電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)
定 價(jià):55 元
- 作者:廣州供電局有限公司
- 出版時(shí)間:2018/1/1
- ISBN:9787519812010
- 出 版 社:中國(guó)電力出版社
- 中圖法分類(lèi):F426.61
- 頁(yè)碼:152
- 紙張:膠版紙
- 版次:1
- 開(kāi)本:16開(kāi)
新一輪的電力體制改革是以市場(chǎng)化為導(dǎo)向,聚焦還原電力產(chǎn)品的商品屬性,將有序放開(kāi)輸配環(huán)節(jié)以外的競(jìng)爭(zhēng)性環(huán)節(jié)電價(jià),有序向社會(huì)資本放開(kāi)配售電業(yè)務(wù)。在售電環(huán)節(jié),市場(chǎng)的競(jìng)爭(zhēng)性和產(chǎn)品的同質(zhì)性矛盾,要求售電企業(yè)必須重視產(chǎn)品品牌化和服務(wù)差異化建設(shè)。對(duì)電網(wǎng)企業(yè)而言,要想在售電側(cè)市場(chǎng)放開(kāi)的過(guò)程中獲得先發(fā)優(yōu)勢(shì),就必須重視并解決這一問(wèn)題。本書(shū)是對(duì)電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的有效嘗試,包含4章,第1章是概述,探討電網(wǎng)企業(yè)所處的外部環(huán)境,能源消費(fèi)者需求的變化,分析電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型的方向;第2章探討電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型的方法和思路;第3章是對(duì)電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)的探索與實(shí)踐,從管理模式和業(yè)務(wù)模式兩個(gè)階段來(lái)梳理營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的思路;第4章則為電網(wǎng)企業(yè)的營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型進(jìn)行總結(jié)和展望。
電網(wǎng)企業(yè)轉(zhuǎn)型的實(shí)用參考書(shū)
電力資源作為國(guó)家的戰(zhàn)略資源,對(duì)保證國(guó)家安全、維護(hù)國(guó)民經(jīng)濟(jì)穩(wěn)定運(yùn)行、保障社會(huì)體制機(jī)制有效運(yùn)轉(zhuǎn)起到了至關(guān)重要的作用。如何安全、充分、高效地保證整個(gè)社會(huì)的電力供應(yīng),一直是世界各國(guó)政府不斷探索和實(shí)踐的重要課題。中國(guó)的電力體制改革起源于20 世紀(jì)80 年代中期,國(guó)家對(duì)長(zhǎng)期以來(lái)由中央統(tǒng)一出資的電力投資體制進(jìn)行改革,電力工業(yè)實(shí)施誰(shuí)投資、誰(shuí)受益政策,極大地調(diào)動(dòng)了社會(huì)各方出資辦電的積極性。第二輪的電力體制改革發(fā)生在20 世紀(jì)末到21 世紀(jì)初,主要是進(jìn)行政企分開(kāi)和公司化改組,1997 年成立國(guó)家電力公司,作為獨(dú)立的企業(yè)法人實(shí)體對(duì)中央出資的發(fā)電、輸電、變電、配電、供電等資產(chǎn)實(shí)施一體化管理。1998 年電力工業(yè)部撤消,電力行政管理權(quán)移交國(guó)家經(jīng)濟(jì)貿(mào)易委員會(huì)及地方政府,電力工業(yè)的行政管理體制和電網(wǎng)企業(yè)的管理體制開(kāi)始確立。第三輪的電力體制改革發(fā)生在21 世紀(jì)初,這個(gè)階段主要是集中解決廠網(wǎng)分離和主輔分離的問(wèn)題。2002 年初,國(guó)家電力公司重組成立國(guó)家電網(wǎng)公司、中國(guó)南方電網(wǎng)有限責(zé)任公司、五大發(fā)電集團(tuán)公司和四大輔業(yè)集團(tuán)公司。2003 年,國(guó)家電力監(jiān)管委員會(huì)成立,頒布《電力監(jiān)管條例》,國(guó)務(wù)院批準(zhǔn)國(guó)家發(fā)展和改革委員會(huì)的《電價(jià)改革方案》,逐步推行發(fā)、輸、配、售電價(jià)形成機(jī)制和電價(jià)管理原則。