CSC公司泛太平洋航线大客户营销策略的研究

上海交通大学硕士学位论文CSC公司泛太平洋航线大客户营销策略的研究姓名：孙靖申请学位级别：硕士专业：工商管理指导教师：周颖20080113CSC2000CSCCSCCSCCSCCSCCSC,,RESEARCHONKEYACCOUNTMARKETINGSTRATEGYOFTRANS-PACIFICLINEOFCSCABSTRACTTheTrans-PacificlineisthemostimportantlineconnectsAsiaandAmericawhicharethetwolargesteconomyregionsoftheworld,whichplaysanimportantroleincontainerlineofCSC.Sincetheyearof2000,theTrans-Pacificlinedrawsmanyshippingcompanies’attention,becauseofthehighincreaseincargovolume.CompetitionofthislinebecomesseverewhentheybeginAsia-Americaservicesoneafteranotherordeploylargershiptoenlargetransportcapacity.Facingthehighlycompetitiveshippingmarket,moreandmoreshippingcompaniescometorealizethatthecustomers,especiallythestrategickeyaccounts,areveryimportant.Hence,theytrytofindthesolutionsoftheseurgentquestions,suchashowtomakethepropermarketingstrategiestothekeyaccount,howtoimprovethefealtyofthekeyaccountbymeetingtheirrequirements,andthenimprovethecompetitivenessandmaximizeprofit.Inthispaper,thekeyaccountmarketingstrategyisstudied,andaimsattheTrans-PacificlineofCSC,theimplementationofthekeyaccountmarketingstrategyisalsobediscussed.Inthefirstpartofthispaper,itintroducesthestudybackgroundandsignificanceofthekeyaccountmarketing.Inthesecondpart,itanalyzesthemarketingcircumstanceoftheTrans-PacificlineofCSC,includingeconomicscircumstanceandcompetitivecircumstance,andtheshortcomingsexistingintheTrans-PacificlineofCSCarealsobediscussed.Inthethirdpart,thekeyaccountsofCSCaredividedintotwocategoriesthroughclusteringanalysis,andtherequirementdifferencesareanalyzedaccordingtoeachcategory.Inthefourthpart,basedonthetheoryofkeyaccountandtheanalysisofCSC,thispaperproposesthekeyaccountmarketingstrategyoftheTrans-PacificlineofCSC,whichincludesthreeparts:keyaccountdevelopment,keyaccountmanagementandkeyaccountmaintenance.Inthelastpart,itanalyzesthekeyaccountorganizationdesignandinformationsystemsupport,whichwillprovideastablebasefortheimplementationofkeyaccountmarketing.Finally,thepapergetsthefollowingconclusions:thekeyaccountofCSCcompaniesisdividedintotwocategories,includingplatinumcustomersandgoldcustomers.Andcorrespondingservicestrategyisproposedaccordingtothedifferentdemandofthesekeyaccounts.KEYWORDSshipping,keyaccount,marketingstrategyMBACSC11.11.1.1()()[1]50%/WTO2002-200620%30%WTO()100%90%MBACSC280%20%20%1.1.2CSCCSC1.CSCCSCCSC7-1012.MBACSC380%20%CSC10015%CSC60%2006CSC1274,710TEU760123TEU59.6%CSC12007Table1WorldTop10ContainerShippingCompanies(2007)/TEUTEUTEU116.8%175961955079097016996864938129.8%102625132164861220537763911636.5%6850542892619748542308020445.2%5475761613449061012026706054.4%45642413623956664216858726CSC3.8%399821134213477801863445473.7%38719612821481291172384378/3.3%3482358896571222516646693.2%3390361071272703621176671103.1%3293241221780104315131479Alphaliner,200713.CSCMBACSC44.CSCCSC20061.2CSC1CSCCSCCSCCSCCSCMBACSC51.31.3.11.3.2CSCMBACSC6CSCCSCCSCCSCCSCCSCCSC1Figure1PaperStructureMBACSC71.41.4.1BurnettK(1992)[21](keyaccountrelationshipmanagement)50%Kotler(1990)[5],,1.4.2KeyCustomersManagementKCM2070[3]Shapiro1976[23]Stevenson1981[22]MBACSC81.4.3[9]CRMGartnerGroup1993CRMCRMCRMCRMCRM1.4.4MBACSC9[7]1.2.3.4.MBACSC101.4.519901999ITCRM2003CRMCRMIT(2006)[10](2005)[11](2005)[12]MBACSC11(2005)[6]SLCRMMBACSC12CSC2.1CSCCSC502007630CSC427107TEU200628133TEU7.05%200739600TEUCSC4000TEU80%CSCCSCCSCCSC,2007,980923.3%CSCCSCCSCCSC20072006MBACSC133328549TEU200625.8%200624.4%,2/22CSCTable2ContainerVolumesandIncomeofCSCTEU200720062007200677133067055815.00%680783163954456.40%/7163086805305.30%5394245413483430.50%62786843262345.10%2387675162498146.90%110977381164936.70%188542598212992.00%10318050008106.30%9041428358138.20%3328459294536825.80%173793181397320224.40%CSC200772.22.2.11.2000-20047%-8%20052006MBACSC14200513%200200205.6%200520050.1%20050ClarkonsGoldmanSachsResearch2007.6.152Figure2ContainerShippingDemand-SupplyForecasts2.2002-2006MBACSC1581012122002550000TEU800000TEU2006900000TEU1200000TEU322002/2002-200420053-5ClarkonsGoldmanSachsResearch2007.6.153Figure3Asia-to-USContainerVolumes2.2.2MBACSC161.WTO20079.8%20%20063.3%200712362.5857.813.8%1504.73.8%646.97%2007GDP2.5-3%20082.75-3%472007200820072.8%2.20076731978.2171477.0342005120077MBACSC172007.8.21420051-20077Figure4ComparisonofCrudeOilSpotPricefrom2005.1to2007.73.200687324.CLARKSON20062,3062006MBACSC18200691.1TEU51TEU81.14TEU20093Table3ChangesofWorldContainerVolumesandDemandGrowth2003200420052006E2007E12.00%13.00%10.20%10.00%9.80%8.00%8.00%10.60%12.70%11.30%CLARKSON20074200677500TEU200586200923220057302010123012%7%2.2.3200714144MBACSC19Table4CompetitiveComparisonofWorldTop10ContainerShippingCompanies//10TEUTEU116.8%55017596198.868.76%69.27%53760810930.6%29.8%321102625112.937.39%36.14%3273214331.9%36.5%28968505410.458.29%70.59%3667816353.5%45.2%1615475767.176.68%37.27%1074182419.6%54.4%1364564249.461.87%52.94%872501119.1%6CSC3.8%1343998218.864.23%40.30%1255222931.4%73.7%12838719611.749.29%28.91%1560182440.3%8/3.3%8834823510.554.63%75.00%1287762337.0%93.2%1073390368.969.33%66.36%1647023448.6%103.1%1223293249.464.04%64.75%2212284