Based on the service concept of "customer first", this article proposes specific methods used by logistics companies in maintaining customer relationships, aiming to improve the customer service level of logistics companies and strengthen cooperation between both parties to achieve a win-win situation. Achieve long-term development of strategic partnerships. Keywords Logistics Enterprise Customer Service Win-Win Logistics industry is a special industry. It has a complex and large number of customer groups, constantly innovative logistics products and services, and a complex operating model determined by the characteristics of the logistics industry itself. The purpose of logistics companies in maintaining customer relationships is to establish good customer relationships with customers and strengthen cooperation between both parties to achieve a win-win situation. For a logistics enterprise, the enterprise that entrusts it with logistics business is its customer, and there is a customer relationship between it and the entrusting party. Currently, logistics companies are in a critical period of development, and establishing long-term strategic partnerships with customers will be an important guarantee for their development. The implementation of customer relationship management by logistics enterprises is to improve customer service levels by attracting, developing, maintaining and enhancing relationships with customers. 1. The Importance of Customer Service Level of Logistics Enterprises Customers are the basis for the survival and development of enterprises. The essence of market competition is to compete for customer resources. Enterprises continue to improve customer service levels in order to better tap potential customers and retain old customers, because the cost of retaining old customers is far lower than the cost of absorbing new customers. A research report by "Harvard Business Review" pointed out that: 1 satisfied customer will lead to 8 potential businesses, at least 1 of which will be completed; 1 dissatisfied customer will affect the purchase intention of 25 people; to win 1 new customer The cost of a customer is 5 times that of retaining a customer. Studies have also shown that if the customer churn rate is reduced by half, corporate profits will double. The level of customer service directly determines the ability of enterprises with the same production and research strength to provide customers with personalized services. Even if a logistics company does not have a complete logistics network and advanced information system, as long as it can provide customers with appropriate and satisfactory customer service, it can still get a share of China's logistics market today. It can be seen that logistics company customer service Level is particularly important. 2. Problems in customer service of logistics companies Customers are an important resource for logistics companies to survive. Without stable customer support, logistics companies will have no possibility of sustainable development. Failure to meet customer needs effectively is often the main reason for customer churn. Logistics companies have the following problems in customer service: 1. Customer awareness is weak. At present, domestic logistics customer service satisfaction is low. The problem is not only the insufficient development and application of hardware facilities, but more importantly, the weak service awareness of logistics enterprises. According to surveys conducted by authoritative departments, in terms of logistics customer service, most domestic logistics companies only focus on traditional customer service and fail to fully consider the personalized needs of logistics customers from the customer's perspective. Logistics companies lack open customer service imagination, backward service concepts, lack of awareness of thinking about customers, and do not pay enough attention to corporate reputation and integrity. This is reflected in the passivity, volatility and short-term nature of logistics customer services. 2. Customer information cannot be exchanged, resulting in loss of customer value. Since most logistics companies adopt a vertical management model, the one-way and closed nature results in no communication of information between departments. One department or its employees are not interested in the customers of other departments and rarely actively communicate with its corresponding departments, resulting in a loss of corporate customer resources. Waste and loss of customer value. 3. There is no dedicated customer service department. The organizational structure of many logistics companies is not yet sound and they are unable to provide customers with convenient and fast services. The business departments of logistics companies are divided according to different services: Air Freight Export Department, Air Freight Import Department, Sea Freight Import Department, Sea Freight Export Department. These departments are responsible for contacting their own customers on delivery matters. Since the company does not have a dedicated customer service department, customers need to contact different departments according to the different services they require when delivering goods. It is impossible for the company to have a comprehensive understanding of customer shipments and logistics service levels, and it is even less possible to discover problems in logistics services in a timely manner. 3. Measures and methods for logistics companies to improve customer service levels 1. Establish a modern logistics customer service concept. The prerequisite for customer relationship management of logistics enterprises is to establish the concept of modern logistics customers. Only with a high degree of understanding of the concept of modern logistics customers can we strive for excellence in the process of maintaining customer relationships. 1.1 The concept of customers always coming first. Only by putting customers in an important position can we establish a good image in the minds of customers and win transactions.

