QUIMICA SUIZA工業(yè)公司客戶(hù)關(guān)系管理研究
發(fā)布時(shí)間：2023-10-19 19:32
秘魯這一充滿(mǎn)競(jìng)爭(zhēng)的市場(chǎng)正在不斷變化。在過(guò)去幾年中,秘魯經(jīng)濟(jì)持續(xù)增長(zhǎng),公司和家庭也在一起發(fā)展。在全球化的世界中,客戶(hù)需求正在不斷變化,不斷增長(zhǎng),競(jìng)爭(zhēng)也越來(lái)越激烈�？蛻�(hù)關(guān)系管理(CRM)策略是幫助公司與客戶(hù)進(jìn)行互動(dòng)的一大工具,其中一項(xiàng)主要目標(biāo)是建立牢固的長(zhǎng)期關(guān)系,提高客戶(hù)回訪率。此外,CRM還可以幫助公司與客戶(hù)建立個(gè)人關(guān)系,從而實(shí)現(xiàn)雙贏的長(zhǎng)期交流。本研究旨在更好地理解B2B公司對(duì)CRM的使用,并對(duì)B2B公司QSI進(jìn)行了特殊分析。為更好地了解QSI的現(xiàn)狀,本文分析了該公司存在的問(wèn)題�；诖四康�,作者提出了三個(gè)研究問(wèn)題,重點(diǎn)解釋CRM在該公司中的運(yùn)用及其帶來(lái)的益處。此外,文章還分析了使用的策略,描述了在QSI中實(shí)施的每種策略。在總結(jié)問(wèn)題,并為該公司選擇合適的CRM之后,本文還進(jìn)行了評(píng)估,驗(yàn)證CRM的有效性和表現(xiàn)。本研究、調(diào)查、焦點(diǎn)小組的結(jié)果表明了銷(xiāo)售損失與QSI的關(guān)聯(lián)。在主要問(wèn)題中,有跡象表明QSI沒(méi)有統(tǒng)一的數(shù)據(jù)庫(kù),然而處理和驗(yàn)證客戶(hù)數(shù)據(jù)非常有必要。同樣,公司同樣需要細(xì)分客戶(hù)群。市場(chǎng)營(yíng)銷(xiāo)部門(mén)發(fā)起的廣告和促銷(xiāo)通常是針對(duì)客戶(hù)的,他們手中沒(méi)有靠譜的信息,無(wú)法為不同類(lèi)型的客戶(hù)制定特殊的策略,不能開(kāi)展有...
【文章頁(yè)數(shù)】：136 頁(yè)
【學(xué)位級(jí)別】：碩士
【文章目錄】：
Acknowledgements
摘要
Abstract
Chapter One Introduction
1.1 Research Background and Significance
1.1.1 Research Background
1.1.2 Research Purpose
1.1.3 Research Significance
1.2 Literature Review
1.2.1 Key Concepts
1.2.2 Domestic and Foreign Literature
1.3 Research Content and Questions
1.3.1.Research Questions
1.3.2.Research Scope
1.3.3.Structure of the thesis
1.4 Research Methods and innovation
1.4.1.Research Methods
1.4.2.Innovation
Chapter Two Theoretical framework
2.1 Definition and types of CRM
2.1.1 Strategic CRM
2.1.2 Operational CRM
2.1.3 Analytical CRM
2.1.4 CRM Collaborative
2.2 Importance of CRM in a Company
2.2.1 Applied in a theoretical and Misunderstanding of CRM
2.2.2 Applied in a practical environment:B2B companies
2.2.3 Reasons for choosing CRM
2.3 Theoretical Models of CRM
2.4 Tools
2.4.1 PESTEL
2.4.2 Porter’s Five Force
2.4.3 Business Model Canvas
2.4.4 SWOT analysis of the company
Chapter Three QSI Environment analysis
3.1 Macro Environment of the company and competitors
3.1.1 PESTEL
3.1.2 Porter Analysis
3.2 Internal Analysis
3.2.1 Business Model Canvas
3.2.2 SWOT Analysis
3.2.3 Competitor Analysis
Chapter Four Current Status of CRM in QSI
4.1 QSI:Company Introduction
4.1.1 General introduction of the company
4.1.2 Organizational setup of the company
4.1.3 Current situation of the company
4.2 Current Status of the CRM in the company
4.3 Survey methods
4.3.1 Focus group
4.3.2 Survey
4.4 Identified Problems
4.4.1 No specific and detailed information,disorganized database
4.4.2 Incorrect segmentation of customers or products
4.4.3 No retention of current customers.QSI clients are being lost
4.5 Cause analysis and summary of the problems
Chapter Five Solution Implementation of CRM in QSI
5.1 Implementation of Operational CRM:SAP CRM
5.2 Classify the customers regarding the affordability of each one
5.3 Loyalty plan for QSI(B2B companies)
Chapter Six Execution of CRM Strategy in QSI
6.1 Management System Support
