本文關(guān)鍵詞： 服務質(zhì)量 競爭力 ZHT供電公司 差異化　出處：《山東理工大學》2014年碩士論文　論文類型：學位論文

【摘要】：當今世界已進入知識經(jīng)濟時代,市場競爭不僅僅是產(chǎn)品質(zhì)量的競爭,更是服務質(zhì)量的競爭。在現(xiàn)代電力市場營銷中,電力企業(yè)的服務理念正在發(fā)生轉(zhuǎn)變。在現(xiàn)代服務理念的支配下,供電服務問題已經(jīng)被電力企業(yè)上升到企業(yè)發(fā)展的戰(zhàn)略高度來認識,因此優(yōu)質(zhì)服務是電力企業(yè)發(fā)展的立足之本,供電服務不是一般性的服務工作,而是涉及企業(yè)根本的戰(zhàn)略性問題。那么,如何通過供電服務工作滿足客戶的需求,提高企業(yè)核心競爭力,是供電企業(yè)當前探索和思考的問題。ZHT供電公司是國網(wǎng)山東省電力公司所屬的縣供電企業(yè)。ZHT供電公司目前的服務戰(zhàn)略是以常規(guī)電力服務為基礎(chǔ),客戶類別劃分不夠全面細致,不能滿足不同電力客戶對供電服務的個性化需求,因此ZHT供電公司通過挖掘和整合服務資源,將服務平臺前移,保持和吸引更多的客戶,通過轉(zhuǎn)變服務方式,逐步探索實施服務差異化戰(zhàn)略,才能全面適應當前電力營銷工作的發(fā)展要求,才能在激烈的市場競爭中勝出。本文首先介紹了課題研究的背景、目的及意義,并對論文理論依據(jù)及國內(nèi)外研究現(xiàn)狀進行了詳細闡述。其次,以ZHT供電公司的服務差異化戰(zhàn)略研究為主線,從ZHT供電公司服務現(xiàn)狀分析入手,運用PEST模型、波特五種競爭力量模型對服務差異化戰(zhàn)略的外部環(huán)境和產(chǎn)業(yè)環(huán)境進行了分析,并運用內(nèi)部因素分析矩陣和外部因素分析矩陣對ZHT供電公司內(nèi)部環(huán)境和外部環(huán)境因素進行評價。再次,本文運用SWOT矩陣分析找出ZHT供電公司面臨機會和威脅以及企業(yè)的優(yōu)勢與劣勢,基于此提出了ZHT供電公司服務差異化戰(zhàn)略的目標與思路,并結(jié)合ZHT公司實際,將其服務的客戶群體細分為六類,并進行個性化服務定位,設(shè)計了服務差異化戰(zhàn)略的實施途徑與六種模式,把整合服務資源,創(chuàng)新服務手段,做好服務五種結(jié)合作為戰(zhàn)略的重點。最后,本文結(jié)合ZHT供電公司現(xiàn)狀,根據(jù)戰(zhàn)略目標制定了行之有效的戰(zhàn)略實施方案,建立了一整套適應“以客戶為中心”的組織體系和工作程序,從優(yōu)化組織結(jié)構(gòu),細化客戶管理、嚴格人員獎懲、完善企業(yè)文化、服務團隊建設(shè)等五個方面制定戰(zhàn)略實施的保障對策,進而確保服務差異化戰(zhàn)略的有效實施。通過本文研究,期望為ZHT公司供電服務工作提供決策依據(jù)和指導作用,為電力企業(yè)全方位提高服務質(zhì)量提供科學的理論依據(jù),并力求為類似公司以后制定服務差異化戰(zhàn)略提供有益的思路借鑒。
[Abstract]:Nowadays, the world has entered the era of knowledge economy, the market competition is not only the competition of product quality, but also the competition of service quality. The service concept of electric power enterprise is changing. Under the control of modern service concept, the power supply service problem has been recognized by the electric power enterprise to the strategic height of the enterprise development, so the high quality service is the base of the electric power enterprise development. Power supply service is not a general service work, but involves a fundamental strategic problem of the enterprise. So, how to meet the needs of customers through the power supply service work to improve the core competitiveness of the enterprise, ZHT Power supply Company is the county power supply company. ZHT Power supply Company belongs to Shandong Electric Power Company. The current service strategy of ZHT Power supply Company is based on conventional power service, and the classification of customer categories is not comprehensive and meticulous. It can't meet the individualized demand of different power customers, so ZHT power supply company can move the service platform forward by digging and integrating service resources, so as to keep and attract more customers and change the service mode. Only by exploring and implementing the strategy of service differentiation step by step, can we fully adapt to the development requirements of the current electric power marketing work and win in the fierce market competition. Firstly, this paper introduces the background, purpose and significance of the research. The theoretical basis of the paper and the current research situation at home and abroad are described in detail. Secondly, taking the service differentiation strategy of ZHT power supply company as the main line, starting with the analysis of the service situation of ZHT power supply company, using the PEST model. Porter's five competitive power models analyze the external environment and industrial environment of service differentiation strategy. And using the internal factor analysis matrix and external factor analysis matrix to evaluate the internal and external environmental factors of ZHT power supply company. In this paper, SWOT matrix analysis is used to find out the opportunities and threats faced by ZHT power supply companies, as well as the advantages and disadvantages of enterprises. Based on this, the objectives and ideas of service differentiation strategy of ZHT power supply companies are put forward, and the actual situation of ZHT power supply companies is combined. The customer group of its service is subdivided into six categories, and the individualized service orientation is carried out. The implementation way and six modes of the strategy of service differentiation are designed, and the service resources are integrated and the service means are innovated. Finally, according to the current situation of ZHT power supply company, according to the strategic objectives, the effective strategic implementation plan is established. Has established a set of organization system and working procedure that adapts to "take the customer as the center", from optimize the organization structure, refine the customer management, strictly personnel reward and punish, perfect the enterprise culture, In order to ensure the effective implementation of service differentiation strategy, five aspects of service team construction are worked out to ensure the effective implementation of the strategy. Through the research of this paper, we hope to provide the decision basis and guidance for the power supply service work of ZHT Company. It provides a scientific theoretical basis for the power enterprises to improve the service quality in all directions, and tries to provide useful ideas for similar companies to formulate the strategy of service differentiation in the future.
【學位授予單位】：山東理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F274;F426.61

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