Enhancing CompetitivenessEstablishing Customer Ralationship Management in All Nippon Airways(Shanghai)

《Enhancing CompetitivenessEstablishing Customer Ralationship Management in All Nippon Airways(Shanghai)》由会员分享，可在线阅读，更多相关《Enhancing CompetitivenessEstablishing Customer Ralationship Management in All Nippon Airways(Shanghai)（23页珍藏版）》请在装配图网上搜索。

1、Enhancing Competitiveness by Establishing Customer Ralationship Management in All Nippon Airways(Shanghai) Submitted by Sang TingTingStudent ID number 081012030013Supervised by Ding DaGangA paper submitted in partial fulfillment of the requirements of the degree of Bachelor of ArtsThe Institute of O

2、nline EducationBeijing Foreign Studies University北京外国语大学网络教育学院学士学位论文诚信声明本人郑重声明： 所呈交的学士学位论文，是本人在导师的指导下，独立进行研究工作所取得的成果。论文所涉及的项目为本人亲自负责或者参与实施的项目。除文中已经注明引用的内容外，本论文不含任何其他个人或集体已经发表或撰写过的作品成果。本人完全了解本声明的法律结果由本人承担。学士学位论文作者签名：桑婷婷 日期： 2011 年 7 月 2 日摘要本文作者就职于全日空航空公司上海支店客运部。全日空航空公司成立于1952年，日本。后迅速发展壮大，成为日本最具竞争力的航空

3、公司。航线覆盖13个国家的77个地区，每天运营的航班数超过900个。在上海，全日空运营着从上海到日本东京，大阪，名古屋的6个往返航班。拥有大量稳定的客户群，尤其是商务旅客。航班上座率高，利润高。然而，2010年受全球金融危机，以及H1N1甲型流感流行，欧洲冰岛火山喷发等一系列事件的影响，航空需求大幅下降。同时随着航空公司常规服务项目上的日趋同质化,服务质量已成为竞争的焦点。因此,本论文提出假设，通过帮助全日空航空公司建立客户关系管理体系,正确地选定目标客户群，提供增值服务,从而切实提高目标客户满意程度,进而提升公司在业界的竞争力。 本论文前期通过目标客户问卷调查，SWOT等分析方法找到提高服务

4、质量的方向，即建立客户关系管理体系。中期通过项目进度流程表来检查和保证设计内容得到及时调整和如期完成。 后期在该项目推进过程中，主要采用对目前客户的数据分析，对常旅客采取奖励计划，提供增值服务，赢得客户的满意与忠诚，从而提高公司竞争力。经过前期仔细调查分析及切实可行的设计，中后期的严格执行与分析评估，本项目于2011年2月底完成并取得了预期效果，常旅客忠诚度明显提高，客户数量持续快速增长，利润较去年同期增长24%。实践证明，只要有了正确的战略思想并且坚定不移地实施与执行，一定能促使公司取得长足地发展。关键词：航空公司；客户关系管理体系；竞争力AbstractI have been workin

5、g in All Nippon Airways(Shanghai) in the customer service department of for more than five years. ANA, an acronym for All Nippon Airways, is a Japanese airline that was first established in 1952.ANA grew rapidly, now ranked among the top 10 passenger carriers in the world, ANA continues to expand it

6、s international operations, today serving 77 destinations in 13 countries.However, after the global financial crisis, as well as the H1N1 epidemic, the Icelandic volcanic ash fiasco,theres a sharp drop in airline market demand. Also the business is facing some problems due to fierce competition in t

7、he market. With the routine service items of airlines are more and more homogeneous, service quality management has become the focus of competition. It is hypothesized that by establishing Customer Ralationship Management could help the company to enhance the competitiveness, find valuable customer,

8、 provide value added services, meet customers requirement, grow business shares and make high profits. A two-month project was launched to design and construct the program. Scientific research methods of customer survey, such as focus group, face-to-face interviews, and SWOT analysis were used in th

9、e identification and analysis of the problems. Flowchart, project framework and several other methods were also adopted in the design, implementation and evaluation of the project. With the efforts of all our project members, we achieved our final goal successfully. We achieved our goal of increasin

10、g enormous valuable customers. And the revenue increased rapidly.Key words: Airways ; Customer Ralationship Management ; competitivenessTable of ContentsPages1. Project Introduction 72. Project Problem Identification and Analysis8 2.1 Project problem8 2.2 Problem analysis82.2.1 Situation Analysis of