新一輪的電力體制改革以2015 年3 月,中共中央和國(guó)務(wù)院下發(fā)的《關(guān)于進(jìn)一步深化電力體制改革的若干意見(jiàn)》為標(biāo)志,本輪電力體制改革以市場(chǎng)化為導(dǎo)向,遵循放開(kāi)兩頭、監(jiān)管中間的原則,向社會(huì)資本放開(kāi)售電業(yè)務(wù)和新增配電業(yè)務(wù),多途徑培育售電側(cè)市場(chǎng)競(jìng)爭(zhēng)主體,形成有效競(jìng)爭(zhēng)的市場(chǎng)結(jié)構(gòu)和市場(chǎng)體系,促進(jìn)能源資源優(yōu)化配置,提高能源利用效率和清潔能源消納水平,提高供電安全可靠性。電力產(chǎn)品因?yàn)橥|(zhì)化的規(guī)模經(jīng)濟(jì)效益屬性,使得電力行業(yè)具有自然壟斷的特點(diǎn),但由于電力來(lái)源和電力使用的分散性,又使其在某些環(huán)節(jié)上存在競(jìng)爭(zhēng)的特質(zhì)。新一輪的電力體制改革是以市場(chǎng)化為導(dǎo)向,聚焦還原電力產(chǎn)品的商品屬性,將有序放開(kāi)輸配環(huán)節(jié)以外的競(jìng)爭(zhēng)性環(huán)節(jié)電價(jià),有序向社會(huì)資本放開(kāi)配售電業(yè)務(wù)。在售電環(huán)節(jié),市場(chǎng)的競(jìng)爭(zhēng)性和產(chǎn)品的同質(zhì)性矛盾,要求售電企業(yè)必須重視產(chǎn)品品牌化和服務(wù)差異化建設(shè)。對(duì)電網(wǎng)企業(yè)而言,要想在售電側(cè)市場(chǎng)放開(kāi)的過(guò)程中獲得先發(fā)優(yōu)勢(shì),就必須重視并解決這一問(wèn)題。品牌化的核心是消費(fèi)者的訴求契合,服務(wù)差異化的錨點(diǎn)是消費(fèi)者需求分析,因此電網(wǎng)企業(yè)業(yè)務(wù)模式轉(zhuǎn)型的關(guān)鍵在于把握消費(fèi)者。隨著人民生活水平的提高,消費(fèi)者的能源消費(fèi)更加具有個(gè)性化和多樣化的特征,消費(fèi)者更加重視消費(fèi)質(zhì)量的提升,這些新的行為特點(diǎn)都對(duì)電網(wǎng)企業(yè)的營(yíng)銷(xiāo)業(yè)務(wù)提出了更高的要求。互聯(lián)網(wǎng)的飛速發(fā)展更是帶動(dòng)了消費(fèi)者和企業(yè)互動(dòng)的熱潮,消費(fèi)者更加愿意參與到企業(yè)價(jià)值創(chuàng)造的實(shí)踐中,在互動(dòng)中實(shí)現(xiàn)自我價(jià)值的提升和消費(fèi)需求的表達(dá),這就要求電網(wǎng)企業(yè)必須根據(jù)消費(fèi)者的消費(fèi)習(xí)慣,利用互聯(lián)網(wǎng)思維來(lái)進(jìn)行自我改造和優(yōu)化,在進(jìn)行營(yíng)銷(xiāo)技術(shù)創(chuàng)新的同時(shí),也要進(jìn)行商業(yè)模式的重構(gòu)和創(chuàng)新,從而最大限度地在為消費(fèi)者創(chuàng)造價(jià)值的同時(shí)實(shí)現(xiàn)企業(yè)的價(jià)值增值。在傳統(tǒng)電力體制下,電網(wǎng)企業(yè)壟斷了電力的輸配和銷(xiāo)售,其營(yíng)銷(xiāo)業(yè)務(wù)模式是基于賣(mài)方市場(chǎng)發(fā)展起來(lái)的,基本以需求滿(mǎn)足為導(dǎo)向,營(yíng)銷(xiāo)業(yè)務(wù)服從并服務(wù)于電力生產(chǎn)部門(mén),營(yíng)銷(xiāo)觀念停留在產(chǎn)品階段。隨著管制的放開(kāi),售電側(cè)的競(jìng)爭(zhēng)勢(shì)必加劇,消費(fèi)者具有了充分的話(huà)語(yǔ)權(quán)和選擇權(quán),對(duì)電力產(chǎn)品和服務(wù)也會(huì)更加挑剔,市場(chǎng)的競(jìng)爭(zhēng)由成本控制轉(zhuǎn)向價(jià)值創(chuàng)造,競(jìng)爭(zhēng)核心聚焦于對(duì)消費(fèi)者需求的理解和滿(mǎn)足,營(yíng)銷(xiāo)部門(mén)成為企業(yè)戰(zhàn)略的核心部門(mén)。在傳統(tǒng)營(yíng)銷(xiāo)業(yè)務(wù)模式下,電網(wǎng)企業(yè)的關(guān)注點(diǎn)集中在企業(yè)內(nèi)部成本的控制,而非消費(fèi)者需求的發(fā)掘和引導(dǎo),缺乏靈活多變的營(yíng)銷(xiāo)機(jī)制,無(wú)法對(duì)消費(fèi)者的需求做出快速反應(yīng),導(dǎo)致其無(wú)法適應(yīng)電力體制改革新形勢(shì)的要求。為了適應(yīng)新時(shí)期新環(huán)境的要求,電網(wǎng)企業(yè)必須結(jié)合時(shí)代背景,探索新的業(yè)務(wù)模式,進(jìn)行業(yè)務(wù)轉(zhuǎn)型。