客户不再是被动的接受者,其在交易中的地位发生了根本性的变化,从客户迁就产品的
进入了产品服务客户的时代。客户是企业生存和发展的最重要资源，如何获取和保持
客户成为企业优先考虑的方向，如何占有更多的客户资源是企业经营成败的关键，因
此企业逐步致立于改善客户服务，增强客户的满意度和忠诚度，提升客户价值来扩大
自身的收入和利润。因此逐步发展起以客户为中心的客户关系管理等相关理论，这些
理论极大的提升了企业的市场竞争力，为企业的发展做出巨大贡献。但是随着企业的
发展和客户的增多，企业资源的有限和技术条件及成本的限制，不能把全部的精力和
成本均匀的放在每一个客户身上，而是应当选择其中对企业最有利和最优质的客户进
行重点的维护和开发，把目光从所有客户聚焦到其中的核心客户上来，这种改变推动
了核心客户关系管理的产生和发展

本论文首先通过认真研究客户关系理论、市场一对一营销理论和核心客户关系管
理理论，以 K 公司为研究对象，认真分析 K 公司的营销管理组织结构和核心客户管
理机制，发现 K 公司所面临的客户管理问题，核心客户识别方法不完善，组织结构
与核心客户关系管理不匹配，激励机制不合理的问题等，其次根据核心客户关系管理
的需要,构建了一套以“拒绝一部分需求,引导一部分需求,创造一部分需求”为原则的
包含核心客户识别、核心客户开发、维护和上量的客户关系管理体系。最后根据核心
客户关系管理具体实施细节，从企业战略、组织结构、绩效考核及信息化建设等多个
方面，提出若干优化对策

关键词:客户关系管理，核心客户，绩效考核，组织改进
作 者：徐 成
指导教师：陈 铭英文摘要 K 公司核心客户关系管理研究
II
Research on the core customer relationship
management of K company
ABSTRACT
With the rapid development of the economy and the increasingly integrated global
economy, the continuous enrichment of product categories, similar products, competition
intensified, the business environment of the enterprise has undergone dramatic changes in
the market gradually from the seller&39;s market to the buyer&39;s market. Customers are no
longer passive recipients, their position in the transaction has undergone a fundamental
change from the customer to accommodate the product into the product service customer
era. Customers are the most important resource for enterprise survival and development.
How to acquire and maintain customers become the priority of enterprises. How to occupy
more customers &39;resources is the key to the success of enterprises. Therefore, enterprises
are gradually improving customer service and enhancing customers&39; Satisfaction and
loyalty, enhance customer value to expand their income and profits. So the gradual
development of customer-centric customer relationship management and other related
theories, these theories greatly enhance the market competitiveness of enterprises for the
development of enterprises to make a great contribution. But with the development of
enterprises and the increase in the number of customers, limited resources and technical
conditions and cost constraints, can not put all the energy and cost evenly on each
customer who, but should choose one of the most favorable and most business
High-quality customers to focus on the maintenance and development, the focus from all
customers to focus on one of the core customers, this change to promote the core customer
relationship management and development.
In this paper, we first study the theory of customer relationship, market one-to-one
marketing theory and core customer relationship management theory, take K company as
the research object, carefully analyze K&39;s marketing management organizational structure
and core customer management mechanism, The customer management problem, the core
customer identification method is not perfect, the organizational structure and core
customer relationship management does not match the incentive mechanism unreasonableK 公司核心客户关系管理研究 英文摘要
III
problems, followed by the core customer relationship management needs to build a set of
refused to part of the demand, Part of the demand, to create a part of the demand as the
principle of core customer identification, core customer development, maintenance and the
amount of customer relationship management system. Finally, according to the core
customer relationship management specific implementation details, from the enterprise
strategy, organizational structure, performance appraisal and information construction and
other aspects, put forward a number of optimization countermeasures.
Key Words:Customer Management Core Customer Relationship Management
performance appraisal Organizational Structure Improvement
written by：Cheng Xu
superivised by：Ming Cheng目 录
第一章 绪 论 .......1
1.1 选题背景 .........1
1.2 选题研究意义 .2
1.3 国外研究现状 .3
1.4 国内研究现状 .6
1.5 研究的目的、方法和范围 .....8
1.6 本文的组织结构 ....... 11
第二章 相关基础理论 .....13
2.1 客户关系管理 ...........13
2.1.1 客户.........13
2.1.2 客户关系管理.....14
2.2 一对一营销理论 .......17
2.2.1 一对一营销.........17
2.2.2 一对一营销三大核心问题.........17
2.2.3 一对一营销需注意的问题.........20
2.3 马斯洛层次需求理论 ...........21
2.3.1 马斯洛层次需求理论.....21
2.3.2 对需求层次理论的评价.22
2.3.3 80/20 法则 ........23
2.4 核心客户理论 ...........23
2.4.1 核心客户管理.....23
2.4.2 核心客户管理方法.........24
2.4.3 核心客户管理适用条件及缺点.26
第三章 K 公司核心客户关系管理现状及问题分析....
。。。以上简介无排版格式，详细内容请下载查看