11、 analysis of our company ANA2.2.2 Needs and wants Analysis of ANA2.2.3 3.2 Project hypothesis4. Project Rationale 4.1 4.1.1 4.1.2 4.1.3 4.2 4.3 5. Project Design 5.1 5.2 5.3 6. Project Implementation 6.1 6.2 6.3 7. Results and Discussion 7.1 7.2 7.1.1 7.1.2 7.1.3 7.3 8. ConclusionBibliographyAppendi

12、x I. Appendix II. Appendix III. Enhancing Competitiveness by Establishing Customer Ralationship Management in All Nippon Airways(Shanghai)1. IntroductionI have been working in All Nippon Airways(Shanghai) in the customer service department for more than five years. ANA, an acronym for All Nippon Air

13、ways, is a Japanese airline that was first established in 1952.ANA grew rapidly, now ranked among the top 10 passenger carriers in the world, ANA continues to expand its international operations, today serving 77 destinations in 13 countries.However, after the global financial crisis, as well as the

14、 H1N1 epidemic, the Icelandic volcanic ash fiasco,theres a sharp drop in airline market demand. Also the business is facing some problems due to fierce competition in the market. With the routine service items of airlines are more and more homogeneous, service quality management has become the focus

15、 of competition. It is hypothesized that by establishing Customer Ralationship Management could help the company to enhance the competitiveness, find valuable customer, provide value added services, meet customer requirement, grow business shares and make high profits. A two-month project was launch

16、ed to design and construct the program from January 1th ,2011 to February 28th,2011.A series of activities was planned and carried out, such as getting the project approval by CEO, signing contract with an IT company to design the software, employee education and training , implementing the Customer

17、 Ralationship Management, and so on.Before putting the plan into practice, I also devised some measures to control and manage potential risks.The total cost of the project was 300,000 Yuan. It included designing software, training employee, and etc.Scientific research methods of customer survey, suc

18、h as focus group, face-to-face interviews, and SWOT analysis were used in the identification and analysis of the problems. Flowchart, project framework and several other methods were also adopted in the design, implementation and evaluation of the project. With the efforts of all our project members

19、, we achieved our final goal successfully. We achieved our goal of increasing enormous valuable customers. And the revenue increased rapidly.2. Problem Identification and Analysis2.1 ProblemThe problem ANA facing now is that theres a sharp drop in airline market demand. Also the business is facing s

20、ome problems due to fierce competition in the market. 2.2 Problem analysisTo better understand the problem of improving the garment quality then improve the customer service , I conducted a SWOT analysis, comprised of a situation analysis of our companys business in general, a needs analysis of the

21、key factors concerning our company, and a SWOT profile summarizing our companys advantages and disadvantages. 2.2.1 Situation Analysis of analysis of our company ANAl Physical resourcesANA, an acronym for All Nippon Airways, is an airline that was first established in 1952 as Japan Helicopters and A

22、eroplane Transports Corporation. ANA grew rapidly, soon developing Japans most comprehensive domestic route network, and in 1986 entered a new era, when its first scheduled international flight took to the air from Tokyos Narita airport to Guam, after the Japanese government liberalized the market f

23、or overseas air travel. Now ranked among the top 10 passenger carriers in the world, ANA continues to expand its international operations, today serving 77 destinations in 13 countries. At the same time, ANA maintains its strong domestic roots, and the companys service to 52 destinations in Japan wi

24、th over 900 flights daily accounts for around 50% of the Japanese domestic travel market. In Shanghai, ANA operate six flights every day from Shanghai to Japan domestic.l Human resources ANA employed over 14,000 employees as of May 2011.In Shanghai, ANA employed over 200 employees. l PEST analysisCh

25、ina has a stable political, economic, and social environment. In recent years, China and Japan has a good relations between political, economic and cultural exchanges. Since Chinas accession to the WTO, many Japanese companies have expanded their business in Shanghai, which brings many passengers to

26、 ANA. New technologies also help fitness facilities to provide better and more customized services. As a result, ANA is facing a good opportunities and challenges. 2.2.2 Needs and wants Analysis of ANACivil aviation is a social and economic pillar of the world economy, a vital component of the globa

27、l transportation system. Its reach is massive, affecting activities in every aspect of daily life and it is an important source of employment - the industry supports 31.9 million jobs globally.The International Air Transport Association says the global economic downturn has caused passenger demand t

28、o fall by 5.6 percent and has made a big dent in cargo traffic in 2009. Air cargo represents 35 percent of the value of goods traded internationally. And, a slowdown in cargo means that the consumers are not buying and manufacturers are not producing. And, we can fully expect that the economic downt

