(T1*B1+T2*B2+)C(C1*D1+C2*D2+)AiBiDi[44][16]PTC1××20519723××47.82%0550%×PTC/×PTC11R-L=/31*100%20%372=/*2*100%40%×1531020%102160802=/*2*100%40%15)3100×××4180%,30%70%80%0248%,20%8485××19720550630%60%10%70%30%0%30%60%10%38PTC“”/*2*100%40%×1540PTCPTC[45]PTC4.4.3PTCPTC39412413(B)()(W)1()2(W)(P)(W1)(T)(W2)(C)(W3)31234120.90.70.51009010090100701007010050413W1W2W310%30%60%W1W2W310%60%30%W1W2W3[1][2]C80CT80TP80P4090()801004-20.7W140%W240%W320%(0.410.40.80.20.9)0.71.634.4.4(75)(50)7550[16]41WTOPTC424344[1]PhilipKotler.MarketingManagementNJ:Prentice-Hall,2002[2]..1998[3]..,2002(12)[4].WTO.,2001(1)[5]..,2004(9)[6]..2001(7)[7]..2003[8]..2002[9]..2005(7)[10]..2003[11]..,2004[12]..2003[13]..,2004[14].A4S.,2004[15].4s.2005(2)[16]..,2002.[17]...1997[18]..2006(1)[19]..2003(3)[20]..2005(6)[21]..2004(9)[22].CRM.2004(12)[23]..2004(3)45[24]..1999(12)[25]..2000(5)[26]..2004(11)[27]..2000(2)[28]..20005[29]..20026[30]..200311[31]..20044[32]..200510[33]..20041[34]Nirmalyakumer.ThePowerofTrustinMauafacture-RetailerRelationships.HarvardBusinessReview,Nov1-Dec1,1996:90-1061[35]Porter.Competitivestrategy.NewYork:FreePress,1980[36]ReillyRF,SchweihsRP.Valuingintangibleassets.NewYork:McGraw-Hill,1999[37]Ganesan,S.Determinantsoflong-termOrientationinBuyer-sellerRelationships.Journalofmarketing,1994,58(2):1-19[38]HeideJGeorge.DoNormsMatterinmarketingrelationships.Journalofmarketing,1992,56(2):32-44[39]MarcelCor