Research Paper on Automobile After-sales Service Management —— Analysis of Automobile After-sales Service Performance Target Design
This paper analyzes the causes of poor performance of automobile after-sales service enterprises, expounds the importance of setting performance targets scientifically, and puts forward that after-sales service should be based on hardware and software, technical strength and system, and make customers more satisfied on the basis of previous studies? Financial indicators reflect performance objectives and build a multi-dimensional performance evaluation model.
[Keywords:] automobile after-sales service performance target multi-dimensional performance evaluation model
Automobile after-sales service mainly includes repair, maintenance, rescue, information consultation, insurance and second-hand car trading. According to statistics, the total scale of China's automobile after-sales service industry is about 654.38+000 billion yuan, and the number of enterprises engaged in automobile after-sales service is increasing at an annual rate of about 23%. In order to grasp the automobile after-sales service market with great potential, it is necessary to analyze the problems existing in the automobile after-sales service industry at present and establish an efficient performance management system.
First, the main reasons for the poor performance of domestic automobile after-sales service
Generally speaking, the problems of automobile after-sales service reflected by consumers mainly include poor maintenance technology, low quality of service personnel, backward management, fake and shoddy accessories, and chaotic charging. To this end, some automobile manufacturers have implemented it throughout the country? Butler style? 、? One stop? 、? The feeling of home? And other services, but limited to qualitative statements or just unrealistic ideas, unscientific indicators, and unclear indicator standards. On the one hand, the set indicators are unmeasurable; On the other hand, performance target design is not feasible.
Second, the importance of scientific performance goals
Performance management is a management method to reach a * * * understanding between setting goals and achieving them, and to promote and ensure employees to achieve their goals on this basis. Performance goal is the goal that can evaluate the management effect through performance management efforts, and it is the result of the expected object. Performance goals must be realistic, and scientific formulation of performance goals is not only an important content of performance management, but also a prerequisite for achieving performance management.
Third, the common performance evaluation methods of automobile after-sales service
The common performance evaluation methods of automobile after-sales service focus on measuring work performance;
Financial statements of automobile after-sales service performance; Service income in automobile after-sales service; Other ring-on-ring income assessment.
This evaluation method takes performance as the evaluation object and income as the main basis, which is beneficial to planning and control and has the advantages of pioneering and forward-looking. However, it usually has some shortcomings, such as the goal is difficult to determine, the trust between managers and the managed declines, it is resisted by managers, and it is out of touch with performance appraisal. One of the major defects of this method is that customers (customers) are not included in the performance evaluation system.
4. Where can the performance target of automobile after-sales service come from? Make customers more satisfied? And financial indicators.
The performance of an enterprise effectively reflects its strategic execution ability and market competitiveness. For most automobile enterprises, if we can effectively evaluate the performance of automobile after-sales service, we can not only grasp the financial contribution of automobile after-sales service performance to the company, but also provide decisive evaluation data for the overall management of automobile enterprises. Customer satisfaction has a decisive influence on the market competitiveness of enterprises. Market competitiveness and profitability determine the survival and development space of enterprises. Therefore, make customers more satisfied? And financial indicators can reflect the performance of automobile after-sales service.
1. Make customers more satisfied.
Making customers more satisfied is the way for enterprises to survive and develop. The survey shows that users are most concerned about waiting time and maintenance cost. At present, China's major auto repair enterprises have attached great importance to controlling maintenance time. However, some auto repair enterprises blindly reduce maintenance time, which is difficult to achieve in actual operation, customer satisfaction declines, and some even make unwise behavior of sacrificing safety. The author thinks that enterprises should fully consider the safety of customers, never reduce the time of key processes, reduce the time of process circulation, handover, dispatching and waiting for materials through scientific arrangements, optimize the work combination, improve the utilization rate of working hours, strictly implement the safety operation procedures and avoid rework. Business owners are eager for quick success and instant benefit, which will inevitably lead to a short enterprise life cycle. Only when customers are satisfied can enterprises have a relatively stable market share; Only by making customers more satisfied can enterprises continue to develop in the competition. Customer satisfaction is one of the important indicators of performance management.
2. Financial indicators reflecting the performance of automobile after-sales service
The main financial indicators of automobile after-sales service performance can be reflected by key performance indicators (KPI). To determine KPI, we must first analyze the internal and external environment of the enterprise. The internal factors that affect and restrict the performance of automobile after-sales service mainly include hardware, software, technical force and system.
