遼寧省3547有限公司銷售業(yè)務流程優(yōu)化研究
發(fā)布時間：2019-01-18 19:13
【摘要】：銷售活動對于任何企業(yè)而言，無疑是最重要的、也是最能產(chǎn)生直接價值的環(huán)節(jié)。實際上，企業(yè)的生存能力以及企業(yè)的持續(xù)發(fā)展能力離不開企業(yè)的銷售環(huán)節(jié)創(chuàng)造的價值。良好的銷售業(yè)務流程能更好地促進銷售業(yè)務的開展，從而創(chuàng)造更多的價值。 遼寧省3547有限公司始建于1969年，2007年企業(yè)改制為國有獨資公司。主要以總后軍需部的軍品市場為主，主要產(chǎn)品有87滌綸蚊帳、塑料臉盆、防彈頭盔等產(chǎn)品。通過對遼寧省3547有限公司總體情況的調研和對公司原有銷售業(yè)務流程現(xiàn)狀的分析，本文發(fā)現(xiàn)了原有的銷售業(yè)務流程中存在著至少三方面的問題：第一，隨著公司市場的逐步開拓，遼寧省3547有限公司逐步打開了民品市場和海外市場，公司產(chǎn)品也開始多元化、個性化，，原有的銷售模式下的銷售業(yè)務方式（“固定營銷”+“以產(chǎn)定銷”）已經(jīng)跟不上現(xiàn)有的銷售方式與銷售任務量，同時，原有的組織結構也可能發(fā)生調整以適應新的銷售業(yè)務方式；第二，客戶管理流程沒有發(fā)揮其真正的作用。當前的客戶管理僅僅停留在客戶基本信息的維護與管理的基礎上，而實際在銷售活動中，企業(yè)應該越來越多地需要關注客戶信用情況、客戶的回款率、客戶的退貨率等信息；第三，銷售費用管理流程本應該是對銷售活動中應該產(chǎn)生的各種銷售費用（廣告費用、客戶感情維系費用等等）進行預算、核算、分析，而實際上在遼寧省3547有限公司該科室還做著和客戶銷售相關票據(jù)管理的工作，也就是說，該科室更像一個銷售部內的財務管理科。 針對這三方面的問題，本文對遼寧省3547有限公司的銷售業(yè)務流程做了重新的設計，并提出了相應的業(yè)務流程改進方案，具體包括組織結構改進設計、銷售業(yè)務流程改進設計，以及新流程的組織保障機制設計、新流程的組織激勵機制設計、新流程的組織監(jiān)控機制設計。 最后，經(jīng)過一年多業(yè)務流程再造項目的實施，完成了銷售訂單量（業(yè)務處理能力）的增加、客戶回款率的提升、退貨次數(shù)的下降、市場客戶滿意度的提升等等多方面的指標�？梢钥闯�，這次遼寧省3547有限公司的銷售業(yè)務流程再造是非常成功的、再造之后的效果也是非常顯著的。 本文以遼寧省3547公司為實例，提出了完整的銷售業(yè)務流程再造的方案，對生產(chǎn)型企業(yè)的銷售業(yè)務流程再造具有實際的參考意義。
[Abstract]:Sales activities for any enterprise is undoubtedly the most important, but also the most direct value of the link. In fact, the survival ability and sustainable development ability of enterprises can not be separated from the value created by the sales links of enterprises. Good sales process can better promote the development of sales business, thereby creating more value. Liaoning Province 3547 Co., Ltd. was founded in 1969, 2007 enterprise restructuring for the state-owned company. The main products are 87 polyester bed nets, plastic basins, bulletproof helmets and other products. By investigating the overall situation of Liaoning Province 3547 Co., Ltd. And analyzing the current situation of the original sales business process of the company, this paper finds that there are at least three problems in the original sales business process: first, With the gradual development of the company's market, Liaoning Province 3547 Co., Ltd. has gradually opened up the civilian products market and the overseas market, and the products of the company have also started to diversify and individualize. The original sales mode of business ("fixed marketing" fixed sales ") has been unable to keep up with the existing sales mode and sales volume, at the same time, The original organizational structure may also be adjusted to adapt to the new sales business; Second, the customer management process does not play its real role. The current customer management only stays on the basis of the maintenance and management of customer basic information, but in the actual sales activities, enterprises should pay more and more attention to customer credit situation, customer return rate, customer return rate and other information; Third, the sales cost management process should have budgeted, accounted for, and analyzed all kinds of sales expenses (advertising costs, customer support costs, etc.) that should be incurred in sales activities. In fact, in Liaoning Province 3547 Co., Ltd., the department is also doing the management of bills related to customer sales, that is, it is more like a financial management department within the sales department. Aiming at these three problems, this paper redesigns the sales business process of Liaoning Province 3547 Co., Ltd., and puts forward the corresponding business process improvement plan, including organization structure improvement design, sales business process improvement design, And the organization guarantee mechanism design of the new process, the organization incentive mechanism design of the new process, the organization monitoring mechanism design of the new process. Finally, through the implementation of business process reengineering project for more than one year, the increase of sales order quantity (business processing ability), the improvement of customer payback rate, the decrease of return times, the improvement of market customer satisfaction, and so on. It can be seen that the sales business process reengineering of Liaoning Province 3547 Co., Ltd. is very successful, and the effect after reengineering is very remarkable. Taking Liaoning Province 3547 Company as an example, this paper puts forward a complete plan of sales business process reengineering, which is of practical reference significance to the sales business process reengineering of production enterprises.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F274;F426.8
