本文選題：組織客戶 + 價值評價指標�。� 參考：《東華大學》2013年碩士論文

【摘要】：L公司是一家數(shù)據(jù)庫營銷企業(yè),隨著公司規(guī)模的蓬勃發(fā)展,組織客戶成為客戶的重要組成部分,在重要性不斷遞增的同時,企業(yè)在組織客戶價值管理方面也面臨很多困惑,一方面,企業(yè)雖然意識到組織客戶的重要性,但是卻不知道為什么重要；另一方面,企業(yè)缺乏可操作的組織客戶價值評價手段,無法定量的對組織客戶的價值進行測評,導致無法對組織客戶進行服務、營銷等分級管理。如何清晰的認識組織客戶的價值,采取可操作的方法對其進行測評,進而對其分級管理是目前急需研究的重點所在。 本文的研究目的是,在現(xiàn)有理論基礎和企業(yè)可提取的測評數(shù)據(jù)兩方面基礎之上,構建合理可操作的組織客戶價值評價指標體系,探索組織客戶價值的影響因素,并基于以上為企業(yè)合理配置資源提供依據(jù),同時實現(xiàn)組織客戶的分類管理。 本文的研究成果可歸納如下： (1)構建了數(shù)據(jù)庫營銷企業(yè)組織客戶價值評價指標體系。從內(nèi)涵出發(fā),提出組織客戶價值構成三要素當前價值、潛在價值和影響力價值。設計當前價值下二級準則為收入類、成本類以及利潤類。根據(jù)潛在價值的內(nèi)涵,設計潛在價值下二級準則為能力價值、成長能力價值、忠誠價值以及信用價值。介紹了每個準則的測評方法,指出相應的末級指標以及指標屬性。 (2)分析了組織客戶價值之間的相關性。采用相關性分析方法,利用L企業(yè)實際數(shù)據(jù),發(fā)現(xiàn)當前價值和影響力價值有內(nèi)在相關性,潛在價值與其他兩類價值沒有相關性。表明,潛在價值對分析組織客戶價值有重要作用,企業(yè)應該加大重視。 (3)細分了組織客戶群。采用聚類方法將組織客戶分為三類：潛在價值客戶(當前價值低,影響力價值低,潛在價值高)、低價值客戶(當前價值低,影響力價值低,潛在價值低)和價值客戶(當前價值高,影響力價值高,潛在價值高)。其中,潛在價值客戶占絕大部分,因此企業(yè)在實際運營時,不能只參考組織客戶的當前交易,忽視考察其潛在價值。價值客戶是最佳客戶,數(shù)量很少,企業(yè)應該重點關注。對于低價值客戶,如果企業(yè)自身的經(jīng)營現(xiàn)狀較差及發(fā)展?jié)摿τ邢?可以采取放棄戰(zhàn)略。 (4)提出企業(yè)在組織客戶管理過程中三方面差異化管理方式。戰(zhàn)略差異化以當前價值和潛在價值為分類依據(jù),對不同組織客戶在組織體系、管理授權,流程優(yōu)先級上予以差異化管理；營銷資源配置差異化以購買能力價值和忠誠價值為分類依據(jù),對不同組織客戶從營銷方案制定,營銷團隊的建設,以及客戶經(jīng)理的配備上予以差異化管理；授信差異化以信用價值和忠誠價值為分類依據(jù),對不同組織客戶在逾期欠費和還款周期等的風險管理上予以差異化管理。
[Abstract]:Company L is a database marketing enterprise. With the rapid development of the company scale, organizing customers become an important part of customers. At the same time, the enterprise is faced with a lot of confusion in organizing customer value management. On the one hand, although enterprises are aware of the importance of organizational customers, they do not know why; on the other hand, enterprises lack operational means to evaluate the value of organizational customers, and can not quantitatively evaluate the value of organizational customers. Can not organize customer service, marketing and other levels of management. How to clearly understand the value of the organization customer, take an operational method to evaluate it, and then to its hierarchical management is the focus of urgent research. The purpose of this paper is to construct a reasonable and operable index system of organizational customer value evaluation on the basis of the existing theoretical basis and the evaluation data which can be extracted by enterprises, and to explore the influencing factors of organizational customer value. And based on the above for the rational allocation of resources for enterprises to provide the basis, at the same time to achieve the organization of customer classification management. The research results of this paper can be summarized as follows: (1) A database marketing enterprise organization customer value evaluation index system is constructed. Starting from the connotation, the paper puts forward three elements of organizational customer value: current value, potential value and influence value. Design the current value of the secondary criteria for income, cost and profit categories. According to the connotation of potential value, the second level criterion of potential value is designed as ability value, growth ability value, loyalty value and credit value. This paper introduces the evaluation method of each criterion, and points out the corresponding final index and index attribute. (2) the correlation between the customer value of the organization is analyzed. By using the method of correlation analysis and using the actual data of L enterprise, it is found that the current value and the influence value have intrinsic correlation, while the potential value has no correlation with the other two kinds of value. It shows that the potential value plays an important role in analyzing the customer value of the organization, and the enterprise should pay more attention to it. (3) the customer group of the organization is subdivided. By using clustering method, organizational customers are divided into three categories: potential value customers (low current value, low impact value, high potential value), low value customers (low current value, low impact value). Low potential value and value customer (high current value, high impact value, high potential value). Among them, the potential value customers account for the majority, so enterprises in actual operation, can not only refer to the current transaction of the organization customer, ignore the evaluation of its potential value. The value customer is the best customer, the quantity is small, the enterprise should focus on. For the low value customers, if the enterprise's own management status is poor and the development potential is limited, it can take the strategy of abandonment. (4) three aspects of differentiated management mode in the process of organizing customer management are put forward. The strategic differentiation is based on the current value and the potential value. The customers of different organizations are managed differently in organizational system, management authorization and process priority. The difference of marketing resources allocation is based on the value of purchasing ability and loyalty. The customers of different organizations are managed differently from the aspects of marketing plan formulation, marketing team building, and the allocation of account manager. Based on the classification of credit value and loyalty value, different organization customers are managed differently in the risk management of overdue payment and repayment cycle.
【學位授予單位】：東華大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F49;F274;F224

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