本文選題：售后服務(wù) + 流程��； 參考：《上海交通大學(xué)》2013年碩士論文

【摘要】：自上世紀(jì)80年代國內(nèi)改革開放以來，國內(nèi)經(jīng)濟連續(xù)三十多年的高速增長，其中包括制造業(yè)行業(yè)也起到翻天覆地的變化，而國內(nèi)對工業(yè)品有著巨大需求的市場，吸引了幾乎所有的跨國型企業(yè)都紛紛將中國市場作為其戰(zhàn)略發(fā)展中的重要市場，中國的市場也成了群雄逐鹿、競爭激烈的企業(yè)營銷戰(zhàn)場。隨著國內(nèi)外各家制造業(yè)工廠在規(guī)模制造、產(chǎn)品質(zhì)量、人員素質(zhì)、IT技術(shù)等方面都有明顯的接近，能夠提供優(yōu)良的產(chǎn)品售后服務(wù)業(yè)已成為制造業(yè)企業(yè)在市場中制勝的利器。 本文首先分析了BO公司、產(chǎn)品以及售后服務(wù)部門的情況，指出當(dāng)前售后服務(wù)部門存在的問題。其次查閱企業(yè)管理方面文獻(xiàn)書籍尋找解決問題的方法，其中對流程再造、平衡計分卡等理論的學(xué)習(xí)認(rèn)識中確認(rèn)了解決售后服務(wù)管理問題的兩個方向：一是通過流程設(shè)計相關(guān)理論來改進(jìn)售后服務(wù)流程，這不僅改進(jìn)售后服務(wù)工作的效率，同時可以提高客戶的滿意度；二是使用平衡計分卡的管理思想，來設(shè)計合理的績效考核制度，持續(xù)改進(jìn)售后團(tuán)隊的工作水平，并在公司的戰(zhàn)略目標(biāo)導(dǎo)向下開展部門工作，創(chuàng)造一個學(xué)習(xí)和發(fā)展的空間，讓售后服務(wù)部員工享有不斷成長的機會。 本文的目的在于旨在解決BO公司的售后服務(wù)工作的問題，提高客戶對產(chǎn)品及服務(wù)的滿意度，增進(jìn)公司的市場競爭力，同時希望在理論結(jié)合實際的實踐后得到的經(jīng)驗，對于小規(guī)模的制造型企業(yè)，在改進(jìn)售后服務(wù)中相似的管理問題時，，能夠起到參考價值的意義。
[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.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F274;F416.4

【參考文獻(xiàn)】

相關(guān)期刊論文 前3條

1 陳士昂,常香云;TOC和BPI在生產(chǎn)流程改造中的應(yīng)用[J];制造業(yè)自動化;2005年10期

2 季喜軍;;提高汽車4S店售后服務(wù)管理的措施[J];科技情報開發(fā)與經(jīng)濟;2006年22期

3 陳偉;;聚集家電行業(yè)售后服務(wù)管理系統(tǒng)[J];上海信息化;2009年01期

本文編號：2064267