29、urn of the following months will get worse before it gets better, IATA Director General, Giovanni Bisignani said. global airlines are expected to show a break-even performance in terms of profit this year, a huge improvement over the $10-billion loss the industry incurred in 2009.Moreover, Boeing re

30、cently stated that demand for pilots, engineers and maintenance staff are expected to soar over the next 20 years.Boeing predicts that nearly half-a-million new pilots and almost 600,000 in support-staff will need to be trained over the next 20 years to accommodate higher travel demand up from about

31、 233,000 pilots and 100,000 mechanics/engineers who are currently employed by airlines worldwide.However, Boeing specified that a disproportionate amount about 40 percent of this increased demand will come from the Asia-Pacific region. China alone will need 70,600 new pilots over the next 20 years.2

32、.2.3 SWOT AnalysisBased on the results of situation analysis and needs analysis of ANA, I came up with the following SWOT analysis:Strengths ANA, an acronym for All Nippon Airways, is an airline that was first established in 1952 as Japan Helicopters and Aeroplane Transports Corporation. ANA grew ra

33、pidly, soon developing Japans most comprehensive domestic route network, and in 1986 entered a new era, when its first scheduled international flight took to the air from Tokyos Narita airport to Guam, after the Japanese government liberalized the market for overseas air travel. Now ranked among the

34、 top 10 passenger carriers in the world, ANA continues to expand its international operations, today serving 77 destinations in 13 countries. At the same time, ANA maintains its strong domestic roots, and the companys service to 52 destinations in Japan with over 900 flights daily accounts for aroun

35、d 50% of the Japanese domestic travel market.Weaknesses With the advent of the internet, consumers now have a wide choice of air carriers. Since airlines have trouble distinguishing themselves, the business has become commoditized, and profits are difficult to obtain.Opportunities In 2010, Japan was

36、 surpassed by China as the worlds No. 2 economy. This is not all that significant when you consider that Chinas population is ten times larger than that of Japan and thus on a per capita basis the Chinese economy is only on tenth as large as the Japanese economy. Overall Chinas growth is good news f

37、or Japan as it means there is a huge market for Japan just offshore.In Jan-2011, ANA commented that preparations are under way for the commencement of flights using the B787. Until then, more B767-300ERs will be added on international routes and B787-800s on domestic routes. The carrier stated work

38、is being done to secure production volume to meet the recent increase in demand.Threats A combination of economic crises, both globally, and now in Europe especially, as well as the H1N1 epidemic, the Icelandic volcanic ash fiasco, the constant threat of terrorism and slick competition from new and

39、emergent carriers has caused numerous headaches to the established carriers in the industry such as ANA. According to IATA, the airline industry posted a loss of nearly US$10 billion in 2009.ANAs 2009 international passenger traffic dropped 8.2% to 4.4 million passengers. In the first quarter the de

40、cline was 15.5%, down to 970,000 passengers. Domestic traffic declined 13.6% to nine million. ANA saw its international passenger revenue fall by 44.1% in the same period.With global passenger and cargo traffic expanding fast, and with the success of numerous low cost carriers, the more established

41、airlines will have to be on their toes to survive.With the advent of the internet, consumers now have a wide choice of air carriers. Since airlines have trouble distinguishing themselves, the business has become commoditized, and profits are difficult to obtain.ANA suffered a 9.8 billion ($108.7 mil

42、lion) loss in its fiscal third quarter ended Dec. 31, a 22.2% improvement from the 12.6 billion lost in the year-ago period, and maintained its full-fiscal-year forecast of a 28 billion deficit.ANAs ultimate goal is to overcome the weakness, namely to stop the decline of profit and customer numbers.

43、 To achieve this goal, ANA needs to deal appropriately with all of its weaknesses as well as some threats. If ANA can make good use of its strengths (reputable facilities and services, energetic and professional staff,), grasp some golden opportunities (taking advantage of Chinas growth), avoid the

44、threats , and overcome its weaknesses, its business will definitely improve.3. Project Objective and Hypothesis3.1 Project ObjectiveThe problem our company facing is that we need to improve customer service quality to enhance the competitiveness , the goal of my project is establishing Customer Rala

45、tionship Management to help do the relative work. The objective is expected to increase the profit by 20%. 3.2 Project HypothesisIn the competitive travel industry, customer satisfaction no longer guarantees customerloyalty. Deregulation, increased parity of products, the availability of new and div

