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张裕公司作为国内知名的葡萄酒生产企业，具有一百多年的悠久历史。在企
业进行股权改革以来，张裕公司在全国建立了三级营销体系，丰富了人员队伍和
经销商队伍，销售取得了较好的业绩。据年报显示，2011 年张裕公司实现了销
售收入 60.28 亿元，相比较 2001 年销售收入增长了将近六倍。随着 2008 年美国
爆发金融风暴以来，中国经济受到了冲击，连续多年中国经济发展持续疲软；特
别是从 2012 年以来，受到国家限制三公消费和提倡反腐政策影响，让作为“腐
败介质”的酒水行业进入了“寒冬”，张裕公司的销售收入和净利润都开始了下
滑。更重要的是，通过审查公司内部，张裕公司同时发现销售系统存在着业务流
程不够科学规范、组织结构不够合理等问题，这些问题同样制约了企业的持续发
展。面对新的经济环境和政策带来的市场机遇，同时也为了提高企业在国际和国
内竞争中的优势，张裕公司决定对销售系统的业务流程进行再造
本文运用调查访谈法、文献研究法和案例分析法对张裕公司销售系统的业务
流程再造和组织结构调整进行研究。文章首先介绍了业务流程再造理论和价值链
理论，为本文的写作提供了理论基础；然后介绍张裕公司销售系统的基本情况和
业务流程再造的背景，指出张裕公司业务流程方面需要调整和解决的问题，同时
张裕公司的组织架构也存在各种不利于企业发展的问题，因此张裕公司销售系统
的业务流程再造显得非常迫切和必要；随后依据绩效重要性调查问卷，对销售系
统业务流程进行调查，选择业务流程中重要性一般或者绩效一般的核心业务流程
作为再造的目标；接下来对再造的销售系统核心业务流程的现状进行详细分析并II
进行了再造设计，对销售系统的组织结构进行了调整；最后对销售系统业务流程
再造的实施给出了具体的实施方案
研究结果表明，企业为了提高竞争力，改变自身存在的问题而实施业务流程
再造需要结合自身的实际情况进行；业务流程再造要对组织结构体系进行相应的
调整，使新的组织结构同新的业务流程相适应；此外，业务流程管理作为超越了
业务流程再造的新的管理思想应得到企业的重视。本文的研究一方面为张裕公司
自身的发展提供了有力的支持，同时也为国内同类型企业的业务流程再造以及组
织结构调整提供了一定的参考
关键词：张裕公司;销售系统;业务流程再造III
Abstract
With the rapid pace of globalization and the immense information-based
exploration, the environment for companies becomes much tougher. They have to
face the challenges not only from domestic market but from international side. In this
scenario, individual demands and services turn to take the mainstream, and invisible
services together with brand strategy also plays a more significant role, the
competition diversified. For a response, companies tend to improve their products and
services, and reduce cost as much as possible in a bid to win a core competence.
CHANGYU is a famous wine producer with a more than hundred years of
history. It constructed a three-leveled marketing system since stock division reform,
by which it made a stronger sale performance. Its annual report showed, the revenue
in 2011 increased approximately 6 times more than that in 2001 by 6 billion. But in
recent years, the general conditions were facing an economic stagnation which partly
attributed to the global economic crisis. Meanwhile, the new policy of anti-corruption
had been exerting much negative influence on its sale. Revenue and net profit were
both seeing a downturn. The more important aspect is when they take a look on its
inner part, the issues like unscientific business process, unreasonable organization
structure were hanging back further development. In order to fit to new opportunities
and policy environment, CHANGYU decided to reengineer its business process in
term with marketing system.
The article took use of the study methods including of experts interview,
literature research as well as case analysis. Firstly, it introduced the basic background
of CHANGYU and demonstrated on key issues related to business process
reengineering and organization structure. Then made a specific review over the status
quo of business process regarding to marketing system, afterwards, it argued to
redesign that business process and made an adjustment on organization structure, at
last, provided the detailed executing plan.
Key words：CHANGYU company; marketing system;business process reengineeringIV
目录
摘要..I
1．绪论...........1
1.1 研究背景及意义......1
1.1.1 研究背景......1
1.1.2 研究意义......4
1.1.3 研究内容及方法..... 5
2．相关理论研究综述...........8
2.1 业务流程再造理论..8
2.1.1 业务流程再造概念. 8
2.1.2 业务流程再造模式. 8
2.1.3 业务流程再造的特点......... 9
2.2 价值链理论10
2.3 国内外相关研究....11
2.3.1 国外相关研究....... 11
2.3.2 国内相关研究....... 14
3.张裕公司流程再造背景及现状分析...... 18
3.1 业务流程再造背景18
3.1.1 企业外部环境....... 18
3.1.2 企业内部环境....... 19
3.2 张裕公司销售系统组织架构分析...........20
3.3 张裕公司销售系统核心业务流程选择...23
3.3.1 张裕公司销售系统业务流程分类...........24
3.3.2 销售系统再造流程的选择...........25
3.4 核心业务流程分析27
3.4.1 订单流程分析....... 27
3.4.2 营销流程分析....... 29
3.4.3 异地库仓储和物流流程分析.......30
4.业务流程再造方案设计...33
4.1 业务流程再造的总体设计........... 33
4.1.1 业务流程再造的总体目标...........33
4.1.2 业务流程再造的原则....... 34
4.2 业务流程再造的方案....... 35
4.2.1 订单流程再造....... 35
4.2.2 营销流程再造....... 36
4.2.3 仓储物流流程再造........... 37
5.业务流程再造方案实施...39
5.1 销售系统组织结构的调整..........
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