Ever since businesses started offering solutions instead of products, they have acknowledged that selling spare parts and after-sales services could be a lucrative source of profits. So why do so many companies still treat aftermarket services as an afterthought? One reason is that after-sales support is so hard to manage. Original equipment manufacturers (OEMs) often subject their customers to unnecessary delays when problems arise, and many OEMs outsource customer service. As a result, customers are dissatisfied with the level of service they receive, and companies don't benefit from the aftermarket's potential. Only businesses that provide services efficiently can truly benefit. Focusing on after-sales services can pay off in a number of ways. For example, it's cheaper for businesses to increase sales of parts and service-related products than to find new customers. And when companies provide aftermarket support, they gain unique insight into their customers' businesses that's difficult for rivals to acquire. The authors, who have studied after-sales service networks for more than 20 years, have developed a six-step approach to help companies improve after-sales service quality levels, reduce investments in service assets, and cut operating costs. To be successful, firms must identify the products they want to support, design a portfolio of service products, use multiple business models, determine after-sales organizational structures, create an after-sales supply chain, and monitor performance. Companies that ignore these steps, say the authors, are doomed to mediocrity.

【書誌情報】

ページ数：16ページ

サイズ：A4

商品番号：HBSP-R0605H

発行日：2006/5/1

登録日：2012/3/28