本文關(guān)鍵詞：A客車售后服務(wù)體系研究　出處：《安徽大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

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【摘要】：進(jìn)入21世紀(jì)后,我國(guó)客車產(chǎn)業(yè)獲得了快速發(fā)展的機(jī)會(huì),現(xiàn)階段客車行業(yè)市場(chǎng)競(jìng)爭(zhēng)激烈,集中度不斷攀升,企業(yè)在產(chǎn)品研發(fā)、制造技術(shù)等方面都有長(zhǎng)足的發(fā)展,生產(chǎn)方式日益精益,制造環(huán)節(jié)的成本節(jié)約潛力基本降到最低點(diǎn),對(duì)企業(yè)來說要想開發(fā)新的利潤(rùn)增長(zhǎng)點(diǎn),生產(chǎn)廠家必須在客車服務(wù)消費(fèi)上大動(dòng)腦筋。 同時(shí),消費(fèi)者在進(jìn)行消費(fèi)時(shí),除了看中產(chǎn)品的過硬的質(zhì)量外,更看重產(chǎn)品的附加價(jià)值,在產(chǎn)品的售后保養(yǎng)、專業(yè)維修等方面都提出了更高的要求,這也使得各個(gè)生產(chǎn)廠家想要在激烈的市場(chǎng)競(jìng)爭(zhēng)中占據(jù)一席之地,就必須在保證產(chǎn)品質(zhì)量的同時(shí)提升自己的售后服務(wù)品質(zhì),解除客戶的后顧之憂,提高顧客對(duì)產(chǎn)品的滿意度和忠誠(chéng)度。 本文在介紹我國(guó)客車企業(yè)現(xiàn)階段的發(fā)展?fàn)顩r及售后服務(wù)的現(xiàn)狀的基礎(chǔ)上,以A客車企業(yè)為例,分析該企業(yè)的售后服務(wù)體系,包括特約服務(wù)站、服務(wù)組織、服務(wù)內(nèi)容、服務(wù)政策。調(diào)研發(fā)現(xiàn)該企業(yè)目前的售后服務(wù)體系中存在的問題及原因,包括對(duì)服務(wù)網(wǎng)點(diǎn)管理制度不規(guī)范細(xì)致,服務(wù)流程不夠完善；服務(wù)網(wǎng)點(diǎn)布局的缺陷導(dǎo)致現(xiàn)場(chǎng)救援的滯后性；缺少?gòu)?fù)合型技術(shù)人才,售后服務(wù)水平不高；對(duì)客戶的管理關(guān)系比較薄弱,客戶的滿意度不高；售后服務(wù)人員的態(tài)度差、車輛維修周期長(zhǎng),影響客戶的滿意度。最后提出優(yōu)化A客車企業(yè)售后服務(wù)的策略。
[Abstract]:Since 21th century, the bus industry of our country has obtained the opportunity of rapid development. At the present stage, the market competition of the bus industry is fierce, the concentration degree is rising, and the enterprises have made great progress in product research and development, manufacturing technology and so on. With the increasingly lean mode of production, the cost saving potential of manufacturing links has basically dropped to the lowest point. To develop new profit growth points for enterprises, manufacturers must make great use of their brains on bus service consumption. At the same time, consumers in the process of consumption, in addition to the excellent quality of products, more attention to the added value of products, in the after-sales maintenance of products, professional repairs and other aspects have put forward higher requirements. This also makes the manufacturers want to occupy a place in the fierce market competition, we must ensure the quality of products at the same time to improve their after-sales service quality, to remove the worries of customers. Improve customer satisfaction and loyalty to the product. On the basis of introducing the present development situation and after-sales service status of passenger car enterprises in China, taking bus A enterprise as an example, this paper analyzes the after-sales service system of this enterprise, including special service station and service organization. Service content, service policy. The research found that the enterprise's current after-sales service system problems and reasons, including the service network management system is not standardized and meticulous, service flow is not perfect; The defects of the layout of service network lead to the lag of rescue on the spot; Lack of complex technical personnel, the level of after-sales service is not high; The customer management relationship is weak, customer satisfaction is not high; The attitude of after-sales service personnel is poor, the vehicle maintenance cycle is long, and the customer satisfaction is affected. Finally, the strategy of optimizing after-sales service of A bus enterprise is put forward.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.471;F274

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本文編號(hào)：1411713