本輪電力體制改革是結(jié)構(gòu)性的、全局性的,對(duì)營(yíng)銷(xiāo)業(yè)務(wù)有著深刻的、持續(xù)的影響,因此業(yè)務(wù)模式轉(zhuǎn)型的嘗試必須結(jié)合電網(wǎng)企業(yè)的現(xiàn)狀,以市場(chǎng)化為導(dǎo)向逐步推進(jìn),在有效支撐當(dāng)下?tīng)I(yíng)銷(xiāo)業(yè)務(wù)的同時(shí),能夠引導(dǎo)營(yíng)銷(xiāo)業(yè)務(wù)發(fā)展的新趨勢(shì)。本書(shū)內(nèi)容是對(duì)電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的有效嘗試,在綜合分析了目前電網(wǎng)企業(yè)面對(duì)的外部環(huán)境后,嘗試進(jìn)行營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的探索與設(shè)計(jì)。營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型可以分為兩個(gè)階段:一是進(jìn)行管理模式設(shè)計(jì),明確營(yíng)銷(xiāo)業(yè)務(wù)全景圖、營(yíng)銷(xiāo)價(jià)值鏈、營(yíng)銷(xiāo)價(jià)值目標(biāo)和客戶(hù)價(jià)值取向,明確營(yíng)銷(xiāo)業(yè)務(wù)設(shè)計(jì)的宏觀方向;二是進(jìn)行業(yè)務(wù)模式設(shè)計(jì),明確業(yè)務(wù)的定義和定位、建立分群客戶(hù)營(yíng)銷(xiāo)服務(wù)工作標(biāo)準(zhǔn)矩陣,對(duì)接細(xì)分客戶(hù)與不同服務(wù)標(biāo)準(zhǔn),形成差異化服務(wù)策略,最后通過(guò)業(yè)務(wù)流程優(yōu)化和系統(tǒng)設(shè)計(jì),將營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的成果落實(shí)到日常的營(yíng)銷(xiāo)實(shí)踐中來(lái)。本書(shū)指出,營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的關(guān)鍵是重視對(duì)消費(fèi)者的細(xì)分和差異化服務(wù),通過(guò)不斷地客戶(hù)細(xì)分,深刻認(rèn)識(shí)客戶(hù)需求,準(zhǔn)確評(píng)估客戶(hù)在公司價(jià)值體系中的定位,從而設(shè)計(jì)出有針對(duì)性的差異化服務(wù)策略,在滿(mǎn)足消費(fèi)者需求的同時(shí),也實(shí)現(xiàn)企業(yè)利潤(rùn)的增長(zhǎng)。本書(shū)主要面向電網(wǎng)企業(yè)的營(yíng)銷(xiāo)工作者,探討在市場(chǎng)化電力體制改革的背景下,電網(wǎng)營(yíng)銷(xiāo)業(yè)務(wù)應(yīng)該如何實(shí)現(xiàn)業(yè)務(wù)轉(zhuǎn)型。本書(shū)具有以下三個(gè)方面的特點(diǎn):首先,本書(shū)對(duì)營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型提供了系統(tǒng)性的分析方法。從電網(wǎng)企業(yè)運(yùn)營(yíng)的宏觀環(huán)境出發(fā),立足于公司戰(zhàn)略和價(jià)值目標(biāo),全面梳理了營(yíng)銷(xiāo)業(yè)務(wù)藍(lán)圖,并最終對(duì)接營(yíng)銷(xiāo)業(yè)務(wù)系統(tǒng),是對(duì)市場(chǎng)化背景下電網(wǎng)營(yíng)銷(xiāo)業(yè)務(wù)的系統(tǒng)重構(gòu)。其次,本書(shū)對(duì)市場(chǎng)化背景下?tīng)I(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型的思路設(shè)計(jì)更加具備前瞻性。在市場(chǎng)化背景下,服務(wù)差異化是企業(yè)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵,本書(shū)以差異化為轉(zhuǎn)型思路,重視對(duì)客戶(hù)進(jìn)行分群管理,將消費(fèi)者需求特征和企業(yè)價(jià)值定位有效結(jié)合,適應(yīng)了未來(lái)市場(chǎng)化競(jìng)爭(zhēng)的需求。最后,本書(shū)的營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型方法更加具有實(shí)操性。在市場(chǎng)化背景下,電力體制改革需要步步推進(jìn),穩(wěn)扎穩(wěn)打,本書(shū)提出的營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型思路依托現(xiàn)有業(yè)務(wù),重視在現(xiàn)有業(yè)務(wù)的基礎(chǔ)上進(jìn)行創(chuàng)新和完善,更加適應(yīng)目前電網(wǎng)企業(yè)運(yùn)營(yíng)的實(shí)際情況。