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论文编号：	11353
作者编号：	2320170337
上传时间：	2019/12/12 19:59:14
中文题目：	Y公司代理商售后服务绩效评价体系研究
英文题目：	A Study on Y Company Dealer After-sale Service Performance Rating System
指导老师：	田莉
中文关键字：	售后服务；绩效评价体系；工程机械
英文关键字：	After-sale Service；Performance Rating System；Construction Machinery
中文摘要：	Y公司创立于1837年，总部在美国伊利诺依莫林市，是全球领先的工程机械、农用机械和草坪机械设备的制造商。工程机械是Y公司在中国的新业务。 工程机械是周期性行业，一般九到十年一个周期，产品销量受国家政策、基建投资、机器更新换代等因素的影响。挖掘机是工程机械的代表性产品，2019年挖掘机销量大概率见顶，随后是四至五年的行业衰退期。 在行业衰退时，新机销售萎缩，竞争加剧，给代理商带来巨大的挑战。上一次的行业衰退期，很多其他品牌的代理商破产倒闭了。优质的售后服务能为代理商提供源源不断的现金流和回头客，是代理商度过行业衰退期的中流砥柱。但因为目前新机销售贡献的利润较多，Y公司代理商普遍存在重销售轻服务的情况，如何重视并做好售后服务是主机厂和代理商必须面对的问题。 主机厂是游戏规则的制定者，其政策或考核方式对代理商影响巨大。鉴于售后服务对代理商的重要作用及其复杂性，本文探讨Y公司代理商的售后服务绩效评价体系。完善的售后服务绩效评价体系有助于主机厂指导和督促代理商做好售后服务。 本文使用激励理论和平衡计分卡，把代理商售后服务的关键指标按照财务、客户、学习与成长、内部运营四个维度进行划分，并利用问卷调查和专家打分法确定了各个指标的权重，搭建了Y公司代理商的售后服务绩效评价体系。本文还研究了如何让该评价体系在Y公司以及代理商中落地实施。从服务绩效奖惩制度、第三方机构服务评价制度、Y公司和代理商组织架构调整、服务队伍建设、服务管理系统和CRM系统建设等方面研究了在主机厂和代理商实施的可行性，并为其他公司售后服务绩效评价体系的建立提供了参考。
英文摘要：	Y company was founded in 1837 and headquarter is at Moline, Illinois, US. Y company is a worldwide leader in construction，agriculture and lawn machinery. Construction machinery is the new business in China. Construction machinery industry is periodic，and the cycle is about 9 to 10 years. Product sale is affected by many factors, such as government policy, fundamental investment and machine update requirement，etc. Excavator is the typical product of construction machinery industry，and excavator sale is probably to reach peak in 2019， then it’s 4 to 5 years recession period. In recession period，new machine sale shrink and more severe competition are great challenge to dealers. Many other brands’ dealers bankrupted during last recession period. While excellent service could provide cash flow and repurchasing customers to dealers. It’s quite important for dealers during recession period. But as new machine sale contributes most profit for Y company’s dealers，it’s common that dealers pay more attention on new machine sale compared with after-sale service，so how to pay attention to after-sale service and do it well is critical to manufacturer and dealers. Manufacturer is rule maker and its policy or rating system has great effect on dealers. As after-sale service is so important and complex，this thesis investigates dealer’s after-sale service performance rating system. A good after-sale service performance rating system could help manufacturer guide and monitor dealers do after-sale service well . This thesis uses incentive theory and balanced scorecard，sorting key dealer after-sale service indicators from financial，customer, learning & growth and operation to set up dealer after-sale service performance rating system. This thesis also investigate the execution in Y company and dealers through service incentive regulation, 3rd party after-sale service rating regulation, organization adjustment, service team development and supporting system setup. It provides reference for other company’s after-sale service performance rating system.
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