案例PPT华侨城主题公园入园凭证资产管理计划

上海交通大学硕士学位论文集装箱班轮运输企业对于CRM的应用姓名：谷岩申请学位级别：硕士专业：交通运输规划与管理指导教师：赵一飞20041201CRMCRMCRMCRMAPPLICATIONTOCONTAINERLINERCOMPANIESABSTRACTSupplychainmanagementisanimportantpartofmodernmanagementscience.Studyonsupplychainmanagementisextendingfrommanufacturingindustrytoserviceindustry.Systemicstudyonoceanshippingchainisvacant.Lookingonoceanshippingindustryfrompointofsupplychainmanagementisadistinctinnovationforthisthesis.Hereanalyzethreecustomerformsrespectivelyunderthecircumstanceoflinerterm,multimodaltransportationandmodernlogistics,combiningwithCRMtheorydiscusshowtoapplyCRMtocontainerlinescompany.Thestepstoresearchare,analyzethecustomerlifecycle,customers’demands;setupthevaluationindexsystemoflinercompanies’customervalueanduseFCEtocalculateandstudythespecificcase;expandtheconceptofcustomervalue,foundcustomerloyalmodelbasedoncustomervalue,thencometotheconclusionforstrategicdirection.KEYWORDS:ocean-shippingsupplychain,containerlinercompanies,customerrelationshipmanagement,customervalue,fuzzycomprehensiveevaluation(FCE)CRM-1-12SupplyChainManagement1GB/T18354-2001200122004-2-CRMCRM-3-20/80/3020%80%30%11:[M]1999-4-2.1.1A.B.CIFFOBC.FCL-FCLCY-CY2.1.2A.B.C.CIFCRM-5-2.1.3-1Fig.2-1FinancingFlowundertheCircumstanceofLiner-Terms-2Fig.2-2OceanShippingSupplyChainundertheCircumstanceofLiner-Terms-6-2.2.1A.B.FCAC.FCL-FCLFCL-LCLLCL-FCLLCL-LCLCFS2.2.22070MultimodalTransportOperatorA.B.C.CRM-7-2.2.3-1Fig.2-3FinancingFlowundertheCircumstanceofMulti-modelTransportation-2Fig.2-4OceanShippingSupplyChainundertheCircumstanceofMulti-modelTransportation-8-2.3.1A.B.FCA2.3.2CargoReceiptSeawayBill2.3.3CRM-9--1Fig.2-5FinancingFlowundertheCircumstanceofModernLogistics-2Fig.2-6OceanShippingSupplyChainundertheCircumstanceofModernLogistics-10-CRM-11-CRMCRMCustomerRelationshipManagementCRMERPECSCMCRMCRMERPSCMCRMCRMCRM1-1CRMFig.3-1ConstitutionofCRM1[M]2004CRM-12-CRM1-1Table3-1EvolvementofMarketingCRMDWDMOLAP1)80ERP4Pproduct,price,place,promotion4Ccustomer,cost,convenience,communication-1Fig.3-2DevelopmentofMarketingConcept1BryanBergeron EssentialsofCRM:AGuidetoCustomerRelationshipManagement2003CRM-13-20806PScustomerintimacyagilecompanyvictualorganizationFred.WiersemaEMAILNaudeButtle1a)5-8b)5%85%c)15%50%d)70%2)1CRM..[M]2003CRM-14-3)2090CRMCRMCRMCRMCRMCRMCRMCRMCRMCRM2004CRMCRM-15-Brower-ServerB/SJAVAJ2EECRMB/SInternetJAVAJAVACRMInternet/IntranetCRM1CRMCRMDataWarehouse2META40%600%CRMITsupplier(customer)1CRM[M]20022TrevorHastie,RobertTibshirani,JeromeFriedman2003CRM-16-3.2.1BCO-3-2BCOBeneficialCargoOwner-1ABCOFig.3-3CustomerTypeA:BeneficialCargoOwner3.2.2NVOCC-4-4NVOCCA.CRM-17-B.C.