合肥市移动公司客户经理工作能力提升研究
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合肥移动公司客户经理能力提升研究
摘 要
伴随着电信行业竞争的日趋激烈，集团客户市场由于其消费群体大，贡献度大，
社会效应大等原因其重要性日趋显现。而随着全业务时代的到来，移动公司在集团客
户市场的发展面临着巨大挑战。由于移动公司在进入全业务领域时，对经营固网类业
务经验不足，集团客户市场有较高的潜在流失风险。因此，建设面向集团客户工作的
运营支持体系和完善的管理体系，完成从以满足个人客户市场向集团客户市场、从移
动业务向全业务的转型，成为集团市场发展的重点。
同时客户经理能力的提升也成为各通信运营商关注的焦点之一。由于客户经理是
连接运营商与客户的重要纽带和桥梁，其个人能力 的高低和服务质量的水平很大程
度上影响着客户对运营商的满意度、忠诚度和贡献度。然而在实际工作中，客户经理
在面对客户时，却状况多多，问题重重，或者营销技巧不到位，或者羞于谈销售，
或者无法深入阐明集团产品的价值，或者无法处理客户异议等等。而且在对客户经理
的管理考核中也存在种种问题，班组长管理能力弱，缺乏有效的监控和管理手段、绩
效考核形同虚设等等。如何提升客户经理的服务营销技能，使他们更好的为中国移动
创造价值是必须考虑的重要工作，为此我们必须对客户经理提出全新的要求，要求
客户经理在全面提升服务质量的同时更要加强营销意识的强化和营销技能的提升，
不仅要求尽职尽责，完成好本职工作，更希望他们能在各自的岗位上有卓越的表现 ，
积极努力地扩展市场，为移动公司创造更高的市场价值。
本文以安徽移动合肥分公司为样本，以其客户经理为研究对象，通过访谈、跟访
等多种途径对合肥移动公司近 100 位客户经理的工作进行实地调研，结合公司各项
经营工作的开展对其在实际工作中存在的问题进行分析总结，提出通过“两个建立、
两个提升、一个优化”（建立客户经理“日可控”工作模式、建立客户经理班组“日
可控”管理模式、提升客户经理保有与营销效果、提升客户经理现场营销能力、优化客
户经理绩效考核模式）达到提升客户经理集团维系与产品拓展能力的目的。
本文希望能够将客户经理能力的提升与中国移动集团客户运营和发展的战略目
标真正结合起来，通过体系的优化，能力的提升，充分的调动该群体开展主动营销
的积极性和创造性，提升客户经理的营销效率，使其能够真正发挥助力公司集团客
户营销发展的作用，为中国移动在集团客户领域的营销发展和运营维系打下坚实的
基础。
关键词：通信行业 客户经理 能力提升
Study on Customer Managers’ ability enhancement in
Hefei Branch of China Mobile
ABSTRACT
The significance of group customers gradually shows owing to its huge amount of
consumers, great contribution and profound social influence, with the fierce competition
among telecommunications circle. The China Mobile faces great challenges when it comes
to the multi-purpose (service ranging from personal communications to group consumers,
from mobile communications to Internet band service, etc) service era. It has a relatively
high risk in operating group customers market owing to its inexperience in operating
Internet Band business service. Hence, it is of essence to develop group customers market
to build a mechanism concerning operation of group customers’ service and management
systems, in order to fulfill the goal of building Multi-purpose telecommunications service.
Meanwhile, the promotion of managers’ sales ability is the main focus of all
telecommunications companies. Its sales ability has great influence in consumers’
satisfaction, loyalty and contribution to telecommunications companies owing to its bridge
role between telecommunications companies and consumers. However, customer managers
may be in short of sales skills, unwilling to mention sales, unable to fully illustrate the
importance of group products and unable to explain the customers’ problems. Besides, the
judgment mechanism also has its loophole, such as poor management of team leaders,
inefficiency regulation and management and unrealistic judgment mechanism. How to
improve customer managers’ sales ability and enhance the contribution they brought to the
China Mobile is worthy of consideration in the next work. Hence, we need to have new
requirements to customer managers, asking them to enhance the sense of sales and sales
skills as well as fully enhance of service quality. They not only need to fulfill the personal
task, but also strive to broaden sales markets and have outstanding performance to make a
great contribution to the China Mobile.
This paper, setting Hefei branch, Anhui, China Mobile as a sample, targeting its 100 or
more customer managers, through talking, visiting, all sorts of means, with the analysis of
its daily work and problems, offers a “two establishment, two enhancement, one
optimization” strategy （to establish customer managers day-to-day control work
mechanism, to establish day-to-day customer managers teams management system, to
improve customer managers’ maintenance and sales effect, to enhance customer managers’
face-to-face sales ability, to optimize customer managers’judgement mechanism） in order
to realize the goal of improving the maintenance and development ability of customer
managers.
This paper aims at combining the enhancement of customer managers’ ability with
strategic goal of China Mobile’s group consumers business operation and development.
