Case Study: Danfoss Company

Danfoss is one of the largest refrigeration system solution suppliers in the world. The company started the business in China in 1994. Danfoss always takes China as the second home market in the strategic planning. Through 20 years of efforts, Danfoss has become a leader in the Chinese refrigeration accessories products market. With the competition becoming increasingly fierce in recent years, more and more accessories products companies begin to make the innovation in their products and process. Danfoss is under pressure in the competition. Beside the good quality products, Danfoss realizes the good after-sales service could help the company to beat competitors and gain the market share.But Danfoss met with some problems in after-sales service, such as the failure products inspection process and the compensation process took a long time; the service response speed was slow. Customers were not satisfied with Danfoss after-sales service. Using the Business process reengineering as the guiding ideology, this paper does comprehensive study of the organizational structure, after-sales service working process, customer and service centers training causes and Performance Appraisals model. The new after-sales service processes will increase the customer satisfaction, build up the wholesales technique competence and expand Danfoss market share. These new processes are definitely tripartite win-win solutions.The purpose of this paper is not only to solve practical problems in Danfoss by applying the relative theory in daily work, but also to provide reference to other companies for their products after-sales service.