How to use CRM to improve the competitiveness of t

2022-07-23
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How to use CRM to improve competitiveness in textile machinery industry

crm requires enterprises to focus on customers throughout the customer life cycle, improve customer satisfaction and loyalty by improving the relationship between enterprises and customers, so as to achieve the purpose of increasing enterprise income and optimizing enterprise profits. Began to be concerned by more and more manufacturing enterprises

Customer Relationship Management (CRM) came into being in the 1990s. It requires enterprises to focus on customers throughout the customer life cycle, improve customer satisfaction and loyalty by improving the relationship between enterprises and customers, so as to achieve the purpose of increasing enterprise revenue and optimizing enterprise profits. After more than ten years of development, CRM theory has gradually matured. In the open group, there are two connected "3"; Seeking acquaintance and cooperation rdquo; More and more manufacturing enterprises pay attention to the red packets after the rampant bombardment

China's textile plastic tensile testing machines are more and more frequently used in the laboratories of plastic injection molding and extrusion manufacturers. The market competition in the machinery industry is very fierce. In the high-end market, foreign textile machinery enterprises have occupied more than half of China's textile machinery market for a long time with obvious technological advantages. In the middle and low-end market, domestic textile machinery enterprises have an obvious competitive situation. The homogeneity of products and the specificity of assets have led domestic textile machinery enterprises to compete for market share with each other, and even a situation of malicious competition among multiple subsidiaries of the same textile machinery enterprise has emerged

according to the statistics of 606 enterprises in the industry by China Textile machinery and equipment industry association, in recent years, in the fierce market competition, the market share of state-owned textile enterprises has decreased year by year. The average profit margin of China's textile machinery industry is between 5% and 6%, while the average profit margin of state-owned textile machinery enterprises is about 3.5%, lower than the industry average. In order to change this situation, we must face up to the problems existing in the business activities of state-owned textile machinery enterprises, especially improve the customer service level, including the reaction speed, the quality of maintenance personnel, establish a good image of the enterprise, and enhance customer satisfaction with technology priority

using CRM to enhance competitiveness

Customer Relationship Management (CRM) came into being in the 1990s. It requires enterprises to focus on customers throughout the customer life cycle, improve customer satisfaction and loyalty by improving the relationship between enterprises and customers, so as to achieve the purpose of increasing enterprise revenue and optimizing enterprise profits. After more than ten years of development, CRM theory has gradually matured and begun to be concerned by more and more manufacturing enterprises

the school of resource capability believes that today's competitive advantage of enterprises is no longer reflected in fixed assets such as plant and equipment, because these production factors are easily available in the market, and they are no longer barriers for competitors to enter; On the contrary, intangible assets such as customer resources and corporate image that were neglected in the past have become the competitive advantage of enterprises because they are not easy to be copied. To a certain extent, the ability to grasp customers has become the fundamental for textile machinery enterprises to gain competitive advantage

the application of CRM in state-owned textile machinery enterprises will help enterprises optimize the value chain, realize the balance between maximizing customer value and maximizing enterprise income, and finally help enterprises and customers establish a long-term mutually beneficial relationship. At present, there are many reasons for the slow promotion of CRM in state-owned textile machinery enterprises. The main reason is that enterprises lack a deep understanding of the importance of customer resources in modern competition. For example, many state-owned textile machinery enterprises mainly focus on after-sales customer service for end customers; Secondly, the innovation and competition consciousness of state-owned textile machinery enterprises is weak due to the old system and old ideas; In addition, the state-owned small and medium-sized textile machinery enterprises have a low degree of informatization, which makes the implementation of CRM lack of necessary foundation. With the intensification of industry competition, China's state-owned textile machinery enterprises will pay more and more attention to the ability to grasp customer resources, so they will pay more attention to the understanding and application of CRM

we can analyze the application of CRM in state-owned textile machinery enterprises at three levels:

macro level

establish the idea of "key customers" centered on customers

how to purchase testing machines

at the macro level, CRM is an idea, which requires state-owned textile machinery enterprises to focus on customers throughout the customer life cycle, improve the relationship between enterprises and customers, improve customer satisfaction and loyalty, and improve the enthusiasm of employees, so as to achieve the purpose of increasing enterprise income and optimizing enterprise profits. State owned textile machinery enterprises often understand customers from the traditional perspective of marketing, and generally only analyze and manage end customers. The so-called "key customers" refer to customers in a broad sense. It includes not only external customers such as individual or group consumers who widely exist in the market and have different needs for the products or services of the enterprise, but also internal customers such as suppliers, distributors and subordinate functional departments, branches, offices and branches of the enterprise. Establishing the idea of "key customers" helps state-owned textile enterprises to realize that in order to achieve high-quality performance in a value chain, they need to pay attention to all customers in the process

meso level

carry out business activities around customer relations

at the meso level, CRM is a set of programs, which requires enterprises to carry out marketing, sales and service activities closely around customer values, effectively integrate internal and external resources, establish reasonable business processes, and discover and capture various customer behaviors at any time. To carry out business activities around customer relations, enterprises must pay attention to the satisfaction and loyalty of end customers, the interests of upstream and downstream partners, and the needs of internal employees

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