Through optimization of system and improvement of sales ability, it aims at fully arousing
customer managers’ enthusiasm and creation in sales, improving sales efficiency, so as to
lay a solid basis to business development and operation in group consumers circle for the
China Mobile
Key words: telecommunications circle; customer managers; ability enhancemen
目 录
第一章 绪论..............................................1
1.1 选题背景................................................................................................................1
1.2 相关理论基础和国内外研究综述......................................................................2
1.2.1 客户经理制相关理论成果........................................................................2
1.2.2 绩效管理理论成果....................................................................................4
1.2.3 客户经理能力提升研究综述.....................................................................6
1.3 研究内容和方法....................................................................................................7
1.3.1 研究内容.....................................................................................................7
1.3.2 研究方法....................................................................................................8
第二章 合肥移动公司客户经理工作概述.....................10
2.1 合肥移动公司概况.............................................................................................10
2.2 合肥移动公司集团客户工作概况....................................................................10
2.2.1 工作组织架构..........................................................................................10
2.2.2 集团客户部主要工作内容......................................................................12
2.3 合肥移动公司客户经理任职条件....................................................................13
2.3.1 基础条件...................................................................................................13
2.3.2 能力要求...................................................................................................13
2.4 合肥移动公司客户经理职责描述....................................................................14
2.4.1 合肥移动公司客户经理定位.................................................................14
2.4.2 主要职责...................................................................................................14
2.4.3 客户经理工作流程..................................................................................15
第三章 合肥移动公司客户经理工作能力存在的问题分析.......17
3.1 客户经理工作目标不明确.................................................................................17
3.1.1 集团客户资料准确性存在问题，无法指导业务精确发展...............17
3.1.2 时间管理、走访安排存在紊乱现象.....................................................17
3.1.3 计划管理存在失误、不能正确指导工作.............................................17
3.2 客户经理班组管理方面存在的问题................................................................19
3.2.1 班组长管理定位、职能不明确.............................................................19
3.2.2 班组管理工具、方法欠缺......................................................................20
3.2.3 班组长管理模式与内容不统一.............................................................20
3.2.4 班组长管理信服力不足、成员团队意识不足....................................20
3.2.5 班组长考核分值很少，而且经常被忽视.............................................20
3.2.6 晨夕会管理缺乏有效操作模式，流于形式........................................20
3.3 客户经理绩效考核中存在的问题....................................................................21
3.3.1 绩效考核缺乏双向沟通..........................................................................21
3.3.2 信息化项目经理、客户经理考核指标存在冲突................................21
3.3.3 绩效成绩难以体现工作业绩.................................................................21
3.4 客户经理营销方面存在的问题.........................................................................21
3.4.1 营销目的性不强，效果不明显.............................................................21
3.4.2 营销准备不充分，且缺乏产品衍生意识.............................................22
3.4.3 对客户异议处理能力薄弱......................................................................22
3.4.4 客户经理拜访集团只关注联系人和关键人，忽视集团基础成员...23
3.5 客户经理知识储备不足.....................................................................................23
3.5.1 偏技术的专业知识掌握薄弱.................................................................23
3.5.2 培训效果欠佳............................................................................................23
3.6 客户经理归属感不足.........................................................................................23
第四章 合肥移动公司客户经理能力提升建议.................24
4.1 建立客户经理“日可控”工作模式................................................................24
4.1.1 明确客户经理日常工作流程.................................................................24
4.1.2 引入《客户经理日行事例》.................................................................24
4.2 建立客户经理班组“日可控”管理模式........................................................26
4.2.1 明确班组长工作职责..............................................................................26
4.2.2 提升班组长“发现、分析、解决问题”的能力................................26
4.2.3 导入节点控制、短板比对、数据监控等管理方法............................27
4.3 提升客户经理保有及营销效果.........................................................................28
4.3.1 建立集团保有关键信息监控与实时预警机制....................................28
4.3.2 构建集团产品资源深挖和预警平台.....................................................30
4.3.3 引入“RVC”综合效能指数...................................................................30
摘要：
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合肥移动公司客户经理能力提升研究摘要伴随着电信行业竞争的日趋激烈，集团客户市场由于其消费群体大，贡献度大，社会效应大等原因其重要性日趋显现。而随着全业务时代的到来，移动公司在集团客户市场的发展面临着巨大挑战。由于移动公司在进入全业务领域时，对经营固网类业务经验不足，集团客户市场有较高的潜在流失风险。因此，建设面向集团客户工作的运营支持体系和完善的管理体系，完成从以满足个人客户市场向集团客户市场、从移动业务向全业务的转型，成为集团市场发展的重点。同时客户经理能力的提升也成为各通信运营商关注的焦点之一。由于客户经理是连接运营商与客户的重要纽带和桥梁，其个人能力的高低和服务质量的水平很大程度上影响着...
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作者：朱铭铭
分类：高等教育资料
价格：12积分
属性：42 页
大小：1.2MB
格式：DOC
时间：2024-09-30