No customer buys a product or service simply to please a merchant. Successful companies establish an emotional bond with their customers and use this bond to convey to them the message that "customers always come first", so that customers Only when customers are satisfied will they buy your product or service. 1.2 The concept of customer-oriented. Customer-oriented is not only a reflection of the good quality and literacy of logistics customer service personnel, but also a necessary requirement for their pursuit of success. Every logistics customer service staff must keep this in mind and reflect it in their daily words and deeds. Customers are God. This is not a simple slogan. It requires logistics customer service personnel to practice it through their own words and deeds. In the process of contacting customers, every look, action, and word of the customer service staff will cause emotional reactions from customers. 1.3 The concept of treating customers as friends. Putting friends before business is the basic connotation of treating customers as friends. Treating customers as friends means discovering and meeting customers' personalized service needs. After the logistics customer relationship is established, maintenance becomes very important. The level of customer service directly affects the stability of the logistics customer base. To maintain a good relationship with logistics customers, in addition to constantly improving the interests and feelings of customers, we must also meet the new needs of logistics customers, improve the relationship with logistics customers and improve logistics customer satisfaction through attention, care, concern, care, etc. Strengthen logistics customer loyalty through logistics customer loyalty programs. 1.4 Commitment is golden concept. In the era of market economy, integrity is the fundamental quality for the survival and development of customer service personnel and even enterprises. However, in the currently unregulated logistics market and chaotic competitive environment, integrity has become a rare resource. The ancient business motto of treating each other with sincerity and being honest is now being submerged by the surging waves of opportunism, quick success, and fraud. The lack of credit is like a sword of Damocles, hanging high over the head of China's market economy. Based on this, it is very important for logistics customer service personnel to establish the customer concept that commitment is gold. 2． Build partnerships with logistics customers. After establishing a relationship between a logistics company and a customer, it is necessary to transform the relationship from a transaction relationship to a partnership. This is an important strategy to retain customers and cultivate customer loyalty. When customers outsource logistics business to logistics companies, both parties are required to establish an honest cooperative relationship. Logistics companies must establish good, mutually beneficial, and long-term strategic cooperative relationships with customers. To maintain customer relationships, logistics companies should pay attention to the following aspects: 2.1 Clarify the service needs of logistics customers. Ambiguous service demands are the main reason why many logistics outsourcing partnerships cannot be maintained normally. For example, the customer submitted an outsourcing bid without fully understanding the cargo flow, cargo category, and transportation frequency. Furthermore, due to the lack of proper logistics expertise, the customer was unable to correctly describe the logistics activities in detail. Therefore, the logistics company must first Clearly understand your customers' true service needs. 2.2 Pay attention to the comparison of logistics customer services. Changes in customer service often create new customer service needs, so in logistics customer relationship management, sufficient attention should be paid to studying the development direction and trends of customer service. The focus of customer management is service quality. While formulating customer service elements and service levels, enterprises should have distinctive features compared with other logistics enterprise services. This is the basis for ensuring personalized service and an important feature of customer service strategy. To achieve this, it is necessary to collect and analyze competitor customer service information, and use this as a basis to develop comparative logistics customer service. 2.3 Build information systems to improve the informatization level of logistics enterprises. To achieve high-quality customer service and optimize customer relationship management, a complete information system must be established. In addition to accepting orders and delivering services to customers quickly and completely, the functions of this information system are more importantly, through delivery responses, Functions such as shortened product logistics cycle, guaranteed stocking, shortened information processing time, and cargo tracking ensure timely customer service that is superior to competitors. Strengthen timely communication with customers through corporate informatization, continuously understand changes in customer needs, and respond immediately to provide customers with comprehensive logistics information and personalized logistics customer services. 3． Handle logistics customer complaints promptly and correctly. Logistics customers take the initiative to come to complain. This is an opportunity for communication. Customers often observe the response of logistics companies when they complain. This is also an opportunity for performance, and it is also a good opportunity for companies to promote themselves. Research shows that if complaints are handled satisfactorily, the chances of customers repeating cooperation will be greatly increased. American TARPI has reached the following conclusions through research, as shown in the table.

