客户关系管理系统等应用大大的提高了企业的运营效率。在企业日益激烈的市场竞争中， 企业必须从经营产品向经营市场进行转型，了解客户真实需求，提供客户所需，解决客户的 痛点才是企业生存之道。企业积累了大量的客户关系数据，如何让静态资产向动态资产转化， 让数据增值是 N 公司客户管理系统应用竞争力研究的目的。 本文研究了 N 公司所在的低压电器行业的背景，分析了 N 公司所在低压电器行业的竞争 环境。通过对 N 公司低压电器行业客户关系进行整体分析与规划，根据客户价值进行分类， 并根据不同的客户价值制定维护客户关系的个性化方案，深度挖掘营销机会，提升客户满意 度及忠诚度，进而使公司获得更好的获利能力。本研究的主要目的是通过 N 公司的实际案例 分析研究传统制造业企业客户管理的问题和现状。N 公司目前维护客户关系的方法比较粗放， 几乎是用千篇一律的方案去面对市场中千差万别的客户，无法有效对客户进行精确分类、差 异化的客户关系管理，因而不可能达不到预期具有市场竞争力的效果。 本文通过对客户关系管理系统中数据的分析形成了细分行业客户的大客户的采购频率、 采购数量等数据进行分析结果，发现 N 公司实际运营过程中销售资源错配等问题。研究结果 通过引导企业从过去粗犷的决策决定客户费用投入方式转变为数据化、可视化、有效率的销 售资源投入方式。当销售资源优化的方案和相应实施的团队建设方案制定之后，高层管理人 员与中层管理人员需要共同研究方案实施的过程中，需要思考有哪些与公司目前实际的研发、 供应链及价值观等相差较大的实施方案，怎样去折中实现这些客户服务目标甚至是有选择性 的放弃。或者是思考客户需求挖掘过程中客户需求、满足客户需求的技术手段、客户需求的 挖掘成本、服务客户的回报率等，是否值得公司对相关客户关系维护付出这么大的投入。从 而得出当前最优的销售资源分配方案。给予客户匹配所需的本地化服务、定制化研发、专业 化的团队及合适销售费用投入，助力客户发展并与细分市场行业龙头共同发展。最终目标是 使得 N 公司获得在一些细分市场获取市场竞争地位。 关键词：低压电器公司、客户关系管理、客户识别、优化销售策略II Abstract Customer relationship management system and other applications greatly improve the operational efficiency of enterprises. In enterprise increasingly fierce market competition, enterprises must carry on the transformation from products to the market, understand customer's real needs, provide customer needs, resolve customer pain points is the enterprise survival, enterprises have accumulated a lot of customer relationship data, how to make the transformation of static to dynamic assets, let the data value is the purpose of N company's customer management system application competitiveness research. This article studies the background of the low-voltage electrical appliance industry where N Company is located, and analyzes the competitive environment of the low-voltage electrical appliance industry where N Company is located. Through the overall analysis and planning of the customer relationship in the low-voltage electrical appliance industry of N Company, the classification is made according to the customer value, and according to different customer values, the personalized plan for maintaining the customer relationship is developed, the marketing opportunities are deeply explored, the customer satisfaction and loyalty are improved, so as to make the company gain the overall profitability. The main purpose of this study is to analyze and study the problems and current situation of traditional manufacturing customer management through the actual case of N Company. At present, N company maintains customer relations in an extensive way, almost using a one-size-fits-all scheme to face customers who differ from each other in the market. Therefore, it is impossible for N company to effectively classify and differentiate customers in customer relationship management, so as to fail to achieve the expected effect of market competitiveness. Through the analysis of the data in the customer relationship management system, this paper has formed the analysis results of the purchase frequency, purchase quantity and other data of the key customers of segmented industry customers, and found the sales resource mismatch and other problems in the actual operation process of N Company. The research results guide the enterprises to change from the crude decision-making mode to the data-oriented, visual and efficient way of sales resource input. When sales resources optimization scheme and corresponding implementation team building plan formulation, senior managers and middle managers need to jointly study plan implementation process, need to think about what is with the N company's research andIII development, supply chain and the values of the actual large difference of the implementation of the scheme, such as how to achieve the customer service even compromise is selective to give up. Or we can think about whether it’s worthwhile for the company to invest so much in customer relationship maintenance in the process of customer demand mining, the technical means to meet customer demand, the cost of customer demand mining and the rate of return of customer service. Thus, the optimal distribution scheme of sales resources is obtained. Provide customers with the required localized services, customized service, professional team and appropriate sales cost input, help customers develop and develop together with industry leaders in the market segment. The ultimate goal is for N Company to gain a competitive position in some market segments. Key words: low-voltage electrical company, customer relationship management, customer identification, optimization of sales strategyIV 目录 第一章 绪论....1 1.1 研究背景..........................1 1.2 研究意义..........................2 1.3 研究目的..........................2 1.4 研究方法..........................2 第二章 研究综述...........................4 2.1 客户关系管理相关概念..4 2.1.1 客户关系概念.......4 2.1.2 客户关系管理概念4 2.2 客户关系管理理论..........5 2.2.1 国外关于客户关系理论研究..............5 2.2.2 国内关于客户关系理论研究..............7 2.3 客户识别..........................8 2.3.1 客户识别区分的原因..........................8 2.3.2 公司客户识别和分层..........................8 2.4 客户关系管理在低压电器行业中的应用.....9 第三章 N 公司简介及营销体系分析........................10 3.1 N 公司行业背景 .............10 3.2 N 公司背景介绍 .............11 3.3 N 公司主要产品分析 .....12 3.4 N 公司营销架构体系分析 ............................14 3.5 N 公司服务职能部门分析 ............................15 第四章 N 公司营销环境研究.....16 4.1 N 公司营销环境研究和竞争分析 ................16 4.1.1 N 公司业务发展外部环境分析 .........16 4.1.2 N 公司劣势行业客户分析 .................16 4.1.3 N 公司所在行业竞争态势分析 .........17 4.2 N 公司产品低压电器元件的营销特点 ........17 4.3 N 公司所在低压电器行业营销状况 ............18 4.3.1 N 公司低压电器元件产品的营销模式 ............................18 4.3.2 N 公司行业客户获取机会分析 .........19 第五章 N 公司客户关系管理问题与分析................21 5.1 N 公司 CRM 客户关系特点 .........................21 5.1.1 客户信息收集平台作用明显............21 5.1.2 CRM 客户关系系统能动态化及时共享信息 ..................21 5.1.3 CRM 销售预测促进供应链高效 .......22 5.1.4 CRM 项目报备制度明确责任避免内部冲突 ..................22 5.2 N 公司细分行业大客户分析 ........................23 5.2.1 N 公司大客户识别 .............................23 5.2.2 N 公司大客户需求问卷调查 .............27 5.2.3 N 公司大客户调查问卷结果 .............29 5.3 N 公司客户关系管理问题分析 ....................32 5.3.1 销售团队专业分工化不足................32 5.3.2 销售资源配置决策随意性................33V 5.3.3 经销商资源闲置.33 5.3.4 大客户定位不精准............................34 第六章 N 公司客户关系管理的优化提升与对策....35 6.1 N 公司大客户客户关系管理优化方案 ........35 6.1.1 N 公司不同行业大客户销售资源分配方案 ....................35 6.1.2 销售服务差异化团队的组建............38 第七章 研究结论与启示.............42 7.1 研究结论........................42 7.2 研究启示........................42 7.3 研究局限与展望............43