我国家电企业客户关系管理研究

河南科技大学硕士学位论文我国家电企业客户关系管理研究姓名：张丽娟申请学位级别：硕士专业：企业管理指导教师：王伯良@I21IISubject:StudyonCRMinapplianceenterpriseinChinaSpecialty:EnterpriseManagementName:ZhangLijuanSupervisor:WangBoliangABSTRACTWiththerapiddevelopmentof21centuryglobalintegrativeeconomy,enterprisehasgraduallychangedfromtraditionalenterprisemanagementstyleoftakingproductasthecentertothenewwin-winmanagementstylewhichtakescustomerasthecenterandrealizescustomer’svalueandattainsenterprise’sprofit.Enterpriseandcustomerwintobuildupgoodrelationshipisthebasicplaceofenterprisedevelopment.Therefore,theenterpriseneedstoleadtoCustomerRelationshipManagement(CRM).Firstly,combiningwiththecharacteristicsofapplianceindustry,applianceproductandapplianceconsuming,thearticleexpatiatestheCRM’spresentconditionandthecurrentprobleminapplianceenterpriseinourcountry,puttingforwardtotheCRM’sconstructionrequestandindicatingcustomervalueanalysisandcustomeridentificationwhicharethebasementofCRM.Secondly,fromtwoanglesofcustomerandenterprise,thetextannotatesthattheessenceofCRMistheunificationofcustomercognitivevalueandenterprisecognitivevalue.Inthesametime,thetextdesignsthesystemofplanarcustomervalueidentificationandusestheclusteringanalysismethodtoidentifycustomer.Thirdly,thetextanalyzestheinfluencingfactorandconnectionofcustomersatisfactionandcustomerloyalty.Then,accordingtotheapplianceindustry’sparticularity,thearticlethoroughlyinquiriesintothreekeyfactorsthatapplianceenterprisecarrysonCRM:productcreationservicecreationtheoutletcreation.Lastly,fromusageleveloftheCRM’ssystem,thearticleputsforwardtothedesignedwayofthinkingandfunctionmoldpieceofthesystemandintroducesCRM’sfunctionmodule.KEYWORDS:CustomerRelationshipManagement(CRM),ApplianceEnterprise,ClusteringAnalysis,ElectronicBusinessDissertationType:AppliedResearch1111.120(CRM,CustomerRelationshipManagement)3e21.2CRM3::1.3(CRM):1.3.1:135%25%-28%CRM1.3.2(1)(2)(3)1.3.3[1]4CRMCTI1.3.4ERPSCMCRMCRMCRMCRMCRM1.4(CRM)GartnerGroupCRMCRMCRM:(1)GartnerGroup:(2)Oracle(3)IBM(4):CRM15:(5):CRM(6)NCR:CRM(7)SwiftCRM:CRMCRMCRMCRMCRMdataware(datamining)(artificialintelligence)2622.12.1.1(1)(2)LG(3)21,,,2.1.2(1)7(2)(3)2.1.3()(1)(2)(3)282.22.2.1CRM2090CRMCRM2090CRMCRM2090InternetCRMCRMCRM58%CRM21%21%CRM[2]CRMCRMoracleSiebelSAPCRMWTO5CRMCRMCRM92.2.2CRMCRMCRMCRM(1)(2)CRMCRM(3)CRM(4)CRM2.2.3CRM(1)CRMCRM210CRMCRMOLAPInternet/CRMCRMCRM(2):CRM[3]20%80%CRMCRMCRMCRM11CRM(3)CRMCRMCRMCRMJITB2CCRMCRM3123[4],3.1,,,,,3.1.1(1)133-13-1Fig3-1Hierarchicalmodelofcustomercognitivevalue314(2)3-2[5]3-2Fig3-2Sketchmapofcustomercognitivevalue153.1.2(1)(Paretorule)80/20,20%80%,,,,3-33-3Fig3-3Normaldistributionmodelofenterprisecognitivevalue,,,80/20,,(2)316(Relationshipprofitability:RP),,,,,(customerrelationshiplifetime:CLV),,,,,,,,,(customercompetence),,,,,17,,,,,,,,,Anton,61%,,,,,,,,,,3.1.3,,,,,,,,,[6],,,,,,3183-4Fig3-4Relationshipofcognitivevalueandenterprisecognitivevalue3.23.2.13-5193-5Fig3-5Identificationsystemofcustomervalue3.2.2(1)KKKnKK[7]SPSSSPSSStatisticalPackagefortheSocialScienceSPSS320SPSSSPSS(2),3-5,,,,,,SPSS2-3-6(,)(,)(,)(,)3-6Fig3-6Customersubdivision3.2.3(1)21(2),(3)(4)3.2.4284454321543213-1203-1Tab3-1Markingtableofcustomervalue()x1544480.44346x242220.762121x3433349.043437322x4344445.835433x553320.81112x642230.91421x7222238.593343x833330.83232x9144436.182324x10311153.064243x1134448.843354x12422138.594233x13544336.985433x1443334.022122x15211416.083444x16311125.733243x17233216.083442x1812226.432335x19344351.463213x2042224.821212(1)xijniijijxx∨==′1i=1,2,……,20,j=1,2,……,93-13-23-2Tab3-2Processedmarkingtablex110.80.80.810.80.60.80.86x20.80.40.40.40.010.40.20.40.14x30.810.60.60.610.60.80.61x40.60.80.80.80.5710.80.60.43x510.40.60.40.010.20.20.20.29x60.80.60.40.60.010.20.80.40.14x70.40.60.40.40.480.60.60.80.43x80.60.40.60.60.010.60.40.60.29x90.20.60.80.80.450.40.60.40.57x100.60.60.20.20.660.80.40.80.43x110.60.60.80.80.110.60.610.57x120.80.40.40.20.480.80.40.60.43x1310.40.80.60.4610.80.60.4523x140.80.60.60.60.050.40.20.40.29x150.40.40.20.80.20.60.80.80.5x160.60.40.20.20.320.60.40.80.43x170.40.20.60.40.20.60.80.80.29x180.20.60.40.40.080.40.60.60.71x190.60.40.80.60.640.60.40.20.43x200.80.60.40.40.060.20.40.20.29(2)SPSS2-11x1x3x4x7x10x11x12x13x15x16x179x2x5x6x8x9x14x18x19x203-73-71Fig3-7Result1ofclusteringanalysis22cluster1cluster1cluster2(3)11x1x3x4x5x6x8x9x11x13x14x199x2x7x10x12x15x16x17x18x203-83243-82Fig3-8Result2ofclusteringanalysiscluster1cluster23-63-33-3Tab3-3Resultofcustomerclassificationx1x3x4x11x13x5x6x8x9x14x19x7x10x12x15x16x17x2x18x203.3253.3.1(1):3-93-9Fig3-9Perceptualvaluemodelofcustomersatisfactiondegree95%[8](2)326,,,/,/,,,,,email,,,27,3.3.2(1),,CRM(2):3-103-10Fig3-10Modelofcustomerhonesty3283-11[9]S1S23-11Fig3-11Changingrelationofbetweencustomersatisfactiondegreeandcustomerhonestydegree(S1)(S1)():29::4CRM304CRMCRM4.1[10]4.1.1[11]()31[12,13]1210054.1.2TCLTCL4CRM324.24.2.1365(1)20020003324242424[14]4CRM34(2),1—[15]4.2.2367*24354.2.3(1)4-14-1Fig4-1Valuechainofcustomerserviceforapplianceindustry(2)[16](3)(4)4CRM36(5)(6)VIPVIP(7)4.2.4(1),,,(2),,,,,,,,37(3)