(1) software and hardware. Improving the configuration of hardware and software can usually improve work efficiency and corporate image. The investment in software and hardware requires both a large amount of money at one time and a large amount of follow-up expenses, such as hardware maintenance and debugging, improvement and maintenance of software. Therefore, we must do input-output analysis before investing. According to the market scale, market potential, competitive situation and consumption level, based on the present and with an eye to the future, the relevant software and hardware are reasonably equipped and upgraded in time.
(2) technical strength. According to the survey, the domestic automobile after-sales service industry not only has a low overall level of employees, but also has too frequent turnover of technicians, which has caused great pressure on enterprises. We suggest improving this situation from the following aspects: introducing and training technicians to form a technical supplement echelon; Establish a technical post appointment system based on technical level and professional quality, and scientifically evaluate the ability of technical personnel; Reasonable salary; Scientific implementation of technical personnel performance management; Standardization of technical department management.
(3) system. There are two kinds of differences in the management system of domestic automobile after-sales service enterprises: one is that the system is not perfect, and the other is that the system is a mere formality with poor feasibility. The system itself is not the driving force of performance, but a targeted and feasible system undoubtedly has a strong driving effect on business performance, and on the contrary, it becomes the cause of low performance and an obstacle to performance improvement.
By analyzing the external factors that affect and restrict the performance of automobile after-sales service: industry status, regional economic status, policy environment and legal environment, the relative optimal scale of enterprises is determined. The model of comprehensive automobile maintenance enterprises in Canada is very similar to that in China, but the scale is far smaller than that in China. Automobile maintenance enterprises with 30 to 40 employees are very large in Canada, and its scale control is worth learning.
The strategic goal of automobile after-sales service enterprises is to achieve steady profit growth this year and maintain or expand market share. Taking 4S brand stores as an example, the following results can be obtained by analyzing KPI with fishbone diagram: profit brought by after-sales service to enterprises = output value of after-sales service-cost-expense.
Verb (abbreviation of verb) A multidimensional performance evaluation model based on customer satisfaction and financial indicators.
Automobile after-sales service performance is based on the software and hardware foundation, existing technical strength and management system of the enterprise, and is realized through profit-driven and market-driven, with the joint efforts of all members in the organization. Among them, market-driven can be described by customer satisfaction.
To sum up, the following model can be constructed: automobile after-sales service performance = profit level? Customer satisfaction? (software+hardware+technical force)? System. Among them, profit level = (after-sales service output value-cost-expense)/expected profit.
The value of customer satisfaction is: the proportion of customer satisfied services to the total number of services.
References:
[1] Xu. Automobile after-sales service that needs to be quantified urgently [J]. Enterprise Research, 2005(5)
[2] Cheng Sencheng, Li. Comparative Analysis of Performance Objectives and Performance Standards [J]. Science and Technology and Management, 2005( 1)
The second research paper on automobile after-sales service management "Game Analysis of Automobile after-sales service quality"
With the rapid growth of automobile sales in China, the quality of automobile after-sales service is declining. In view of this situation, this paper draws the conclusion that the quality of automobile after-sales service has fallen into Nash equilibrium, and points out that the most effective way to solve the dilemma of low quality of after-sales service is for the government to issue relevant policies to improve the quality standard of automobile after-sales service.
Keywords automobile Nash equilibrium after-sales service quality
First, the problem of automobile after-sales service has become increasingly prominent.
In a survey conducted at the beginning of 20 1 1 by Fenghuang. com auto channel, 89% of the respondents expressed dissatisfaction with the after-sales service of automobiles. With the rapid growth of car ownership and sales, the problem of car after-sales service is gradually emerging.
From a legal point of view, automobile after-sales service can not satisfy consumers mainly because the country lacks laws and regulations to protect consumers' rights and interests. Appeared as early as 2006? Cars are not consumer goods? Event: A consumer sued the dealer and lost the case. The court gave the basis that the car is not a consumer product and the Consumer Protection Law is not applicable. Up to now, the automobile has not been realized? Three packs? Service.
From the perspective of economic benefits, the quality level of automobile after-sales service is not high at present, but the market potential of automobile after-sales service is huge, and after-sales service is an area that all enterprises must attach great importance to. After-sales service will become an important source of enterprise profits when the sales profit of automobile products is shrinking gradually. Song Xiaobing (2006) pointed out: Relevant statistics show that in a fully mature international automobile market, the sales profit of automobiles accounts for about 20% of the whole automobile industry, the supply profit of spare parts accounts for about 20%, and 60% of the profit comes from the after-sales service field. Compared with developed countries in automobile industry, China's automobile after-sales service industry is more naive, and its development level is lower than that of automobile industry. ?
