TF Company After-sales Service Management Process Optimization Research

The value of service is increasing rapidly day by day,and a growing number of enterprises have gradually expanded their core competition from products to service,as more and more tangible products are decreasing in the proportion of satisfying consumers’ needs caused by rapid development of social economy.The service competition of companies is not only a contest from the experience of pre-sales and in-sales,but also spreads to the entire sales process including after-sales.When enterprises realize the incentives of competition,they will focus on establishing the system and the sense of experience of after-sales service process.With the rapid and continuous development of the domestic economy and international market,the domestic hydropower equipment industry has also developed very fast,providing companies in the hydropower equipment industry with a broad market space,changing from the original manufacturing service trusteeship model to the personalized self-construction model of enterprises.Customer after-sales service management has gradually transformed from technical level such as simple maintenance of products by employees in the past to providing high quality after-sales service experience for customers.This paper uses TF Heavy Hydropower Equipment Manufacturing Co.,Ltd.as an example,by making on-site visits and observation of the after-sales service process of corporate customers and employees,and takes the service blueprint to map the company’s existing after-sales service process,to find out the company’s existing defects in the after-sales service management process.The service quality management theory and the process management theory are used at the same time to optimize the after-sales service management process of TF Heavy Hydropower Equipment Manufacturing Co.,Ltd.,and lay the foundation for the transformation of manufacturing enterprise to service enterprise.The changes in customer satisfaction survey questionnaires and corporate service management cost data before and after customer optimization are used to indicate that the essence of continuous development of a company and the improvement of its own competitiveness are to continuously improve customer satisfaction and customer loyalty,so that customers are not only satisfied with the products,but also in the entire purchase and use process.Therefore,the after-sales service process plays animportant role in the competitiveness of enterprises.The optimization of the after-sales service process of TF Heavy Hydropower Equipment Manufacturing Co.,Ltd.not only enhances the competitiveness of the enterprise,but also has a significant guiding role in the development of the entire hydropower equipment industry.Meantime,the establishment of a complete service optimization system can help cultivate high satisfaction and loyalty of customers,improve the service level of after-sales personnels,and integrate the information system platform to the after-sales service process,reducing the overlapping links of after-sales service process and customer waiting time,facilitating customer inquiries to improve customer satisfaction,and creating profits for the company to win the market.This process is also a magic weapon for companies to achieve service differentiation and increase market share,...