Research On Service Quality Improvement Strategy Of Equipment Manufacturing Industry Under The Background Of Digital Transformation

Currently,The world faces the greatest changes of this century,and domestic reforms have entered deep water areas.The "fourth generation" technological revolution and industrial transformation represented by digital technology are flourishing.As the foundation for the development of various countries,advanced economies such as the United States,Europe,and Japan have formulated advanced manufacturing plans driven by digital technology in order to seize the commanding heights of development.Although China’s equipment manufacturing industry has developed late and has narrowed the gap with developed countries through decades of "changing modes and making up for weaknesses",its overall service awareness and service capabilities still need to be improved,and it faces enormous challenges in the process of transformation.In the context of such fierce competition,K Company,as a traditional equipment manufacturing enterprise with a development history of over 20 years,has stabilized its market share.How can we use digital technology to improve the company’s after-sales service capabilities? How to guide product manufacturing towards value creation in competition? How can we improve the quality,intelligence,and personalization of our company’s after-sales services through the use of technologies such as the Internet,the Internet of Things,Superdata,and cloud computing? These are all bottlenecks on the development path of K Company that need to be solved urgently.Therefore,through in-depth study of relevant theories and literature on digital transformation,after-sales service,and process management,Based on the characteristics of the rail equipment manufacturing industry,the after-sales service methods and methods of other similar enterprises are analyzed.Through market research on K Company’s service customers and interviews with engineers involved in after-sales service,the gap between customer expectations and corporate cognition,corporate cognition and service provision,service provision and service delivery,and service delivery and external communication was analyzed using a service gap model.Analyze and summarize the survey results through theoretical models,it is found that the root causes of the problems include the unsmooth internal management system,cumbersome internal and external service processes,and backward logistics management and talent management.Based on the actual situation of K Company and discussions with internal management personnel,the organizational structure of the company’s service center has been adjusted,and an interactive digital after-sales response center has been established,improving the informationization level of the service process.In order to ensure the implementation of after-sales service strategies,the management and performance evaluation of talent structure have been upgraded,and third-party suppliers of accessories have been digitally managed to ensure that K Company’s after-sales service system can provide users with a complete service loop with reliable quality,timely response,traceable process,and evaluable results.At the same time,it is hoped that the research results can provide reference value for the optimization of after-sales service for companies in the same industry.