Research On The Improvement Of The Quality Of After-sales Service Of Company A

In recent years,the power electronic industry of our country has made great development.With the continuous improvement of the total quantity of products,the demand for after-sales service of products extends gradually from installation and commissioning to the whole life cycle service:transformation,upgrading,maintenance,and repair.The content and intensity of after-sales service are increasing.High-quality after-sales service can enhance the brand image and enhance the loyalty of users,which has become the core competitiveness of the company.Only by maintaining excellent after-sales service quality can the company gain strategic advantages in the competition.This thesis takes Company A as the research object,takes SERVQUAL service quality model as the theoretical basis,combines with the status of Company A’s after-sales service,and optimizes the service quality model.By making A Questionnaire on Company A’s after-sales service quality,it conducts a questionnaire survey on users and sales personnel,and interviews some customers and sales personnel about after-sales service quality.Through questionnaire survey and interview,it is found that there is A gap between company A’s after-sales service staff and the company’s standard in carrying tools and recording on-site work.The company is not enough to analyze the needs of after-sales service personnel,personnel allocation is insufficient,and the work efficiency is not high;The synergy between departments within the company cannot meet user requirements;The company’s service standard in the functional dimension is not clear,lack of active service consciousness;After-sales service staff and sales staff do not communicate with each other in a timely manner;Marketers tend to overstate service standards;The company provides out-of-warranty services and spare parts at excessively high prices.In view of the existing after-sales service quality problems,the after-sales service quality gap model is used for comparison,the quality gap is classified,and the root cause of the problem is found.Finally,the relevant improvement plan is formulated: adjust the organizational structure of the after-sales service department,increase the after-sales service elasticity and after-sales service team strength,and improve the timeliness of after-sales service.Through the establishment of systematic training and technical exchange,improve the technical ability of after-sales service personnel and customers,enhance the service awareness and initiative of after-sales service personnel,improve the quality of service process;Establish a new performance appraisal mechanism,enhance the enthusiasm of after-sales service personnel,improve the efficiency of on-site service,and ensure the timeliness of service response;Manage and supervise the whole service process through digital labor dispatch management,improve the timeliness of service,improve the collaborative efficiency and response speed of all departments;Standardize the terms of service,control the marketing behavior of sales personnel,improve the efficiency of after-sales service and improve the timeliness of service response;Establish the internal marketing mechanism,enhance the service awareness of the employees of each department,improve the coordination ability of the department;Establish customer return visit system,ensure effective communication mechanism,timely understand and analyze customers,improve the company’s strategic height in the empathy dimension;Timely and comprehensive understanding of customer needs,to provide customers with reasonable quality assurance services,improve service quality,improve customer satisfaction in the economic dimension.