本篇论文通过对 J 公司员工、供应商和经销商等公司内部和外部人员的
问卷调查，对 J 公司销售系统和销售支持系统中存在的问题进行确认；用德
尔菲法（专家程序调查法）确立 J 公司管理改进指标；以问题流程、问题部
门的组织流程再造作为解决 J 公司发展困难的核心方法，对 J 公司的销售管
理和销售支持管理进行优化。讨论并定出适合 J 公司发展需求的管理改进指
标和管理改进具体实施方案。通过对 J 公司部分实施管理改进的经营情况打
分，和对于管理改进完成后的效果进行预测。总结 J 公司销售管理改进实施
的可取经验和可以改进的不足。以期对其他中小型中药制剂、制品企业的管
理优化活动提供有操作意义的经验
本论文通过对 J 公司内部和外部的相关人员进行问卷调查和访谈的数据
据分析，发现 J 公司销售管理系统和销售支持系统存在大量管理问题：主要
经营活动效率低下、对市场需求响应不及时、管理权责不明晰等等。东华大学工商管理硕士学位论文
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J 公司的管理改进研究包括以下四个方面：以 J 公司的实际情况和发展
战略为准建立管理改进评价指标；基于价值链分析对销售部门的业务流程重
组；基于价值链的价值管理对人事部门业务流程重组；适应销售活动要求的
办公作业工位和办公场所的调整。J 公司在管理优化实施的过程中，新的业
务流程经过公司员工一个季度的适应和应用，已经充分体现出了管理改进的
优势，不仅极大的提升了企业的销售能力，还直接降低了企业运营成本，极
大的提高了企业净利润和净利润率
基于对 J 公司的销售管理改进研究，我们充分地认识到公司管理改进是
细致而思辨的过程。管理优化不仅需要整体思维，也需要从具体的业务出发；
不仅要理论上成立，也要考虑到具体可操作性和现实的要求。可以说企业管
理改进是以管理理论为依据、以企业战略和企业需求为目标、以企业资源为
界限的管理活动
关键词 管理改进 德尔菲法 价值链 流程再造东华大学工商管理硕士学位论文
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J Company Sales Management Improvement Study
Abstract
With the development policies of traditional Chinese medicine industry
towards large-scale enterprises of scale and standardization, traditional
large-scale chemical synthetic drug enterprises keep accessing to Chinese drugs
pharmaceutics industry. After gradual development and growth for more than ten
years, those small and medium-sized Chinese drugs pharmaceutics production
and processing enterprises are suffering the bottlenecks in the process of
development and growth: compared with large-scale enterprises, the corporate
profits of small and medium-sized enterprises scales and channels become thinner
without superiorities in scale and channel. With more complex business events
and increase of employees, enterprise organizational structure becomes
increasingly complex, and original internal management system cannot adapt to
development demand in new circumstances any more. Adjustment and process
optimization towards internal management system for small and medium-sized
Chinese drugs pharmaceutics production and processing enterprises, can help
enterprises to adapt to the increasingly rigorous competition environment at this
stage, which is not only the realistic demand for survival and development, but
also an urgent issue to be researched.
Through the questionnaire survey towards company employees, suppliers,东华大学工商管理硕士学位论文
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dealers and other internal and external personnel in this paper, we make diagnose
about those existing problems after corporate organizational structure adjustment
and some new problems from adjustment of organization structure; the evaluation
system of management optimization for Company J will be established with
Delphi method; organization process reengineering will act as the core method to
solve the problem of development difficulty for Company J for further
optimization of internal management. Then, we will discuss and decide the
management optimization standards and implementation steps that are
appropriate for the physical truth of Company J. We will examine the rationality
of process reengineering through the achievements after implementation of
optimization, and summarize the experience and lessons in implementation of
organization process reengineering, so as to provide referential experience for
other small and medium-sized enterprises in management optimization activities.
Through the case study and analysis towards Company J, we find a large number
of management problems still exist after adjustment of the enterprise
organizational structure: low efficiency of main business activities, slow response
to market requirement, undefined management rights and liabilities, etc.
The researches on management optimization of Company J include
following four aspects: establishing evaluation system for operation and
management optimization upon physical truth of Company J; business process
reengineering for production and sales departments; business process
reengineering for HR department; adjustment of corresponding production东华大学工商管理硕士学位论文
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operation station and office space. After adjustment of Company J, company
employees adapt to and apply the new business process for two quarters, and they
have fully completed the stated objective of management optimization, which
promotes the professional ability of enterprise, reduces enterprise operation costs,
and greatly enhances company net margins and net profit rate.
On a basis of management optimization study on Company J, we completely
realize that company management optimization is a meticulous and speculative
process. Management optimization not only requires not only systematic thinking,
but also the thinking of starting from specific business; it not only requires
establishment in theory, but also consideration of specific operability and realistic
requirements. We can say company management optimization is the management
activity, taking management theory as gist, enterprise strategy and demand as
objective, and enterprise resources as boundary.
supervised by________
Key words: Management Improvement, Delphi Method, Value Chain, Process
Reengineering目录
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目录
摘要...I
Abstract….Ш
第一章 绪论…….1
1.1 研究背景…1
1.2 研究目的……2
1.3 研究内容…3
1.4 研究方法及技术路线……4
1.4.1 研究方法……4
1.4.2 技术路线……5
第二章 相关理论阐述.……6
2.1 价值链..........6
2.1.1 企业价值链…..6
2.1.2 产业价值链…..7
2.1.3 运营价值链…..8
2.1.4 价值管理……..8
2.2 德尔菲法…….......9
2.2.1 德尔菲法的定义…...9
2.2.2 德尔菲法的特点……..10
2.2.3 德尔菲法实施的步骤..10
2.3 业务流程再造……..11
2.3.1 业务员流程再造的定义…..…11
2.3.2 业务流程再造的形式选择.….13
2.3.3 业务流程再造的六个阶段…..13
2.3.4 业务流程再造的方法..15
第三章 J 公司现状分析…17
3.1 J 公司概况...17
3.1.1 J 公司简要介绍……...17
3.1.2 J 公司所在市场及特点……...18
3.2 J 公司 SWOT 分析….21
3.2.1 J 公司优势分析……..21目录
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3.2.2 J 公司劣势分析……..21
3.2.3 J 公司机遇分析….….22
3.2.4 J 公司挑战分析……..23
3.2.5 J 公司战略选择……..23
3.3 J 公司销售系统概况……..24
3.3.1 销售概况……..24
3.3.2 销售流程……..25
3.3.3 销售部门现状..26
3.3.4 销售支持系统概况..…28
第四章 问题确认及改进评价指标选择…..31
4.1 问卷调查…..31
4.1.1 问卷调查……..31
4.1.2 问卷分析……..32
4.1.3 问题确认…..…34
4.2 管理改进评价指标选择…..35
4.2.1 组成专家咨询小组…..35
4.2.2 提出需求和问题……..35
4.2.3 咨询专家各自提出意见……..36
4.2.4 咨询
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