Repeat customer cooperation opportunities indicate customer complaints and handling status, reconstruction rate, churn rate, dissatisfaction, but no complaints were made, 9% to 37%, 91% to 63% made complaints, but were not handled, 19% to 46%, 81% to 54% made complaints. , 54% to 70% of the problems were solved, 46% to 30% made complaints, and the problems were solved quickly 82% to 95% 18% to 5% Customer complaints show the weaknesses of logistics companies. In addition to solving problems at any time, they should not Let the same thing happen again. But with successful complaint handling, customers will reward the business with repeat business. There are several ways to handle logistics customer complaints: 3.1 Listen patiently. When logistics customers complain, the customer service staff first (redirected to page 189) 091 Economic Theory Cong Company makes mistakes and accidents from time to time, leading to frequent cases of violations of regulations and disciplines. On the other hand, due to the company's comprehensive processing business system, information system and other new systems being put into use and upgraded, the corresponding rules and regulations were not updated in a timely manner. When new situations arise, there is a disconnect between business training and business coaching, and the transmission of corresponding business documents, systems and methods lags behind, which makes the internal control and handling personnel of some business outlets not rigorous and careful in their work, and the work quality is low, which affects the efficiency of internal control, resulting in Non-compliance occurs from time to time. 4. There is a lack of effective supervision and restraint, and internal control is a mere formality. Although our country has promulgated various laws and regulations, there are few operable measures, and the evaluation standards and indicators have not yet been perfected, which easily leads insurance companies to exploit loopholes in policies and laws, making their internal controls a mere formality. In addition, because the property and casualty insurance market conditions vary widely across my country, and the development stages and levels of each property and casualty insurance company are also uneven, the head office's internal control and supervision of each branch office is also not scientific and efficient. 3. Several suggestions for strengthening the construction of internal control system 1. Change your thinking and fully understand the importance of internal control. An effective internal control system is a necessary condition for enterprises to achieve stable operations and prevent operating risks. Strengthening and improving the internal control mechanism of enterprises has become a common sense in the insurance industry. At present, many insurance companies in developed countries in the world have established relatively standardized internal control systems, and internal control work has become an important means of strengthening internal management and has developed rapidly. Under the conditions of market economy, the three major corporate characteristics of competition, risk and profitability caused by objective economic law firms will drive insurance companies to work hard on internal management, preventing operating risks, and improving self-protection, self-discipline and competitiveness. Therefore, internal control, as an important means in business management, will attract more attention and attention from people in the industry. Turn external pressure into independent driving force, take the release of the Code as an opportunity to establish and improve the internal control system and improve comprehensive risk management. 2． Build a comprehensive internal control system for insurance companies and improve the internal control implementation mechanism. The internal control system of companies at all levels should be composed of five systems, namely organizational system, decision-making system, execution system, supervision system, and support and guarantee system. The internal control and restriction mechanisms of companies at all levels should include organizational structure control, authorized operation control, insurance business control, financial accounting control, fund utilization control, document and seal management control, capital construction control, personnel and labor wage management control, computer System control, information feedback control, audit supervision control and other important business and key parts control. On the basis of establishing a complete internal control system, it is necessary to provide guidance on links prone to risks and strengthen control according to their characteristics. At the same time, it should be noted that although the internal control system itself is a relatively stable internal restraint mechanism, once established, it should be implemented in all aspects according to its requirements. However, with the development of the market and changes in the external environment, the content of the internal control system has changed in detail. Details are still subject to change, so changes to these specific content should be revised based on actual circumstances. At present, my country's insurance industry is still in the initial stage of development, and there have been many revisions to relevant policies. While initially establishing an internal control system, we must pay close attention to changes in these rules, regulations, laws and regulations, and make timely adjustments based on the new characteristics of current developments. Improve the internal control implementation mechanism. 3． Improve the organizational structure of internal control work. Under the situation where the importance of internal control and risk prevention has become increasingly prominent, the control construction of the internal organizational structure of insurance companies must not only reflect the requirements of streamlining and efficiency, but also the key to implement the principle of mutual checks and balances among the three powers of decision-making, execution and supervision. In the establishment of the internal control organizational structure, an organizational structure and a power structure with centralized management, each performing his or her own duties, and mutual checks and balances should be formed to provide a strong organizational guarantee for continuously improving operating efficiency and preventing risks. 4. Strengthen legal and clean government education and improve the overall quality of all employees.

