摘要
I
摘要
在市场竞争日益激烈的今天，客户资源的多少已经成为衡量一家公司竞争
能力的指标。对于制造业来说，完全依靠赚取生产的产品附加值作为利润的行
业，其每年营业额度的高低是评判公司优劣的直接因素。要想获得更高的营业
额度，最重要的一环就是赢得更多的客户，抢占更广阔的市场。但是客户真的
是越多越好吗？事实上，任何一家企业的客户都有优劣之分，大部分企业的营
业利润仅由占其客户总额百分之二十的优质客户贡献，而一些劣质客户不仅无
法给企业带来盈利，甚至会让企业面临利润的负增长。因此如何在企业的客户
群体中筛选出优质客户，剔除劣质客户，是企业运营中十分重要的一环

笔者所就职的 G 传动系统公司成立至今已有十数年历史，在这十多年中，G
传动公司凭借其优秀的产品质量，卓越的核心技术赢得了巨大的客户资源群体

G 传动公司也有一套办法对庞大的客户群体进行筛选、甄别、管理，即使如此，
在这些客户群体中，依然有优劣之分。本文通过分析 G 传动公司当前客户分类
策略，针对其存在的仅以销售额度为客户的等级划分标准，客户管理与企业发
展方向脱节等问题，结合 G 传动公司未来的发展战略对当前客户分类策略、客
户分类流程做出优化，并提出相关保障措施

通过本文的研究，希望可以改善 G 传动系统公司当前的客户分类管理水平，
优化公司客户分类策略，提高对关键客的服务效率，从而提升 G 传动公司在变
速箱制造欧亿·体育（中国）有限公司的竞争力，也可以为相关研究提供一定的参考与借鉴

关键词：G 传动系统公司；客户等级分类；策略优化ABSTRACT
II
ABSTRACT
In an increasingly competitive market today, what customer resources has
become a measure of competition ability of a company&39;s target. For manufacturing,
depend entirely on the earned value added in the production of products as the profit
of the industry, the amount of its annual operating height is the direct factor of
judging company advantage. To get higher operating lines, one of the most important
is to win more customers, grab a broader market. But the customer is the more the
better In fact, any enterprise customers, or most of the company&39;s operating profit by
accounting for only twenty percent of its total customer quality contribution to
customers, and some bad customers not only cannot bring profit, even will make
enterprises facing negative profit. So how to select high-quality customers in the
enterprise customer base, to eliminate bad customers, is a very important part of the
corporate sector.
On the G drive system in the company since its establishment has ten years’
history, in this decade, G drive company with its excellent product quality, excellent
core technology won a huge customer resources. G transmission company is also a
way for large customer group screening, screening, management, even so, in the
customer group, there are advantages and disadvantages. Current customer
classification based on the analysis of G drive company strategy, existing only for its
sales quota as the customer hierarchy of standards, customer management and
business development direction, combined with the G drive the company&39;s future
development strategy for the current customer classification strategy, customer
classification, process optimization, and the relevant guarantee measures are put
forward.
Through the study of this article, the hope can improve company G transmission
system the current level of customer classification management, optimize the
company&39;s customer classification strategy, improve the efficiency of key customer
service, so as to improve enterprise&39;s core competitiveness. At the same time also
hope that this article can for the manufacturing industry of customer classification,
key account management provide certain reference and reference.
Key words: G transmission systems; Customer classification; Strategies to optimize目 录
III
目 录
第 1 章 绪论.....1
1.1 研究目的及意义 .........1
1.2 国内外研究现状 .........1
1.2.1 国外研究现状 ...2
1.2.2 国内研究现状 ...3
1.3 研究内容及方法 .........5
第 2 章 客户分类管理及相关理论概述.........7
2.1 80/20 法则 ........7
2.2 一对一营销理论 .........8
2.3 客户分类管理理论 .....8
2.4 客户分类管理的必要性 .........9
第 3 章 G 传动系统公司的客户分类管理现状分析 ...........11
3.1 G 传动系统公司及产品概述 11
3.2 G 传动系统公司客户分类管理现状及问题点 ........12
3.2.1 仅以销售额作为分类依据 .....12
3.2.2 客户分类管理与企业发展脱节 .........15
3.2.3 关键类客户管理效率低下 .....15
第 4 章 G 传动系统公司客户分类管理优化策略 ...17
4.1 客户等级分类流程化 ...........17
4.2 客户等级分类 ...........19
4.2.1 分类策略 .........19
4.2.2 生产交付策略 .23
4.2.3 客户类型的调整及调整流程 .25
4.3 客户潜力分析优化策略 .......26
4.3.1 升级潜力客户 .26
4.3.2 筛选、甄别小客户 ...27
4.4 提高关键类客户管理和服务效率 ...28目 录
IV
4.4.1 优化服务结构 .28
4.4.2 完善关键客户的管理 .28
4.5 关键类客户信息系统对接策略 .......30
第 5 章 G 传动系统公司客户分类管理优化策略的实施保障 .......32
5.1 过程管控 .......32
5.2 人资保障 .......33
5.2.1 建立人才管理中心 .....34
5.2.2 健全培训体系与制度 .34
5.3 资金保障 .......35
5.4 组织管理保障 ...........36
第 6 章
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