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上海交通大学硕士学位论文K物流公司的客户关系管理研究姓名：陈韬申请学位级别：硕士专业：工商管理指导教师：任建标20080601KKKKKK1234123THERESEARCHONTHECUSTOMERRELATIONSHIPMANAGEMENTOFKLOGISTICSCOMPANYABSTRACTInordertoadapttothedevelopmentofthelogisticsindustryquicklyandmeetthechangingneedsoflogisticsservicesfromcustomers,itisnecessarytostudytheproblemsanddeficienciesonthecustomerrelationshipmanagementofKlogisticscompanyandcarryouttheimprovementaccordingly,whichcanimprovecustomersatisfaction,theprofitabilityandthecorecompetitivenessofthecompany.ResearcheshavebeenmadeontheimprovementofthecustomerrelationshipmanagementofKlogisticscompanywiththerelatedtheoryinthispaper.Thecustomercompositionandmanagement,businessprocesses,informationmanagementandcustomerservicesstatusofKlogisticscompanyareintroducedandanalyzedfirstlytofigureoutthemainproblemsoncustomerrelationshipmanagement.Withthestudyandapplicationoftheoryofcustomerrelationshipmanagement(CRM),researchesontheimprovementsaremadeasfollowing:(1)Toidentifythevalueofthecustomerbymakingtheclassificationandcarryingoutmanagementaccordingly(2)Torestructurecompanyorganizationbysettingupthecustomerservicedepartmentandstrengtheningcommunication(3)Toadjustbusinessprocesses,includingsalesmanagement,customerservicemanagementandsupport,andtherapidresponseofbusinessprocesses(4)Toimprovedatabaseincludingcustomerinformation,dataquality,datamaintenance,anddatabasesharingToensuretheachievementoftheimprovedcustomerrelationshipmanagement,followingresearchesaremadetoensuretheeffectivenessofcustomerrelationshipmanagement:(1)Tosetupcustomersatisfactionindexandcarryingoutthecustomersatisfactionsurveystoincreasecustomersatisfaction(2)Tosetupthecustomercomplaintsystembyfacilitatingcustomercomplaints,standardizingcomplaintprocessandunifyingcomplaintmanagementregulations(3)TosetuptheperformanceappraisalsystemforthestafftomonitortheirservicequalityinordertoimproveservicelevelofthecompanyKEYWORDS:customerrelationshipmanagement,logisticsenterprises,customerserviceMBAK111.1KK,MBAK21.2K18901008005K197996200420KKKKKK,KKKMBAK31.3KKc1FIGURE1PaperStructure11.11.21.322.12.22.33K3.13.23.3KSWOT4K4.14.24.34.44.55K6K5.15.25.2.15.2.25.2.35.2.46.1,6.26.37MBAK4SWOTKMBAK522.12.1.11997GartnerGroup:[3]JohnRadcliffeIBMPartrickSueGartnerGroupAberdeenDeloitteGartnerGroupCRMin2002:RedesignFromtheCustomerPerspectiveIBMCustomerRelationshipIntelligenceHPCRMCRMOracleSiebelNCR,NCRSCRMCustomerRelationshipsWeb19992000MBAK6AMTGroupCRMCTICRMCRMCRM20012002CRMCRM:CRMCRMMBAK72.1.22[4]TABLE2CRMDefinitionsCRMCRMCRMCRMCRM[5]MBAK8[5]33TABLE3Changingprocessofenterprisemanagementprocess3MBAK955FIGURE5TheChangeofCorebusinessesinEnterprises2.1.3MBAK10MBAK112.2[6]6MBAK126FIGURE6ThePatternofCustomerValue()()(CustomerPerceivedValue)MBAK132.320014[1][7]7,7FIGURE7TriangleCustomerRelationshipsofthe3rdPartyLogisticsEnterprises,,(MBAK14),8,,,,,,,,,,8TABLE8Customerlossillustrationofthe3rdpartyLogisticsEnterprises[8],,,MBAK153K3.1GDP20103.1.121[1]MBAK16212007073028315.4%GDP18.5%18.2%0.3GDPGDPGDP103.1.2201010%13%MBAK17[2]2010201020103.1.320075.64.2%261520.4%42202003001980160199020%2005420106[2]3.2K18901008005K197996MBAK18200420K3.2.1KMBAK192KFIGURE2CompanyOrganizationChart3.2.2K(1KN-LOGIN(2MBAK203.3KSWOTKK100830,K3007050%KKK,,K70%KMBAK21K20013200392030[2],,,2003600201016%25%IDC45%75%64%[1]K,KKKKMBAK22200734800[2]KKK;;KKKKMBAK231KSWOTTABLE1SWOTAnalysisofKCompanyKKKKKMBAK244K4.1KKK50K4.2MBAK253FIGURE3ExportWorkingProcess(3)KKhousebillofladingmasterbillofladinginvoicepackinglistMBAK26K4FIGURE4Importworkingprocess4.3K,,MBAK274.4K4.5KKKKKMBAK28KK,KK50,KMBAK295K5.1K5.25.2.1KKMBAK304TABLE4CustomerStructurePatternGlobalAccount)RegionalAccount,NationalAccount().()MBAK315TABLE5CustomerEvaluationIndex=1-/()/KK9MBAK329TABLE9CustomerValueMatrixes50AAA,AAA150AA,,AAAAA2800A,C,MBAK33AAAAAAC6TABLE6CustomerClassifications()AAA50(GlobalAccountDirector),AA51-200(RegionalAccountManager),,A201-3000(CustomerServiceRep),,,,C3001+(TeleCustomerServiceRep)AAAAAMBAK34AAAKAAA10FIGURE10GlobalAccountCustomerServiceTeamAAAAAA()KMBAK35,1111FIGURE11KeyAccountCustomerServiceTeamAAKMBAK3612FIGURE12CustomerServiceTeamCKMBAK3713FIGURE13ServicePatternforSmallandMediumAccount20072008KMBAK3872007TABLE7SalesReviewinYear20075024%16%65%9%50+76%84%87%12%8200812TABLE8SalesReviewinJan&FebofYear20085033.6%32.4%71%11%50-10028.7%26.1%75%12%100250030.4%31.7%89%14%25007.3%9.8%97%129070850TABLE9ThefirstfifthCustomerSalesReviewComparisonBetweenYear07&0820075024%16%65%9%2008125033.6%32.4%71%11%09.6%16.4%6%2%9,200750,20085020081MBAK39601590KKKK85105.2.2K,,,50KKMBAK4014FIGURE14CustomerServiceDepartmentStructureMBAK4115FIGURE15InformationTransitionChannelbeforeimprovementMBAK4216FIGURE16ImprovedInformationTransitionChannel5.2.3[9]KKMBAK43KMBAK44:17FIGURE17OptimizeandStandardizeExportWorkingProcess17K5.2.4ITMBAK45KCRMCRM()CRM()CRMMBAK4618CRMFIGURE18CRMSystemFrameworksMBAK47KK:19FIGURE19InternalSystemIntegration&&EEmmaaiillMMIISSMBAK4820FIGURE20ImprovedCustomerDatabaseE-MailWebDirectMailServiceCenterBranch/AgentMobileMBAK496K6.1KKKMBAK50KK1010KTABLE10CustomerSa