本文編號：2411024
[Abstract]:Sales activities for any enterprise is undoubtedly the most important, but also the most direct value of the link. In fact, the survival ability and sustainable development ability of enterprises can not be separated from the value created by the sales links of enterprises. Good sales process can better promote the development of sales business, thereby creating more value. Liaoning Province 3547 Co., Ltd. was founded in 1969, 2007 enterprise restructuring for the state-owned company. The main products are 87 polyester bed nets, plastic basins, bulletproof helmets and other products. By investigating the overall situation of Liaoning Province 3547 Co., Ltd. And analyzing the current situation of the original sales business process of the company, this paper finds that there are at least three problems in the original sales business process: first, With the gradual development of the company's market, Liaoning Province 3547 Co., Ltd. has gradually opened up the civilian products market and the overseas market, and the products of the company have also started to diversify and individualize. The original sales mode of business ("fixed marketing" fixed sales ") has been unable to keep up with the existing sales mode and sales volume, at the same time, The original organizational structure may also be adjusted to adapt to the new sales business; Second, the customer management process does not play its real role. The current customer management only stays on the basis of the maintenance and management of customer basic information, but in the actual sales activities, enterprises should pay more and more attention to customer credit situation, customer return rate, customer return rate and other information; Third, the sales cost management process should have budgeted, accounted for, and analyzed all kinds of sales expenses (advertising costs, customer support costs, etc.) that should be incurred in sales activities. In fact, in Liaoning Province 3547 Co., Ltd., the department is also doing the management of bills related to customer sales, that is, it is more like a financial management department within the sales department. Aiming at these three problems, this paper redesigns the sales business process of Liaoning Province 3547 Co., Ltd., and puts forward the corresponding business process improvement plan, including organization structure improvement design, sales business process improvement design, And the organization guarantee mechanism design of the new process, the organization incentive mechanism design of the new process, the organization monitoring mechanism design of the new process. Finally, through the implementation of business process reengineering project for more than one year, the increase of sales order quantity (business processing ability), the improvement of customer payback rate, the decrease of return times, the improvement of market customer satisfaction, and so on. It can be seen that the sales business process reengineering of Liaoning Province 3547 Co., Ltd. is very successful, and the effect after reengineering is very remarkable. Taking Liaoning Province 3547 Company as an example, this paper puts forward a complete plan of sales business process reengineering, which is of practical reference significance to the sales business process reengineering of production enterprises.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F274;F426.8
【參考文獻】
中國期刊全文數(shù)據(jù)庫 前10條
1 湯向東;;成功的CRM使汽車業(yè)擁有競爭優(yōu)勢[J];汽車工業(yè)研究;2006年02期
2 羅蘭芳;葉寧;;銷售主管時間管理技巧[J];赤峰學院學報(自然科學版);2010年11期
3 黃艷;;LC藥品有限公司物流流程分析與優(yōu)化[J];大眾科技;2010年02期
4 鄭超,黃攸立;國有企業(yè)知識型員工激勵機制的現(xiàn)狀調查及改進策略[J];華東經(jīng)濟管理;2001年S1期
5 盧瑋,汪浩;中小企業(yè)融資體系構建及相關問題[J];華東經(jīng)濟管理;2002年03期
6 李研;徐靜珍;;中國保險營銷創(chuàng)新研究[J];河北理工大學學報(社會科學版);2008年01期
7 杜麗娟;曹玉梅;;客戶關系管理在企業(yè)營銷管理中的應用[J];河北理工大學學報(社會科學版);2010年05期
8 孫燕;;銷售人員的職業(yè)特點對管理的啟發(fā)[J];市場論壇;2009年07期
9 金士良;屠冉冉;龔曉婧;;S中國銷售公司投訴流程優(yōu)化仿真[J];計算機工程與科學;2011年10期
10 張正榮;楊歡林;;WBS項目管理 執(zhí)行力是關鍵[J];金山企業(yè)管理;2008年03期
本文編號：2411024
本文鏈接：http://www.sikaile.net/wenyilunwen/guanggaoshejilunwen/2411024.html