Among the many factors of internal control, people are the most decisive factor. The level of a company's operation and management is also a reflection of the comprehensive quality of all its employees. Therefore, the construction of internal control must be people-oriented and take improving the comprehensive quality of all employees as a long-term task. Practice has proven that strengthening legal and honest education is an effective measure to improve the awareness of all employees to abide by laws and regulations, resist corruption and prevent degeneration. [5] In particular, we should focus on the integrity education of the heads of insurance company branches, so that they can correctly treat the power in their hands, abide by rules and disciplines, operate in accordance with the law, and consciously put their responsibilities and rights under institutional supervision. Only in this way can we play a role model and take the lead for employees, and through various forms of legal and integrity education activities, we can help employees establish a correct awareness of internal control and compliance. 5. Strengthen the internal and external supervision system. To truly realize the effective operation of the internal control system, we must establish and improve the internal supervision system in accordance with laws and regulations and the advanced experience of the same industry at home and abroad, establish and improve the internal control system and optimize the operating order of legal and stable operations in accordance with the law, and establish and strengthen a unified internal control supervision model. Strengthen on-site and off-site supervision and improve the ability to prevent and resist risks. The formulation of the internal control system must be based on various laws and regulations, and in accordance with the principles of effectiveness, comprehensiveness, timeliness and independence, and refine the advanced domestic and foreign experience learned into the system and standardization of modern property insurance operation and management. and international requirements and company-specific rules and regulations, forming an inherent horizontal and vertical internal control structure that restricts each other, ensuring responsibility to the public, fully protecting assets, healthy development of all businesses, and truly achieving effective internal control and supervision. Purpose. References: [1] Liu Qilong. Thoughts on strengthening the construction of internal control system [J]. China Insurance, 2008 (6) [2] Ye Huilin. Thoughts on strengthening the internal control and supervision of branches of property insurance companies [J]. China Insurance, 2010 (1) [3] Jing Ping. Thoughts on strengthening the internal control construction of property insurance companies [J]. Neijiang Science and Technology, 2006 (2) [4] Chen Hui. How to strengthen internal control of insurance companies [J]. Shanghai Insurance, 2005 (8) [5] Lai Xiuli. Thoughts on improving the internal control of insurance companies [J]. Heilongjiang Science and Technology Information, 2005 (3檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪 檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪檪 (檪檪) (Continued from page 190) First, you must learn to listen, collect data, make necessary records, and understand customers’ ideas and requirements. Then clarify the nature and facts of the problem, remember not to interrupt the other party's conversation, do not argue with the customer, listen sincerely, and express your gratitude, recognition and understanding to the customer. Finally, be careful not to answer immediately, but trade time for a chance to cool down the conflict. 3.2 Respond to customer complaints with appropriate wording. When handling customer complaints, logistics customer service personnel must first listen calmly to the customer's grievances and grasp the real reason for the complaint as a whole. Then they must properly and sincerely use apologetic words such as "I'm very sorry" to calm the customer's dissatisfaction, and It must be based on listening attentively and understanding. If the apology is not related to the customer's complaint at all, then such an apology will not only not help calm their anger, but will also make the customer think that the customer service staff is perfunctory and become more dissatisfied. 3.3 Record and summarize basic information about customer complaints. The key to handling customer complaints is to understand the ins and outs of customer dissatisfaction, carefully record the basic situation of customer complaints, and fill in the "complaint handling card" in order to identify the responsible person or summarize experience and lessons. Recording and summarizing basic information about customer complaints is a basic task, because logistics companies usually use this information to think and determine handling methods. If these reports are not true and detailed enough, they may make it difficult to judge how to handle the complaint, or even mislead. 3.4 Adhere to the "three changes" principle in handling complaints. In terms of complaint handling skills, logistics companies must adhere to the "three changes" principle, that is, changing parties, changing venues, and changing time. 3.4.1 Change parties. For example, when a customer is dissatisfied with the service provided by the customer service staff, and then asks the customer service staff to come forward to solve the problem, the customer will have a preconceived mentality, which is not only detrimental to the handling of complaints, but sometimes increases customer dissatisfaction.

Therefore, finding a supervisor who is experienced, capable, popular, and has a higher position will make customers feel respected and help handle complaints properly. 3.4.2 Change venue. From the perspective of the logistics company itself, changing venues is more conducive to handling complaints. If a customer complains about a logistics company's delivery errors, his anger is understandable. He will definitely vent his dissatisfaction in the logistics and distribution department, which will affect the company's image and bring trouble to other customers of the company. Comes with a bad impression. Customer service staff should invite customers to the office or reception room, which will facilitate the proper handling of complaints. 3.4.3 Change time. When the customer service staff has done "two changes" and there is still no way to solve the problem, and the customer still complains, it means that the customer's grievances are deep, and it is necessary to make an appointment at another time to find a supervisor with a higher position to deal with it. Attitude Be more sincere and do what you say. 4. Conclusion Customers are an important resource for an enterprise to survive. Without stable customer support, an enterprise will have no possibility of sustainable development.

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