Take the after-sales service process of a manufacturing CNC machine tool company as an example, as shown in the following figure.
As can be seen from the figure, this flow chart includes the whole process of customer's fault maintenance until the maintenance is completed, and the results are tracked. It can be roughly divided into four stages: managing customer complaints, making maintenance plans, troubleshooting, and tracking investigation. In this process, the personnel involved include service center personnel, maintenance engineers, product designers, maintenance engineers and information system operators. The professional skill level of these personnel is the key factor to determine the quality of after-sales service.
The above-mentioned equipment maintenance is only a form of after-sales service, and other forms include equipment spare parts management, product technical performance consultation, software version upgrade, user training, technical data distribution, etc. In the process of this sequential execution, there will also be problems of mutual isolation between departments, one-way information transmission and error accumulation in the process of transmission. In fact, the running speed of this process is often limited by one or two key "bottleneck" departments, such as the shortage of technicians or maintenance personnel in Vito 13-2 after-sales service examples, which often makes the cycle of the whole process longer. If the customer's service request is not responded in time, the products sold will not work normally, and customer satisfaction will be greatly reduced. At this time, customers will make corresponding reactions, such as the Consumer Complaints Association and the Court of Appeal, and the negative reaction may be that they will not buy this product next time, and this dissatisfaction will be passed on to relatives and friends around them. Usually, the information obtained from this channel is highly recognized, and the negative impact brought by such a dissatisfied customer will greatly offset the effect of enterprise marketing efforts. Therefore, timely and perfect after-sales service has a great influence on the reputation and competitiveness of enterprises.
Compared with the new product development process and material procurement process discussed earlier, the biggest feature of after-sales service process lies in the intangibility of products and the immediacy of process operation. The after-sales service process provides an intangible service, and sometimes this service may only be a consultation telephone, but the attitude of the receptionist, the technical familiarity with the consultation issues, and even the use of polite expressions are all important indicators to measure the quality of this service. The provision of after-sales service often has great suddenness and contingency, which requires the process itself to have strong coping ability, which is the key to ensure the long-term effectiveness of after-sales service. Maybe it's just a phone call from a customer, a fax, and the staff in the after-sales service process should act quickly, perform their duties and actively cooperate. Ensure timely response to customer requirements. Of course, after-sales service also has certain periodicity, such as regular user training, timely release of enterprise technical information, and regular on-site inspection and maintenance services for customers' products.
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Content of after-sales service process
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Performance measurement index of after-sales service process
① Time index, quality index and cost index. For example, reaction time: the time from the customer's suggestion to the problem solving can measure the time required for the enterprise to solve the product fault; Cost indicators can measure the efficiency of after-sales service process and the cost of using resources.
② Lag index. Such as accounts receivable, turnover period, product quality after-sales warranty period, etc.