After-sales service itself is also a powerful weapon for enterprises to gain competitive advantage, and the most typical case is Helmo. What was a TV set during Haier's pioneering period? Three big pieces? First of all, it costs four or five thousand yuan to buy a TV set, which is equivalent to a family's annual income, and its status is very similar to that of a car now. In the absence of obvious technical and brand advantages, Haier has won the recognition of consumers and become a world-famous brand with its excellent after-sales service. By improving the quality of after-sales service, automobile enterprises can reduce the uncertainty when consumers buy and increase the competitiveness of their products.
In view of the above problems, this paper will analyze the economic reasons why automobile enterprises have not taken the initiative to improve the quality of after-sales service and strive for competitive advantage and huge profits.
Second, the game analysis of automobile after-sales service quality
1, analysis hypothesis
Suppose there are two enterprises: leaders and followers. Joint ventures such as Shanghai Volkswagen can be regarded as leaders, and independent brand enterprises such as Chery can be regarded as followers. The two companies compete in the automobile market. Suppose that the goal pursued by two enterprises is to maximize short-term profits, and the sales of leaders are equal to those of followers in the initial situation.
The leader's product quality level is better than that of followers, and the price is also higher than that of followers. At the initial moment, the quality of after-sales service of leaders and followers was low. In the case of low management level of China automobile enterprises, they can only provide low-level after-sales service. Leaders and followers can choose to provide consumers with high-level after-sales service by increasing costs. In this way, the quality of after-sales service constitutes the strategic choice set of automobile enterprises.
Assuming that other things are equal, consumers are willing to pay higher prices for products with better after-sales service. However, since most consumers in China are buying cars for the first time and have no experience in using cars, they cannot judge the after-sales service quality of automobile enterprises, nor can they feel the improvement of after-sales service quality. Only through long-term experience accumulation can consumers truly understand and feel the quality of after-sales service and improve their reserve price. There are two standards to improve the quality of after-sales service: one is the objective standard, that is, the real level of after-sales service quality of automobile enterprises, and the other is the subjective feeling of consumers. Consumers obviously feel that it often takes a long time to improve the quality of after-sales service.
2. Game analysis process
Nash equilibrium is the core concept of game theory, which refers to such an equilibrium state: each participant in the game chooses the strategy that he thinks is the best under the given conditions of other participants' strategies.
According to the definition of Nash equilibrium, only two conditions need to be met, and leaders and followers choose to maintain low-quality after-sales service, which is a Nash equilibrium. These two conditions are: first, when followers do not choose to improve the quality of after-sales service, leaders will choose not to improve the quality of after-sales service; Second, when leaders do not choose to improve the quality of after-sales service, followers will also choose not to improve the quality of after-sales service. When the above two conditions are established at the same time, the market reaches Nash equilibrium, and enterprises have no incentive to change the status quo.
The first question to be discussed is whether the first condition holds. Since followers choose to maintain low-quality after-sales service, leaders have two choices: improving the quality of after-sales service and maintaining low-quality after-sales service. If the leader improves the quality of after-sales service, consumers can't immediately feel the change of their service level, so the leader must also keep the original price unchanged. However, due to the improvement of after-sales service quality, the cost of leaders will increase, and the profits of leaders will decline in the short term. In the long run, after the leading price and after-sales service quality are improved at the same time, there will be no improvement in cost performance, but some consumers will be lost because of the price increase. It can be concluded that improving after-sales service quality is not good for leaders, and leaders have no motivation to improve after-sales service quality, that is, the first condition is established.
Next, we will discuss whether the second condition holds. Suppose a leader chooses to maintain low-quality after-sales service, then followers have two choices: improving the quality of after-sales service and maintaining low-quality after-sales service. When followers choose low-quality after-sales service, the market remains in the initial state.
When followers choose to improve the quality of after-sales service and leaders maintain low-quality after-sales service, followers will face a series of uncertainties, leading to a decline in their profits. Followers may suffer losses in the following ways.
