Logistics enterprises are typical customer relationship maintenance enterprises, and customers are important resources of enterprises. The implementation of customer relationship management concept and application software is conducive to improving the competitiveness of logistics enterprises.

First, the significance of implementing customer relationship management in modern logistics enterprises

(1) Improve the operational efficiency of logistics enterprises, reduce costs and increase profits. Realizing customer relationship management can greatly reduce the transaction cost and customer development cost of enterprises and greatly improve the business performance of enterprises. In order to develop new customers, enterprises have to spend a lot of money on collecting information, negotiating and fulfilling contracts. The implementation of customer relationship management is easy to form a good credit relationship between enterprises and customers and cultivate a stable customer base. In this way, when doing business with these customers, logistics enterprises can reduce unnecessary links, improve operational efficiency and increase the benefits of both parties. The stability of customer relationship will also encourage old customers to actively attract new customers, and the total cost of developing customers will continue to decrease. (2) Retain customers, improve customer satisfaction and loyalty, and enhance mutual trust between enterprises and customers. Customers are one of the most important resources of an enterprise. Where did human society come from? Product? Guide the development of the times? Clients? In today's orientation era, the choice of customers determines the fate of enterprises, and the competition of enterprises in the market is essentially to compete for customers. By strengthening customer relationship management, enterprises attract and cultivate a large number of loyal customers, establish long-term and stable relationships with customers, and form their own unique resource advantages and competitive advantages, which are difficult to be copied or easily taken away by other enterprises, thus enabling enterprises to have a stable market. It is precisely because of this feature that customer relationship management has increasingly become a magic weapon to win the market in the new economic era. The success of Haier Group, a well-known domestic enterprise, has profound enlightenment to people. (3) Realize the benign instant interaction between customers and enterprises. This is mainly to realize the automation of customer complaint handling, fault declaration and business acceptance through the call center of customer relationship management system, to provide customers with smooth communication channels, to build a platform for equal communication with customers, to provide customers with one-to-one through train service, to improve customer satisfaction, to truly reflect the customer-centered business philosophy, to increase customer value in value-added services and to maximize customer value.

Second, the status quo of customer relationship management in modern logistics enterprises

1. The original management concept of the enterprise can no longer meet the needs of customer relationship management. As a new management concept, customer relationship management is a customer-centered development strategy for enterprises to improve their core competitiveness. From the emergence and development of customer relationship management, advanced management concept is the first. Only under the guidance of the concept and thought of customer relationship management can enterprises establish a new customer-centered business model. The enlightenment of this view to the implementation of customer relationship management in China enterprises is that the renewal of management concept must precede the renewal of management system. Generally speaking, the marketing concept of most logistics enterprises in China is still in the period of transformation and transition from product concept to market concept. Many enterprises have not tracked and studied the changes of customer demand well, which shows that enterprises are looking for customers for products rather than products. There is still a considerable gap between the product-centered business philosophy and the customer-centered business philosophy. Therefore, customer relationship management, as a modern new concept, new method and new means in the era of customer-centered and customer-oriented needs, will inevitably be unsuitable in the application of logistics enterprises in China.

2. Difficulties in organizational structure and process transformation. Enterprises should reorganize their organizational structure and business processes when designing the framework of customer relationship management system, which is the basis of implementing customer relationship management. To really pay attention to customers, enterprises must adopt organizational forms and business processes aimed at understanding and serving customers. Otherwise, customer relationship management will be difficult to succeed. However, due to well-known reasons, most logistics enterprises in China are transformed from traditional transportation and warehousing enterprises. The existing organizational structure of the enterprise is an internally oriented criminal organization with product as the center, which does not reflect the customer-centered business philosophy. The organizational structure and process reengineering of enterprises can not be effective externally. Considering the actual management problems of logistics enterprises, the process transformation will inevitably conflict with the actual interests, and its difficulty can be imagined. Therefore, the customer relationship management system is built on the original organizational structure and business process, which makes the enterprises that can maintain operation become chaotic.

3. The implementation steps are not scientific. In view of the above two problems, some logistics enterprises did not understand the essence of their ideas in the process of implementing customer relationship management, so they did not implement it according to their own target operating procedures. Some enterprises think that customer relationship management is only a matter for business departments, especially sales and customer service departments, so the implementation of customer relationship management starts from functional departments, not based on all business process transformation. In fact, it is difficult to establish a customer relationship management system for logistics enterprises only by business departments, and it needs the support and cooperation of other departments.