6.1.1 Managerial and Corporate Support
6.1.2 Organizational Structure
6.2 Human Resource Support
6.2.1 Areas involved
6.2.2 CRM costs for the company
6.2.3 Sales and Revenues for the company
6.2.4 Innovation between Sales,Marketing and TI
6.3 Technical Support(computers,software,system)
Chapter Seven Conclusions and discussion
7.1 Main conclusions
7.2 Limitations of this work
7.3 Directions of future study
References
Table of Figures
Index of Tables
Appendices
本文編號(hào)：3855265
【文章頁(yè)數(shù)】：136 頁(yè)
【學(xué)位級(jí)別】：碩士
【文章目錄】：
Acknowledgements
摘要
Abstract
Chapter One Introduction
1.1 Research Background and Significance
1.1.1 Research Background
1.1.2 Research Purpose
1.1.3 Research Significance
1.2 Literature Review
1.2.1 Key Concepts
1.2.2 Domestic and Foreign Literature
1.3 Research Content and Questions
1.3.1.Research Questions
1.3.2.Research Scope
1.3.3.Structure of the thesis
1.4 Research Methods and innovation
1.4.1.Research Methods
1.4.2.Innovation
Chapter Two Theoretical framework
2.1 Definition and types of CRM
2.1.1 Strategic CRM
2.1.2 Operational CRM
2.1.3 Analytical CRM
2.1.4 CRM Collaborative
2.2 Importance of CRM in a Company
2.2.1 Applied in a theoretical and Misunderstanding of CRM
2.2.2 Applied in a practical environment:B2B companies
2.2.3 Reasons for choosing CRM
2.3 Theoretical Models of CRM
2.4 Tools
2.4.1 PESTEL
2.4.2 Porter’s Five Force
2.4.3 Business Model Canvas
2.4.4 SWOT analysis of the company
Chapter Three QSI Environment analysis
3.1 Macro Environment of the company and competitors
3.1.1 PESTEL
3.1.2 Porter Analysis
3.2 Internal Analysis
3.2.1 Business Model Canvas
3.2.2 SWOT Analysis
3.2.3 Competitor Analysis
Chapter Four Current Status of CRM in QSI
4.1 QSI:Company Introduction
4.1.1 General introduction of the company
4.1.2 Organizational setup of the company
4.1.3 Current situation of the company
4.2 Current Status of the CRM in the company
4.3 Survey methods
4.3.1 Focus group
4.3.2 Survey
4.4 Identified Problems
4.4.1 No specific and detailed information,disorganized database
4.4.2 Incorrect segmentation of customers or products
4.4.3 No retention of current customers.QSI clients are being lost
4.5 Cause analysis and summary of the problems
Chapter Five Solution Implementation of CRM in QSI
5.1 Implementation of Operational CRM:SAP CRM
5.2 Classify the customers regarding the affordability of each one
5.3 Loyalty plan for QSI(B2B companies)
Chapter Six Execution of CRM Strategy in QSI
6.1 Management System Support
6.1.1 Managerial and Corporate Support
6.1.2 Organizational Structure
6.2 Human Resource Support
6.2.1 Areas involved
6.2.2 CRM costs for the company
6.2.3 Sales and Revenues for the company
6.2.4 Innovation between Sales,Marketing and TI
6.3 Technical Support(computers,software,system)
Chapter Seven Conclusions and discussion
7.1 Main conclusions
7.2 Limitations of this work
7.3 Directions of future study
References
Table of Figures
Index of Tables
Appendices
本文編號(hào)：3855265
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