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论文编号：	12178
作者编号：	2320180478
上传时间：	2020/12/14 17:27:31
中文题目：	远大中央空调公司国内市场售后服务策略研究
英文题目：	Research on the domestic market after-sales Service Strategy of Broad Air Conditioning Company
指导老师：	薛有志
中文关键字：	远大空调；售后服务；核心能力；差异化竞争
英文关键字：	Broad Air Conditioning Company；After-sales service；Core competence；Differentiation competition strategy
中文摘要：	在当前服务经济的大背景下，传统机械制造业进行服务化转型升级成为必然的选择，如何把售后服务能力提升，发掘企业的售后服务市场，创造服务价值，成为众多制造企业面临的问题。远大空调有限公司（简称“远大”，下同）作为一家私营制造型企业，在国内非电中央空调（以天然气或废蒸汽、烟气、热水等为主要驱动能源制冷采暖）行业始终处于领先位置。远大在中央空调售后领域深耕30多年，关于其在售后服务领域的成长发展、核心能力的研究，对行业企业在服务市场的开拓创新具有实际的借鉴和启发意义。 在当前经济快速发展转型的背景下，市场需求、企业核心能力和服务模式的内涵及外延都发生了重要变化，企业要不断的提高发掘自身能力以适应挑战，创造企业价值和社会价值。本文从远大售后服务入手，介绍了整个研究的目的和意义。本文主要采用案例研究法、PEST分析法和SWOT分析法等研究方法，分别对远大售后服务面临的政治环境、技术环境、经济环境和社会环境进行细致分析，对其优势与机会、劣势与威胁进行总结，提取出远大售后服务的核心能力。 远大售后服务策略经历了3个主要阶段：第一阶段，高质量高成本的售后服务阶段，在市场初期保证了产品的性能，树立了产品市场口碑；第二阶段，规范化服务阶段，随着产品类型和用户的数量越来越多，高质量的规范化服务，能持续保持用户的满意度和忠诚度，形成独特的售后服务品牌；第三阶段，差异化服务阶段，对于高附加值用户，深度挖掘节能潜力，充分利用差异化竞争优势，建立长期的合同能源管理服务，获取稳定的业绩和利润。辅以配套的保障措施，如服务质量的控制从培训到实施到验证，进行系统修正，形成闭环管理体系建设。这些服务策略在每个阶段都符合公司的发展，当前，售后部门俨然从企业的成本部门转变为业绩和利润部门，并持续的贡献社会价值。 远大售后服务的核心能力随着公司和社会的进步，也在持续的丰富其内涵，在保持现有优势的基础上，对未来的竞争提前做好准备工作，通过服务要素的加强，持续获取竞争优势，成长为行内的世界级企业。本篇论文共使用图12幅，表5个，参考文献33篇。
英文摘要：	Under the background of the current service economy, the traditional machinery manufacturing industry has become an inevitable choice for service-oriented transformation and upgrading. How to improve the after-sales service ability, explore the after-sales service market of enterprises and create service value have become the problems faced by many manufacturing enterprises. As a private manufacturing enterprise, BROAD Air Conditioning Co., Ltd. (hereinafter referred to as "BROAD") has always been in a leading position in the domestic non electric central air conditioning industry (mainly driven by natural gas or waste steam, flue gas, hot water, etc.). BROAD has been deeply engaged in the field of after-sales service for more than 30 years. The research on its growth and development and core competence in the field of after-sales service is of practical reference and inspiration to the development and innovation of industry enterprises in the service market. Under the background of rapid economic development and transformation, the connotation and extension of market demand, enterprise core competence and service mode have undergone important changes. Enterprises should constantly improve and explore their own capabilities to adapt to challenges and create enterprise value and social value. This paper introduces the purpose and significance of the whole research from BROAD after-sales service. This paper mainly uses case study method, PEST analysis method and SWOT analysis method to analyze the political environment, technical environment, economic environment and social environment of BRAOD after-sales service, summarizes its advantages and opportunities, disadvantages and threats, and proposes the core competence of BRAOD after-sales service. BROAD's after-sales service strategy has experienced three main stages: the first stage is the high-quality and high-cost after-sales service stage, which ensures the product performance and establishes the market reputation in the early stage of the market; the second stage, the standardized service stage, with the increasing number of product types and users, high-quality standardized service can maintain the satisfaction and loyalty of users, In the third stage, for high value-added users, we should deeply tap energy-saving potential, make full use of differentiated competitive advantages, establish long-term energy management contract services, and obtain stable performance and profits. With the support of supporting measures, such as the control of service quality from training to implementation to verification, systematic correction is carried out to form a closed-loop management system construction. These service strategies are in line with the development of the company at each stage. At present, the after-sales department seems to be transforming from the cost department to the performance and profit department, and continuously contributes to the social value. With the progress of the company and the society, BROAD's core competence of after-sales service is constantly enriching its connotation. On the basis of maintaining the existing advantages, it is necessary to make preparations for the future competition in advance. Through the strengthening of service elements, it will continue to gain competitive advantages and grow into a world-class enterprise in the industry. This paper uses 12 figures, 5 tables and 33 references.
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