| The concept of Key Customer Management has been brought into our country in the middle of 1990s , it's the most important advance of the marketing development since 1960s. Spoken simply in a sentence, the Key Customer Management results from the market segment . it combines the functions together, such as marketing function ,serving function, so that the serving priority to the customers becomes more obvious , and the resources to be arranged and put into use to the customers is more planned and effective on the base of the customers' value.With the quick development of information technology and national economy, We hardly find special goods that have no substitute, neither does the telecommunication services. Especially after China became a member of WTO, the telecommunication market in the mainland is full of competence since the mobile service is divided from the fixed –line service. With the division of China Telecom and the development of the newer telecommunication operator ,there is none operator occupying the whole market. Though there still exist one operator who has more strength in one specific local area, its market share is still less 50 percent. The market is almost divided by the three operators. They are China Mobile, China Telecom, China Netcom . Focusing on the Shenzhen local telecommunication market, we can find the competence is more fierce than other local area network. It's mainly because of the opened market and the first special economic zone in China where the market mechanism is mature and the demand is expanding with the opening and reform. After issued to the market in 2003 ,China Telecom has set up its overall goal to becoming the first class operator in the world in the coming five years. In order to meet the demand from the market and satisfy the customers , China Telecom has implemented the business process reengineering to build up one mechanism focusing on the market and customers' demand. Shenzhen Telecom branch is one operator in the local market , it must deploy the whole policy made by the group company. It is chose as one local area which experimented the BPR first to supply more experiences to other local area network. Based on the marketing channel advised by the consultant , Shenzhen Telecom also begin its channel set-up. By now it has set its four marketing channel ,such as the VIP customer services, the enterprise services ,the public customer services and the 10000 calling center. All in all , since the four serving channel was set up, it can basically offer services to the all customers. The serving channel is the result of customer segmenting .With the goal to supplying best services to the VIP customers and to maintain the existing market share not stepping down , This paper analyzed both the external environment and internal environment deeply. From the external environment full of competence ,there still exist opportunities and threats to the organization . So is to the Shenzhen Telecom VIP services. Initially this paper focused its eyes on the whole environment analysis. It reviewed the whole environment from the following two aspects. The first aspect is mainly on the external environment analysis, including the industry development , the intense supervision policy, the whole demand on the telecommunication, the effect from the advancing technology and new sciences. After the general analysis , this paper then point out what opportunities & threats exist .The second focus is on the internal environment analysis. It analyzed the customers' demand from different dimensions , including the customer segmenting , different industry background , various demand on the services quality and product needed. After analyzing the environment , this paper turn its eyes to the strategic aims. After defining the strategic aim , the author use the SWOT analyzing tool to find what strengths and opportunities exist in the organization . Then we almost know what strategies should be implemented . Focusing on the strategic aim and...
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