煤炭企業(yè)服務(wù)管理理論的應(yīng)用研究

PAGE13/NUMPAGES13《煤炭企業(yè)服務(wù)治理理論的應(yīng)用研究》論文摘要菲利普-科特勒（PhilipKotler）曾指出，服務(wù)代表了以后市場營銷治理和市場營銷學(xué)研究的要緊領(lǐng)域之一。長期以來，專門多人對“服務(wù)”有一個誤區(qū)，以為服務(wù)僅僅是產(chǎn)品本身的附屬品。事實(shí)上，越來越多的產(chǎn)品本身確實(shí)是服務(wù)，而不是傳統(tǒng)意義上的有形產(chǎn)品。在高度進(jìn)展和成熟的市場中，服務(wù)是最能夠制造價值的營銷利器，也是擺脫初級競爭（例如價格戰(zhàn)）的有效手段，因此成為市場營銷的核心。企業(yè)在進(jìn)行有形產(chǎn)品銷售時，服務(wù)以成為銷售的重要手段，成為企業(yè)間進(jìn)行市場競爭的焦點(diǎn)，并日益成為產(chǎn)品市場競爭的主角。企業(yè)營銷及市場競爭不僅需要市場營銷學(xué)作為理論基礎(chǔ)，而且需要服務(wù)治理學(xué)作為行動指導(dǎo)。本文由三個部分組成。第一部分是服務(wù)治理理論與營銷理論綜述，回憶了服務(wù)治理的概念及內(nèi)涵、服務(wù)質(zhì)量治理、服務(wù)戰(zhàn)略治理、市場營銷導(dǎo)向的服務(wù)治理。第二部分是基于服務(wù)理念的煤炭企業(yè)營銷治理，包括煤炭市場分析、煤炭企業(yè)客戶分析以及煤炭企業(yè)服務(wù)治理存在的問題及對策，對煤炭企業(yè)服務(wù)流程進(jìn)行了設(shè)計。我國煤炭行業(yè)自建國后一直處于高度的打算經(jīng)濟(jì)模式中，煤炭企業(yè)的產(chǎn)銷要緊依靠國家打算，企業(yè)能夠不考慮外部環(huán)境，不去分析自身的優(yōu)、劣勢，而只重視打算指標(biāo)的完成情況。我國逐步建立社會主義市場經(jīng)濟(jì)后，煤炭企業(yè)在從行業(yè)總體打算平衡向市場調(diào)節(jié)的轉(zhuǎn)變中，同意了專門大的沖擊，既體驗(yàn)過市場經(jīng)濟(jì)的供不應(yīng)求，也在行業(yè)總體規(guī)范不足造成的嚴(yán)峻供過于求中困難跋涉過，尤其是在97年后半年亞洲金融危機(jī)的阻礙下，隨著上下游基礎(chǔ)產(chǎn)業(yè)的整體不景氣，煤炭企業(yè)面臨的市場壓力加大，傳統(tǒng)的營銷思路和方法局限性專門大，這引發(fā)了各類人士對包括煤炭在內(nèi)的工業(yè)品營銷方法的關(guān)注。隨著國家對煤炭行業(yè)的結(jié)構(gòu)性調(diào)整的進(jìn)一步深化，我國煤炭行業(yè)的進(jìn)展越來越向市場化、規(guī)范化、高效可持續(xù)方向邁進(jìn)。國家“關(guān)井壓產(chǎn)”的政策導(dǎo)向使代表先進(jìn)生產(chǎn)力水平和先進(jìn)生產(chǎn)方式的大中型煤礦在行業(yè)中的比重越來越大，小煤礦自1998年以來已先后關(guān)閉2/3以上，煤炭行業(yè)的產(chǎn)業(yè)集中度在不斷擴(kuò)大。同時，煤炭企業(yè)的客戶也同樣經(jīng)歷了一輪產(chǎn)業(yè)結(jié)構(gòu)調(diào)整的考驗(yàn)，煤炭企業(yè)客戶的需求和價值取向已發(fā)生了專門大的變化。為適應(yīng)這種市場變化和行業(yè)調(diào)整的要求，同時也為了應(yīng)對WTO的挑戰(zhàn)，煤炭企業(yè)必定要同意服務(wù)治理這一新的治理思想和先進(jìn)治理工具。第三部分從微觀上對金牛能源股份有限公司構(gòu)建服務(wù)營銷治理體系進(jìn)行了設(shè)想，闡述了金牛能源股份有限公司市場營銷現(xiàn)狀，構(gòu)建服務(wù)體系的戰(zhàn)略考慮，最后是構(gòu)建服務(wù)治理體系的營銷舉措。煤炭是一次性能源，煤炭產(chǎn)品是消耗性商品。煤炭作為消費(fèi)量大而且是一次性商品來講，它不同于象家電類耐用品，煤炭客戶在一次消費(fèi)完畢后就接著有下一次的需求；同時它也不象日用百貨類的消費(fèi)品，它的客戶相對來講要集中的多，也確實(shí)是講它面對的客戶要少的多。由于煤炭的非再生性，也就決定了煤炭客戶對煤炭購買的反復(fù)性，從那個角度來看，反復(fù)、多次的購買必定會出現(xiàn)客戶對煤炭企業(yè)的選擇，同時也存在煤炭企業(yè)對客戶的優(yōu)化。在這兩個互動過程中，煤炭客戶必定會對煤炭企業(yè)的服務(wù)、產(chǎn)品及質(zhì)量提出更高層次的要求。隨著煤炭企業(yè)自身的進(jìn)展要求，行業(yè)的產(chǎn)業(yè)集中度的加強(qiáng)，客戶對煤炭企業(yè)的產(chǎn)品質(zhì)量、運(yùn)輸服務(wù)等要求越來越高。因此，傳統(tǒng)的煤炭企業(yè)越來越有必要借助服務(wù)治理這一有效的先進(jìn)的治理工具來提高自身的競爭水平，進(jìn)一步吸引、鞏固和擴(kuò)大長期穩(wěn)定的客戶群，從而實(shí)現(xiàn)可持續(xù)進(jìn)展。