本書(shū)共分4 章,第1 章是緒論,探討電網(wǎng)企業(yè)所處的外部環(huán)境,能源消費(fèi)者需求的變化,分析電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型的方向;第2 章探討電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型的方法和思路;第3 章是對(duì)電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)的探索與實(shí)踐,從管理模式和業(yè)務(wù)模式兩個(gè)階段來(lái)梳理營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型的思路;第4 章對(duì)電網(wǎng)企業(yè)的營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型進(jìn)行總結(jié)和展望。由于編者水平有限,書(shū)中難免存在疏漏或不足之處,懇請(qǐng)讀者批評(píng)指正。編 者2017 年9 月
本書(shū)由廣州供電局有限公司組織局內(nèi)的相關(guān)專(zhuān)家編寫(xiě),具體參與人員有:徐兵,市場(chǎng)部主任,電力系統(tǒng)專(zhuān)業(yè);孟翔,市場(chǎng)部副主任,電力系統(tǒng)專(zhuān)業(yè);周純,科長(zhǎng),計(jì)算機(jī)專(zhuān)業(yè);周玖,科長(zhǎng),電力系統(tǒng)專(zhuān)業(yè);張靜,科長(zhǎng),電力系統(tǒng)專(zhuān)業(yè);江迪,主管,電力系統(tǒng)專(zhuān)業(yè);殷秀顏,副主管,電力系統(tǒng)專(zhuān)業(yè);鄧廣昌,主管,電力系統(tǒng)專(zhuān)業(yè);潘煒,專(zhuān)責(zé),電力系統(tǒng)專(zhuān)業(yè);齊丹丹,專(zhuān)責(zé),計(jì)算機(jī)專(zhuān)業(yè);何小宇,專(zhuān)責(zé),電力系統(tǒng)專(zhuān)業(yè)。
前言第1 章 概述 ················································································ 11.1 電力市場(chǎng)的重塑 ··································································· 21.1.1 政治環(huán)境的變化 ······························································ 31.1.2 經(jīng)濟(jì)環(huán)境的變化 ···························································· 101.1.3 技術(shù)環(huán)境的變化 ···························································· 121.1.4 對(duì)電網(wǎng)企業(yè)的影響 ························································· 191.2 能源消費(fèi)者需求的轉(zhuǎn)變 ·························································211.2.1 能源消費(fèi)者的新特征 ······················································ 211.2.2 能源消費(fèi)者的新要求 ······················································ 271.2.3 數(shù)字化能源消費(fèi)者的特點(diǎn) ·················································281.3 電網(wǎng)企業(yè)綜合能力的培育 ······················································291.3.1 四大核心能力 ································································301.3.2 四大營(yíng)銷(xiāo)能力 ································································35第2 章 電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)方法與思路 ··························· 372.1 電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)方法 ·······································382.1.1 堅(jiān)持以客戶(hù)為中心 ··························································392.1.2 努力融合互聯(lián)網(wǎng) ························································402.1.3 推動(dòng)營(yíng)銷(xiāo)業(yè)務(wù)轉(zhuǎn)型 ························································· 412.2 營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)思路 ··················································· 442.2.1 營(yíng)銷(xiāo)管理模式設(shè)計(jì) ························································· 452.2.2 營(yíng)銷(xiāo)業(yè)務(wù)模式設(shè)計(jì) ························································· 47第3 章 電網(wǎng)企業(yè)營(yíng)銷(xiāo)業(yè)務(wù)模式轉(zhuǎn)型設(shè)計(jì)探索與實(shí)踐 ···························· 513.1 營(yíng)銷(xiāo)管理模式設(shè)計(jì) ······························································· 523.1.1 營(yíng)銷(xiāo)業(yè)務(wù)全景圖 ···························································· 533.1.2 營(yíng)銷(xiāo)業(yè)務(wù)價(jià)值鏈 ···························································· 653.1.3 價(jià)值目標(biāo) ····································································· 893.1.4 客戶(hù)價(jià)值取向 ······························································· 943.2 營(yíng)銷(xiāo)業(yè)務(wù)模式設(shè)計(jì) ····························································· 1003.2.1 業(yè)務(wù)定義和定位 ·························································· 1003.2.2 分群客戶(hù)營(yíng)銷(xiāo)服務(wù)工作標(biāo)準(zhǔn)矩陣 ····································· 1053.2.3 差異化服務(wù)策略 ·························································· 1153.2.4 業(yè)務(wù)流程優(yōu)化 ····························································· 1193.2.5 系統(tǒng)設(shè)計(jì)要求 ····························································· 128第4 章 總結(jié)與展望 ···································································· 1334.1 總結(jié) ··············································································· 1344.2 展望 ··············································································· 137參考文獻(xiàn) ··················································································· 140