Customer development plan for Quzhou Tengyue Network Co.,Ltd.

Abstract

Quzhou’s digital services market is expanding yet increasingly competitive. Customers now expect integrated connectivity bundles that combine broadband access with cloud, security, and managed support rather than stand‑alone internet lines. Tengyue, a regional ISP, faces slowing growth, rising churn, and intensified competition from national carriers and over‑the‑top platforms, while 5G and AI‑enabled operations raise expectations for reliability and responsiveness. This thesis develops a customer development plan that strengthens customer acquisition, customer development (expansion and cross‑sell), and customer retention, while remaining consistent with a staged strategic transformation roadmap. Objectives are to: (1) diagnose the competitive position and capability gaps using external and internal analyses; (2) establish a customer management framework (segmentation, CLV logic, CRM‑enabled processes) that guides acquisition and retention decisions; (3) design a phased roadmap for N to N+4 that aligns portfolio, service model, brand, capabilities, infrastructure, and partnerships; and (4) define measurable KPIs and governance for acquisition efficiency (e.g., CAC and conversion), customer economics (ARPU and CLV), and retention (churn, multi‑service adoption, and cross‑sell). The methodology integrates literature review and benchmarking; quantitative analysis of simulated customer data (RFM segmentation and CLV modeling); PESTEL and SWOT analyses; stakeholder interviews; and a Balanced Scorecard to translate strategy into execution. Findings suggest that Tengyue’s local trust and service responsiveness are defensible advantages, but limited service breadth and underdeveloped customer management capabilities weaken differentiation and increase churn risk. The proposed plan prioritizes CRM and data foundations, structured sales and customer success routines, and partner‑enabled service bundles that raise switching costs and lifetime value.

O mercado de serviços digitais em Quzhou, Zhejiang, continua a crescer, mas tornou‑se mais competitivo e comoditizado. Os clientes passam a exigir pacotes integrados de conectividade, cloud, segurança e suporte gerido, em vez de acesso isolado à internet. A Tengyue, um ISP regional, enfrenta abrandamento do crescimento, aumento do churn e concorrência reforçada por operadores nacionais e plataformas OTT. Esta tese propõe um plano de desenvolvimento de clientes que reforça a aquisição, o desenvolvimento (expansão e venda cruzada) e a retenção, mantendo coerência com um roteiro faseado de transformação estratégica. Os objetivos são: (1) diagnosticar a posição competitiva e os drivers de valor do cliente com análises externa e interna; (2) construir um enquadramento de gestão de clientes (segmentação, lógica de CLV e processos suportados por CRM); (3) desenhar um roteiro faseado de N a N+4 alinhando portfólio, modelo de serviço, marca, capacidades e parcerias; e (4) definir KPIs e governance mensuráveis para eficiência de aquisição (CAC e conversão), economia do cliente (ARPU e CLV) e retenção (churn e adoção multi‑serviço).