4. The cost of customer relationship management system implementation. From the perspective of IT technology, customer relationship management system is an application system software. It includes business operation management subsystem, customer cooperation management subsystem, data analysis management subsystem and information technology management subsystem. The huge cost of system implementation makes many logistics enterprises flinch. For example, the complete solutions of SeibleT and PSFT are basically around 50 million dollars, even if some modules are implemented, it will cost millions, which is undoubtedly astronomical for many logistics enterprises, and many small and medium-sized logistics enterprises have doubts about the cost of implementing customer relationship management systems.

5. The benefits are not obvious. The implementation cycle of customer relationship management will be longer, and the capital investment and management reform will not see immediate results. However, there are not many successful cases in China, which leads most logistics enterprises to worry about the benefits of implementing customer relationship management.

Third, modern logistics enterprises to implement effective customer relationship management strategy

(1) Adjust the management concept of logistics enterprises. Logistics enterprises should adjust their business philosophy for many years. Customer-centric? The idea came up. At present, most logistics enterprises have not formed this concept. Customer-centric? The concept of "company" is only superficial and does not form the core value concept of the enterprise itself. Modern logistics enterprises should learn this concept, pay attention to the interests and needs of customers, actively seek win-win cooperation between enterprises in the same industry, and strengthen communication and exchanges between logistics enterprises. Modern logistics enterprises should actively train their own employees and let them realize the brand-new business philosophy of the enterprise. At the same time, modern logistics enterprises should also attach importance to employees within the enterprise, respect employees and cultivate their loyalty to the enterprise, so as to improve the overall competitiveness of enterprise management. (2) Systematic management of logistics customers. Modern logistics enterprises should establish their own customer relationship management system based on data warehouse and customer information collection. Logistics enterprises should integrate the information of logistics customers through this management system, so as to realize the * * * enjoyment of internal resources of logistics enterprises, thus providing logistics enterprises with faster and more thoughtful logistics services, thus maintaining and attracting more customers. At the same time, logistics enterprises can effectively reduce logistics costs and service costs through unified management of the overall resources of the whole logistics enterprise, and improve the overall competitiveness of logistics enterprises through this efficient logistics customer relationship management system. (3) Implement different relationship management according to different customer needs. In the systematic data warehouse, logistics enterprises put all the customer data together to establish a more comprehensive and systematic data model, which can be effectively analyzed and classified by logistics enterprises, providing timely decision-making information for customer relationship management of logistics enterprises. Logistics enterprises should learn to use the system to identify the types of logistics enterprise customers, so as to provide differentiated services. For example, customers can be divided into mature customers and potential customers, and the detailed demand information of customers can be obtained by combining the contact information between salesmen and customers. Treat customers differently. Provide practical logistics services for logistics enterprise customers. (4) Establish strategic alliances to provide high-quality logistics services. Modern logistics enterprises should make good use of their business network for many years, establish strategic alliances with other logistics enterprises, such as those specializing in storage and transportation, realize the complementary advantages of logistics enterprises, facilitate the integration of various logistics resources, provide customers with stronger logistics services, and make effective logistics arrangements to provide logistics customers with more efficient and better services. Of course, this strategic alliance is just? Dynamic alliance? After logistics enterprises find suitable partners, the original alliance will come to an end. Through these logistics enterprises, we can respond quickly and grasp the market opportunities of enterprises. (5) Strengthen the talent construction of logistics enterprises and increase capital investment. The key to implementing customer relationship management in logistics enterprises lies in talents. How to cultivate high-quality and high-skilled logistics talents is an urgent problem for modern logistics enterprises. On the one hand, logistics enterprises can send some employees to relevant colleges and universities for short-term training of logistics professional knowledge and skills, so that they can understand and master the knowledge and skills of customer relationship management of logistics enterprises as soon as possible in the short term. On the other hand, logistics enterprises can carry out order training with relevant universities according to their needs, and entrust universities to train customer relationship management talents suitable for their own needs. In addition, the implementation of customer relationship management needs the support of related software. In general, this kind of software needs hundreds of thousands or even millions. At the same time, the cost of later software maintenance and upgrade is not small. Therefore, as the top leaders of logistics enterprises, we should increase capital investment to provide a fundamental guarantee for enterprises to implement customer relationship management.

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