煤炭產(chǎn)品營銷作為工業(yè)品營銷的一種代表，與服務(wù)品營銷具有專門大的相似性，煤炭產(chǎn)品營銷的實(shí)質(zhì)是通過滿足顧客需求追求效益最大化，客戶是企業(yè)營銷的主體，客戶需求日益?zhèn)€性化和多元化已成為一種趨勢。營銷的最終目標(biāo)是取得最高程度的顧客中意度，獲得顧客忠誠，與顧客建立長期的戰(zhàn)略合作伙伴關(guān)系。而建立長期的客戶關(guān)系就要結(jié)合煤炭產(chǎn)品同質(zhì)無差異性的性質(zhì)，準(zhǔn)確而全面地把握和理解客戶在不同中意度層次的需求，在此基礎(chǔ)上為客戶制造相應(yīng)的價值，從而建立長期穩(wěn)定的合作關(guān)系，實(shí)現(xiàn)企業(yè)與客戶的雙贏。本文從服務(wù)治理的角度去分析了我國現(xiàn)在的煤炭企業(yè)和煤炭市場，結(jié)合煤炭市場和煤炭客戶在國家經(jīng)濟(jì)結(jié)構(gòu)調(diào)整過程中的變化，煤炭企業(yè)普遍將營銷目標(biāo)轉(zhuǎn)向大客戶，同時煤炭產(chǎn)品消費(fèi)頻次高，顧客重復(fù)購買多，顧客轉(zhuǎn)換成本相對較低，如此煤炭企業(yè)特不需要引入服務(wù)這一專門好的營銷理念和營銷手段。本文在探討煤炭企業(yè)引入和應(yīng)用服務(wù)治理的可能性時，利用金牛能源股份有限公司作為特例，以內(nèi)部營銷與關(guān)系營銷作為營銷舉措，從新構(gòu)建了企業(yè)服務(wù)治理體系，力求對我國煤炭企業(yè)的營銷實(shí)踐具有一定的指導(dǎo)意義。服務(wù)治理是煤炭企業(yè)開發(fā)、維護(hù)和保留顧客的重要理念和工具，良好的長期的服務(wù)不僅能夠增加購買份額，帶來重復(fù)購買和大量的推舉，而且能夠節(jié)約銷售費(fèi)用，有效地整合企業(yè)內(nèi)部資源，提高企業(yè)的核心競爭力。它也是企業(yè)的重要的無形資產(chǎn)。煤炭企業(yè)對服務(wù)治理的實(shí)踐會專門快進(jìn)入一個關(guān)鍵的進(jìn)展時期，同時對工業(yè)品營銷將起到一定的示范作用。

關(guān)鍵詞：服務(wù)治理營銷治理煤炭企業(yè)服務(wù)治理體系A(chǔ)bstract

PhilipKotlerhadeverpointedout,thatserviceisoneofthemainareaofMarketingmanagementandMarketingresearchinthefuture.Foralongtime,manypeoplehavebeenmistakingthatserviceisjusttheaccessoryofproducts.Asamatteroffact,moreandmoreproductsthemselvesareservice,ratherthanvisibleproducts.Intheadvanceddevelopingandmaturemarket,serviceisthemanagementcore.Thereasonisthatserviceisthesharpweaponofcreatingvalue,andisalsotheeffectivemeansofcastingprimarycompetition(e.g.pricebattle).Whentheenterprisesellsvisibleproducts,servicehasbeentheimportantmanagementmeans,thefocusofmarketcompetitionbetweenthebusinesses,andtheleadingroleofproductcompetitioninthemarketgradually.ThebusinessmanagementandmarketcompetitionnotonlyneedMarketingasthetheoreticalbasis,butalsoServicemanagementasactionguide.Thepapercanbedividedintothreeparts.ThefirstpartsummarizesthetheoriesofServicemanagementandMarketingmanagement,andreviewstheconceptandconnotationofServicemanagement,themanagementofservicequalityandservicestrategy,andthemarketing-leadservicemanagement.Thesecondpartisbasedontheservicenotiononmanagementofcoalenterprises,whichincludesanalysisoncoalmarketandclientsofcoalenterprises,analysisonsomeproblemswhichhaveexistedintheservicemanagementandthewaystodealwiththem,therebymakesadesignofserviceprocessflowforcoalenterprises.Thecoalprofessionhasalwaysbeenbeingplacedinthehighplannedeconomymodeafterourcountryhadbeenfound.Theproduction&salesofthecoalenterprisedependsonthenationalplanningprimarily,andittakenoaccountoftheexteriorenvironment,doingnotgotoanalyzetheoneselfexcellentorbadsituation,butonlystressthecompletenessoftheplanindexsign.Duringthechangefromtotalplaninprofessionequilibriumtomarket,coalenterpriseacceptedtheverybigimpactafterourcountryestablishesthesocialismmarketeconomygradually.Iteitherexperiencesthesupplyfallsshortofdemandofthemarketeconomy,ordifficultlytrudgedintheshortageoftotalnorminindustryresultsinseriouslytosupplyexceedsdemand.Especially,intheinfluenceofthefinancialcrisisinthelaterhalfof1997inAsia,alongwiththewholeofthefoundationindustrybeinarecession,marketpressureenlargementthatcoalbusinessenterpriseface,thetraditionalmarketingmindandmeansconfinesverybig.Thiscausedvariouspersonagestoconcernthemarketingmethodsofindustrialproductsincludingthecoalproduct.Withthenationfurtherdeepturningoftheadjustmenttotheconstructionofthecoalprofession,thedevelopmentoftheourcountrycoalprofessionturnsmoreandmoretomarket,norm,efficiencyandpersistencedirection.Thepolicy-orientofnation“shutdownwelltoreducetheproduce”makesthebigandmedium-sizedminethatrepresentstheadvancedproductivityandproductionmodetoaccounttheweightmoreandmoreintheindustry.Thesmallcoalmineshavebeenclosed2/3abovesuccessfully.Theindustrialconcentratesdegreeofthecoalprofessionisincreasingcontinuously.Atthesametime,thecustomersofthecoalenterprisesalsoexperiencedatestthatindustrialstructureequally,anditsneedandvaluehavechangedverybig.Foradaptingtherequestofthemarketvarietyandtheprofessionadjust,alsoforthesakeofchallengeoftheWTO,thecoalenterprisesacceptstheservicemanagementnecessarily,thenewmanagementmindandtheadvancedmanagementtool.ThethirdpartmakesadetailedplanonthesystemofservicemanagementforGolden-OxEnergyShareLimitedCompanyandsetsforthitspresentconditionsofMarketingmanagement.Aftermakingsomestrategicthoughtonservicesystem,theysetupaseriesofreasonablemeasuresforthesystemofservicemanagement.Thecoalisonce-usedsource.Thecoalproductistheconsumedmerchandise.Asthehuge-consumedandonce-usedmerchandise,thecoaldifferfromappliances,thecoalconsumersmakethenextpurchaseimmediatelyafterthisconsuming.Meanwhile,it’salsonotsimilartotheconsumergoodsofordinarymerchandise.Itscustomerswereconcentratedmorecomparatively,andalsoistosaythattheamountofcustomersitfacesisverylittle.Thenon-rebornofcoalleadsthecoalcustomerstopurchasemanytimes.Fromthisangle,purchaserepeatedlymakesthecustomerstochoicethecoalenterprisescarefullywhilethecoalenterprisesalsochoicethetargetcustomers.Inthesetwointeractiveprocesses,thecoalcustomerswillputforwardthehigherlevelrequesttoservice,productandquantitiesofthecoalenterprises.Withthedevelopmentofthecoalenterprise,thestrengthenoftheindustrialconcentrationoftheprofession,therequestwhichthecustomersputforwardtothecoalenterpriseswillbecomemoreandmorehigh.Therefore,traditionalcoalenterpriseweremoreandmorenecessarilyinvirtueofservicemanagement,theeffectiveadvancedmanagementtool,toimprovetherecompetitivelevel,furthertolure,consolidateandextendthestablelong-termcustomers,therebytorealizetheircontinuousdevelopment.Asakindofrepresentativeoftheindustrialarticlemarketing,thecoalproductmarketingisverysimilartotheservicearticlemarketing.Thesubstanceofthecoalproductmarketingistomaximizethebenefitbythewayofsatisfyingthecustomers’needs.Thecustomeristhemainbodyofbusinessmarketing.Ithasbeenatrendthatthecustomerrequiresbecomeindividuationanddiversificationincreasingly.Theendtargetofthemarketingistoobtainthemostdegreeofcustomersatisfactionandloyalty,andtobuildthelong-termstrategiccooperativepartnerrelationshipwiththecustomers.Toestablishthelong-termcustomers’relationshipistocombinethecharactersofsamequalityandnon-diversityofcoalproduct,andtoholdandunderstandthedifferentneedsofthecustomersaccuratelyandentirely,andcreatethehomologousvalueforthecustomersabovethisfoundation,therebyestablishthestablelong-termcooperativerelationship,realizethedoublewinbetweenthecustomersandenterprises.Inservicemanagementaspect,ithasanalyzedthepresentcoalenterpriseanditsmarketinourcountry.Combiningthetransformofourcountry’seconomicstructurebetweenthem,thecoalenterpriseshavegenerallychangedtheirmanagementtargetintolargecustomer.Meanwhile,becauseofthehighconsumefrequencyofthecoalproducts,manytimesrepeatpurchaseandthecomparativelylowtransformcost,theenterpriseswereextremelyrequiredtoconductaservice——thegoodmarketingconceptandmethods.Byexploringthepossibilityofleadandapplicationinservicemanage