BO公司售后服务管理问题与对策研究

发布时间：2018-06-25 03:08

本文选题：售后服务 + 流程　；参考：《上海交通大学》2013年硕士论文

【摘要】：自上世纪80年代国内改革开放以来，国内经济连续三十多年的高速增长，其中包括制造业行业也起到翻天覆地的变化，而国内对工业品有着巨大需求的市场，吸引了几乎所有的跨国型企业都纷纷将中国市场作为其战略发展中的重要市场，中国的市场也成了群雄逐鹿、竞争激烈的企业营销战场。随着国内外各家制造业工厂在规模制造、产品质量、人员素质、IT技术等方面都有明显的接近，能够提供优良的产品售后服务业已成为制造业企业在市场中制胜的利器。本文首先分析了BO公司、产品以及售后服务部门的情况，指出当前售后服务部门存在的问题。其次查阅企业管理方面文献书籍寻找解决问题的方法，其中对流程再造、平衡计分卡等理论的学习认识中确认了解决售后服务管理问题的两个方向：一是通过流程设计相关理论来改进售后服务流程，这不仅改进售后服务工作的效率，同时可以提高客户的满意度；二是使用平衡计分卡的管理思想，来设计合理的绩效考核制度，持续改进售后团队的工作水平，并在公司的战略目标导向下开展部门工作，创造一个学习和发展的空间，让售后服务部员工享有不断成长的机会。本文的目的在于旨在解决BO公司的售后服务工作的问题，提高客户对产品及服务的满意度，增进公司的市场竞争力，同时希望在理论结合实际的实践后得到的经验，对于小规模的制造型企业，在改进售后服务中相似的管理问题时，，能够起到参考价值的意义。
[Abstract]:Since the reform and opening up in China in the 1980s, the domestic economy has been growing at a high speed for more than 30 years, including the tremendous changes in the manufacturing industry, and there is a huge demand for industrial products in the domestic market. Almost all multinational enterprises have taken the Chinese market as an important market in their strategic development, and the Chinese market has become a competitive marketing battlefield. With the domestic and foreign manufacturing factories in scale manufacturing, product quality, personnel quality and IT technology are obviously close, can provide excellent product after-sales service has become a manufacturing enterprise in the market victory sharp weapon. This paper first analyzes the situation of BO company, product and after-sales service department, and points out the problems existing in the current after-sales service department. Secondly, consulting the literature on enterprise management to find the solution to the problem, including the process reengineering, In the study of balanced Scorecard and other theories, two directions to solve the problem of after-sales service management have been confirmed: one is to improve the after-sales service flow through the relevant theory of process design, which not only improves the efficiency of after-sales service, but also improves the efficiency of after-sales service. At the same time, it can improve customer satisfaction; second, use the management idea of balanced scorecard to design a reasonable performance appraisal system, continuously improve the working level of after-sales team, and carry out departmental work under the guidance of the company's strategic objectives. Create a learning and development space, so that after-sales service staff have the opportunity to continue to grow. The purpose of this paper is to solve the problem of after-sales service of BO Company, to improve customer satisfaction of products and services, and to enhance the market competitiveness of the company. At the same time, we hope to get the experience after combining theory with practice. For small-scale manufacturing enterprises, it can play a reference value in improving the similar management problems in after-sales service.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F416.4

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