46、erse direct distribution channels, industry alliances, and many other factors have combined to force operators in the Airline industry to focus on new differentiators in order to maintain current and develop greater market share.In response to this new environment, travel providers are undertaking i

47、nitiatives centered on identifying, developing and retaining high-value customers, under the overall banner of customer relationship management or CRM. I believe by establishing Customer Ralationship Management could help the company to enhance the competitiveness, find valuable customer, provide va

48、lue added services, meet customer requirement, grow business shares and make high profits. 4. Project RationaleCRM (Customer Relationship Management), sometimes it is called customer management, customer value management, customer centricity, and customer-centric management. CRM has long been the bu

49、zzword for airlines aspiring to one-to-one relationships with all customers, all of the time. Its underlying principles are well established too - those airlines that can effectively attract, serve and retain the best customers will see significant positive effects on their bottom line profitability

50、. The deeper the relationship the airline holds with these customers, the more opportunities there will be for selling additional products and services. However, with the emergence of e-business and the new economy, the challenges of building strong customer relationships have become even greater.Th

51、e need to attract, acquire, leverage, and retain customers is still of primary concern to most businesses. Revenue growth through customer acquisition and retention remains a major requirement for competing successfully. Several studies document that the average company loses half its customers ever

52、y 5 years and that it costs five to ten times as much to obtain a new customer as to keep an existing one (Kalakota et al, 2001).CRM comprises the acquisition and deployment of knowledge about customers to enable a airline to sell more of their product and service more efficiently (Flanagan and Sadi

53、e,1998).Providing customers with a good experience however and whenever they choose to contact you is a key part of managing relationships with them. Ovum defines customer relationship management (or CRM) as:A management approach that enables organisations to identify, attract and increase retention

54、 of profitable customers, by managing relationships with them. (Bradshaw, 2000).By taking steps to implement a truly consumer-centric approach to relationship management, an airline will be better positioned to acquire, develop and retain high-value customers.Through the development and implementati

55、on of customer analytics and decision-support technologies, airlines can begin to use customer information not only to differentiate service levels based on customer value, but also to drive crucial operational decisions. In the end, an airlines CRM program becomes a platform for achieving both near

56、-term operational efficiency and long-term relationship management and growth.5. Project Design5.1 Planning activities5.1.1 Activities with time-scaleI need think of all the things will have to be done to reach the goal and objectives set up above. The following list is designed all the stages will

57、be went through and all the things that need to be done. There are a series of activities planned to take place: 1) To get the approval of CEO for the suggestion of establishing Customer Ralationship Management . We need hold a meeting involved all departments to prove this project is adaptable befo

58、re submit the plan to CEO.2) Sign contract with a software company3) Design the software. 4) Education and Training5) Implement the Customer Ralationship Management It will take eight weeks to implement the project when it is approved. And the action plan with timetable could be showed as follows: B

59、y the end of week one:- Kick-off meeting: introduce background, goal and objective- Make necessary analysis.- get the project approval by CEO. By the end of Week Two:-Commercial department sign contract with the CRM company.By the end of Week Six:- The CRM company specially design a software for ANA

60、.It will last for 1 month.By the end of Week Seven:- Employee education and training would also support ANAs strategic transition. ANA was, for example, planning CRM Master Classes to create awareness on the what, why, and how of CRM with middle management. Frontline staff would receive intensive op

61、erational CRM training under the Program.By the end of Week Eight:- Implementing the Customer Ralationship Management in the real work.Feedback and trouble shooting during the implement of new project(See next page- flow chart) sign contract with the CRM companyApproval by CEO?Introduce background,g

62、oal and objectionNOYesdesign the software for ANA.It will last 1 month.design software continuingEducation and TrainingWeek1Week2Week3Week6Week7 WEEK6feedback and trouble shooting during the implement of new project.Week85.1.2 People involved and responsibilities-Customer Service department: 5 peopl

63、e was involved in this project. As I am the Customer Service manager, I am in charge of this project and responsible for monitoring and evaluation of the whole project. -Commercial department Manager: Qiang Wang, sign contract with a software company.-IT department: David Zhang, for IT supporting5.2

64、 Costingl People related:Cost of staff salary: RMB 6,000 per people on averageSUB TOTAL: RMB 60,000l Equipment related:Software need RMB 240,000SUB TOTAL: RMB 240,000All the above is initial cost.ItemCostSubtotal(RMB)Total(RMB)Expense for each staff6,00060,000300,000Expense for equipment240,000240,000TOTAL COST: RMB 300,0005.3 Risks analysisl People relatedPeople involved should have