-1BNVOCCFig.3-4CustomerTypeB:Non-VesselOwnedCommonCarrier3.2.3(LogisticsCo.)56CRM-18--1CFig.3-5CustomerTypeC:LogisticsServiceSupplierA.APLCRM-19-B.1)2)EDI3)4)5)C.CRM-20-3.4.16CRM-21--1Fig.3-6CustomerLifeCycleinLinerCompanies111/11CRM-22-11/11A.B.C.D.1[M]2001CRM-23-3.4.21-6CRM-24--1Fig.3-7NodeonCustomerLifeCycle3.4.3CRMIT1[M]2004CRM-25-20%80%CRMCRMCRMCRM-26-4.1.11)2)3)4.1.21-1Fig.4-1ValuationIndexSystemofLinerCompanies’CustomerValue1)abTEUCRM-27-cUSDd(USD/TEU)e(%)/fTEU2)a()bUSDcreditlimitc/03)abcMISERPISO9000-90024)a/85b/-28-1000cde/1000f/1000AnalyticalHierar-chyProcessAHPFuzzyComprehensiveEvaluation,FCEFuzzyTheoryL.A.Zadeh1965CRM-29-1531B=1B,2B,3B,4BC=1C,2C,,18CiBi=1,2,3,4,jC(j=1,2,,18){}54321,,,,vvvvvV=lvl=1,2,3,4,51v2v3v4v5v{}4321,,,aaaaA=iaiB1A2A3A4AjC{}kxX=kB=1B,2B,3B,4B{}6543211,,,,,CCCCCCB={}9872,,CCCB={}1211103,,CCCB={}1817161514134,,,,,CCCCCCB=VF575{}54321,,,,vvvvvV==-30-F=1,0.8,0.6,0.4,0.2{}iaA={}ijiaA=Wnnjijiwa∏==′1∑′′=iiiaaaija()ilrR=BVR{}iliiirrrBR,,,)(21Λ=V10≤≤ilrilriBlvR()ilrR=11a)jC)14()1(minmaxmin111-≤≤--=≤≤≤≤≤≤nkddddrjkmjjkmjjkmjikik)24()1(minmaxmax111-≤≤--=≤≤≤≤≤≤nkddddrjkmjjkmjikjkmjikb)jCCRM-31-ViRiBiBiiiRAD•=D)34(-•=DAZZSSFOBNVOCCCIF/S1[M]1995-32-4.5.1-1STable4-1:BehaviorofThreeBCOsC1X2X3X3123TEU300500120USD/1200051503000USD/TEU1700205018503.20%2.50%0.80%(TEU/)1204550453030USD120000800006500000.40%01.50%0.60%0.40%13%8%5%95%73%85%85%40%060%20%075%30%01X1XFOBS1X1X300TEUSUSD200/TEUCRM-33-1XSUSD120001XUSD1700/TEUS3.21X120TUE1XS45USD1200001X1.5131X95S1X85S1X1X1XS2X2XFOBS1X1X500TEU2XUSD2050/TEUS3.2S2XUSD5150/TEU2X45TUE2XS30S2XUSD800002X0.6-34-82XS73S2X402X2X3X3XCIF3XSS3X3X120TEU3XUSD1850/TEUS0.8S3XUSD3000/TEU3X50TUE3XS30S3XUSD650003X0.453X4.5.21CRM-35-29-1Table4-2:CompareofRelativeImportanceija1ij3ij5ij7ij9ij2468⎥⎥⎥⎥⎦⎤⎢⎢⎢⎢⎣⎡=17/13/15/17122/132/114/15241W⎥⎥⎥⎥⎥⎥⎥⎥⎦⎤⎢⎢⎢⎢⎢⎢⎢⎢⎣⎡=17/12/15/13/1171415724/112/13/1251212535/132/11317/12/15/13/111W⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡=1939/114/13/1412W⎥⎥⎥⎦⎤⎢⎢⎢⎣⎡=19/15/191353/113W-36-⎥⎥⎥⎥⎥⎥⎥⎥⎦⎤⎢⎢⎢⎢⎢⎢⎢⎢⎣⎡=113/13/19/17/1113/13/19/17/133118/14/133118/14/199881377443/114WAAmaxnl=maxl00max∑n1iii'n)(A'wwCI=1nnmaxlRI3RICR=CI/RICRCR0.1-2R.I.Table4-3:R.I.Value123456RI000.580.901.121.24789101112RI1.321.411.451.491.521.544CRM-37--3Table4-4:ResultofCoherenceTestXTmaxlCIRICRW0.4148,0.1642,0.3630,0.05794.17300.05770.90.0641W10.0495,0.1668,0.2495,0.0949,0.3898,0.04956.22020.04401.240.0355W20.2708,0.0691,0.66013.01570.00790.580.0136W30.3068,0.6297,0.06353.05210.02610.58