客户关系管理在货运代理行业的应用与研究

上海交通大学硕士学位论文客户关系管理在货运代理行业的应用与研究姓名：周群谊申请学位级别：硕士专业：物流工程指导教师：张维竞;卢东升20080201I(CustomerRelationshipManagementCRM)(CRM)CRMCRMCRMCRMIIApplicationandResearchofCustomerRelationshipManagementontheFreightForwarderTradeABSTRACTThecustomerrelationshipmanagement(CRM)appearedinAmericaandappliedrapidlyinwesternnationasasetofthesystemofthemanagementtheory.ItisnecessitythatenterpriseputCRMinpracticebecauseofdevelopmentofsocietyandeconomyandenterprisedevelopment.Ine-businesstimestheenterprisetraditionalresourceforexampleproductsandpricecannotbringnewcompetitionpowerindrasticmarketcompetition.Itisnothingbutcustomerismostimportantresource.So,thefreightforwarderenterprisemustfacethebigproblemthathowtokeepcompetitionanddevelopmentpower.Itisthekeyofenterprisesurvivorshipthathowtoattractandretainthecustomerandelevatethecustomersatisfactionandloyaltybecauseofdrasticcompetition.Inthisarticle,thedefinition,meaning,centralcontentsanddevelopmenthistoryofCRMwereexpoundedfromanalyzingtradebackgroundandcharacteristicoffreightforwardertrade.ThenthearticleanalyzedexistentproblemandreasononthefreightforwardertradeCRMapplication,throughtheory,analyzedthefreightforwarderenterprisehowtoapplyvariousstageIIIcharacteristictomanagetheircustomers,andaccordingoftradecharacter,explainednecessaryandstepforfreightforwarderenterprisecarryingoutCRM.Finally,thearticleintroducedcorrelativeconceptionaboutcustomerrelationshipvalueandsatisfactionandLoyalty,andthereasonthatcustomer’sloyaltyarises.Integratingmyselfpracticalwork,buildupasetofvaluationindexsystemoffreightforwarder’customervalue,usedamathematicmodelfordemonstrationanalysis.Itestimatedthreedifferentcustomersthroughquantitativeindexandnon-quantitativeindex.Asbrand-newconception,CRMisamostdefiantquestionforstudythatsetupasetofCRMsystemaccordingtoenterprisepracticalsituation.HowtoapplyCRMphilosophyandtechnologytomaterialenterpriseandplayfunctionwillberesearcheddeeplyfarther.Keywords:freightforwardercustomerrelationshipmanagementcustomersatisfactioncustomerloyalcustomervalue.111.1115211www.cifa.org.cn2006-20072Woodruff199721.2VIPCRM2Woodruff,R.,CustomerValue:TheNextSourceForCompetitiveAdvantage[J],JournalOfTheAcademyMarkingScience,Vol.25,No.2,1997.pp.139-15331.31.2.CRM3.4.422.1CRMCRMCustomerRelationshipManagementSCMERPGartnerGroupCRM3IBM4Davids(19995RaviKalakotaMareiaRobinson(19996Beny(19953,CRM[M]2003.142001.85DavidsM.,HowToAvoidThe10BiggestMistakeInCRM[J],JournalOfBusinessstrategy,Nov.1999,pp22-266KalakotaR.AndRobinsonM.,e-Business:RoadmapForSuccess,1sted.,U.S.A:MaryT.O’Brien,199957JohnOtt(1999CRM(ContinuousRelationshipMarketingCRM)Microsegmentation8CRMInternet/()7BerryL.L.RelationshioMarketingOfService-GrowingInterest,EmergingPerspectives[J],JournaloftheAcamemyofMarkingScience,Fall,1995,pp,236-2458JohnOtt,SuccessfulDevelopmentandImplementingContinousRelationshipManagemente-BusinessExecutiveReport2000,pp26-3062.2CRM123.74.CRM2.3CRM1.CRM238CRM4WEB5PeterDrucker925%55%60-100%CRM69200692.4CRM1980(ContactManagement)1990CustomerCare102080ERPEnterpriseResourcePlanningCRM2090CRMSFACSS90CRM2090InternetCRM102003.210113CRM3.13.1.1WTO1WTO231212OOCL3WTO453.1.2UPSFedExDHLTNT11200541111www.allfreight.cn2006,11133-43.1.33.2CRM3.2.1CRM:1.23143.2.21.23153.33.3.11.(Vender)2.(NVOCC)3.4.5.3.3.2.16121.APL2.:1)2)EDI(ElectronicDataInterchange)3)4)12www.chinaue.com175)3.3.43.4.19183.4.23-13-1Fig.3-1ContrastBetweenDevotionandOutputToCRMLifeCircle1.2193456.203.4.3133-214yyyyyyy3-2Fig.3-2CustomerLifeCycleinFreightForwarder13[M]200114200721223.5CRM1CRM2WTOCRM323153.6CRM1.,2.3.4.5.152004,9246.2544.14.1.1Zaithaml198816:4.1.2.17Customerdeliveredvalue(Totalcustomervalue)(Totalcustomer)4-116Zeithaml,v.a..Consumerperceptionsofprice,qualityandvalue:ameans–endmodelandsymthesisofevidence[J].Journalofmarking,1998.7(52):2-22172004264-1Fig4-1DeterminantOfCustomerReleaseValueproductvalueservicesvaluepersonvalueimagevaluemoneypricetimecostenergycostphysicalcost1818.,2002274.1.34.1.3.1Customer-drivenConceptofCustomerValue19CRM4.1.3.2WoodruffGardial(1996)Gutman1982204-24-2Fig.4-2HierarchyModelOfCustomerValue19—2002202004284.1.3.34.2CRMCRMCRMCRMCRM29CRMCRM:4-34-3CRMFig.4-3ValueCreationOfCRM1100%3022134.34.3.1()225%162/393%CEO21Rollhallowell(1996),Therelationshipsofcustomersatisfaction,customerloyaltyandprofitability:anempiricastudy,InrernationalJournalofServiceIndustyManagement,Vol.7No.4,1996221999314.3.21.2.1).80%20%20%80%2)6233)232000324.4BAIN:65%-85%85%-95%40%Intelliquest3,244.51.242006.133235%50%252520033412320%80%4354-4Fig.4-4ServiceChainTheory3655.1HH―”CRM5.25.2.1EDI375.2.2H5.2.3H5.3H385.3.1HH5.3.21.235.3.3HH395-1Fig.5-1ValuationIndexSystemofFreightForwarder‘CustomerValue112TEUH3USDH4(USD/TEU)AB1B2B3B4C1C6C5C4C3C2C7C8C9C11C10C12C16C15C14C13C17405(%)H/6TEU2.1()2H3123ISO41)%2)%H3)H4)415)%/100%6)H5.3.4TheanalytichierarchyprocessAHPFuzzyComprehensiveEvaluationFCE1T.L.Satty207026115-12:26[J]200443:59-6442AB1B2…..BnB1b11b12b1nB2b21b22b2n…………………………Bnbn1bn2……bnnbijAiBjBSatty1~95-15-11~9bij135792468bij=1/bji3AAW=maxWmaxWWA.iM=∏=njijb1iW=inMiW=iW/∑=n