UT斯达康转型期售后服务研究.pdf

UT斯达康转型期售后服务研究中文摘要本文研究了uT斯达康转型期的售后服务策略。设备制造企业过去常常把售后服务做为和产品销售捆绑在一起的扶持性要素,并在估算了售后服务的成本和对用户的价值后,采取能够促进产品销售和提升客户满意度的服务行动,但是服务本身具有的市场价值,并没有被充分挖掘出来。在当前产品市场竞争激烈、利润日趋微薄的情况下,很多制造企业开始意识到服务具有巨大的市场价值,能否在服务竞争中胜出是企业发展成败的关键。基于ilfi',7UT斯达康做出新的战略转型决策,变传统的通信设备供应商为服务和设备供应商。本文根据服务营销、服务创新、服务管理的理论,运用SWOT分析法等手段,针对uT斯达康自身优势、劣势、机遇、威胁得出uT斯达康转型期应采取的售后服务策略,具有一定的创新性并且其可行性比较高。该策略从服务产品、服务人员、营销方法几方面涵盖了uT斯达康开展有偿服务面临问题的对策。本文最终的研究目的是希望与UT斯达康类似的设备制造企业重视服务对企业的价值,采取针对性战略使服务成为企业新的利润来源并借助它提升企业整体的长久竞争力。关键词:uT斯达康、售后服务、服务营销、服务创新、SWOT分析法 Study of after-sale service strategy ’S phase oftransform. ABSTRACT Inthispaper,we study after-sale service strategy ,which isinits phase thepast,equipment enterprise always treated after-sale service, the actions were used topromote sales and enhance customer’s satisfaction after detailed estimation of cost ofafter-saleSCI- and its’value tocustomers,as akind of support ing with -sale service’svendibility is not exploited theface of drastic petition and decreasing profit,equipment enterprise has realized enormous vendibility ofafter-sale to equipment enterprise,petition ofafter-sale service isthekey the above explanation, launched itsnew strategy:transfer from a work equipments provider toservices and equipment the basis oftheory ofservice ofmarketing,innovation and management,author studied ’s superiority,weakness,opportunity,threat by using tools such result of study,author brought forward the suggestion of after—sale servicestrategy to which isstillinphase suggestion includes thepolicies about service productions,services team building and servicemarketing delivers after—sale service with expect the Equipment enterprise like could reallyacknowledge the value of after-saleservice and takepertinent strategy tomake affer-sNe service being a new revenue source for enterprise for purpose ofenhancing enterprise’s long—petitive power. Keywords:,after—sale