First, followers' profit level is low, and the cost of improving after-sales service quality is high, which may lead to followers' losses. Although the overall profit level of passenger car industry is high, the product prices of independent brand enterprises and other companies are relatively low, and the profit level is also low. ? According to relevant research, the brand price difference between independent brands and joint venture brands is very obvious, A00 is 30%, A0 is 25%, A is 25%, and B is 50%? . Relevant research in 2009 shows that the profit rate of self-owned brand automobile enterprises is about 5%, while the profit rate of joint venture brand automobile enterprises can reach 10%. When followers improve the quality of after-sales service, their after-sales service costs will inevitably rise. If the sales price and sales volume of followers have not changed, the increased after-sales service cost will reduce the profit level of followers and even make them lose money.
Second, there are more and more followers, which makes the cost of increasing after-sales service high. As time goes by, the number of followers has been increasing. On August 22nd, 2007, the first 1 10,000 car of Chery Automobile rolled off the assembly line. This also means that the number of Chery cars has reached 6.5438+0 million. Automobile companies announced to improve the quality of after-sales service, which is to provide higher quality after-sales service for these millions of users equally. If the after-sales service time spent on each user is increased by 1 hour every year, and each after-sales service worker works for 2000 hours every year, then the automobile enterprise needs to increase 5000 employees. Suppose that the annual salary of each employee is 50,000 yuan, but the increase of employees' salary expenditure is as high as 250 million yuan.
As a follower of the industry, independent brand enterprises missed a good opportunity. That is, at the beginning of 2 1 century, in the year of high automobile profit rate and in the case of low automobile ownership, the opportunity to win market recognition with high-quality after-sales service. Due to the blind pursuit of scale and fast-growing market demand, independent brand enterprises ignore the quality of after-sales service. Because of the lack of a deep understanding of the nature of the industry and products, independent brand enterprises failed to seize this rare opportunity. When the number of cars has reached one million, when cars have become low-profit products, and when consumers have lost confidence in the product quality and after-sales service quality of their own brands, it is obviously costly or even impossible to improve the after-sales service quality.
Third, it may take several periods for consumers to feel the improvement of after-sales service quality of followers and increase the purchase of followers' products. Before that, followers have to endure the situation that the cost of after-sales service increases and the sales volume remains unchanged. What if the leader takes it? Fish in troubled waters? The situation of followers may get worse. When followers improve the quality of after-sales service, leaders may also release information to consumers, claiming to improve their after-sales service quality, but actually take no action. When consumers or related media observe the actual situation of leaders, they will naturally think that followers' commitment to improve after-sales service quality is also empty talk. Therefore, the efforts of followers to improve the quality of after-sales service have been largely obliterated.
Fourthly, when followers improve the quality of after-sales service, if the leader adopts the counter-attack strategy of reducing the product price, followers will face the triple dilemma of product price decline, product sales decline and after-sales service cost increase. After followers improve the quality of after-sales service, leaders will lower their product prices before consumers increase their purchases of followers' products. Because the price signal is very clear and easy to observe, consumers will immediately change their purchase decision and buy the leader's products instead. Followers' sales will decline and profits will be further compressed. The cost of improving after-sales service quality is too high, forcing followers to give up their promise to improve after-sales service quality and return to their original state.
Fifth, the rapidly increasing consumer demand may make followers reluctant to improve product quality. Since 200 1, the passenger car industry in China has been in a rapid growth trend. The sales volume of passenger cars in 200 1 year was 6.5438+0.27 million, and reached 6.3 million in 2007. The rapid growth of sales volume will cause enterprises to pay attention to how to arrange production capacity and produce more products, and also make enterprises feel that consumers have an illusion about product quality and after-sales service quality.
Sixth, the misunderstanding of enterprise scale economy makes followers pursue sales targets first. On the issue of economies of scale, it is generally believed that the automobile industry is an industry with obvious economies of scale. If the output does not reach a certain scale, which is generally considered as1.5,000 or 300,000, enterprises will not be able to gain a foothold in the industry. Under the guidance of this idea, new enterprises in the industry strive to increase sales quickly and strive to reach the threshold of economies of scale as soon as possible.
Seventh, there is a serious shortage of after-sales service personnel, and the human resources conditions for improving the quality of after-sales service are not available. Improving the quality of after-sales service requires a large number of after-sales service personnel. At present, the number of 4S stores in China has reached six or seven thousand, and it is still increasing. The number of employees in each 4S store is about 50 to 100. In addition, there are a large number of auto repair shops that need all kinds of personnel. In recent years, the scale of automobile industry in a broad sense, such as automobile factory, 4S shop and automobile repair shop, has expanded rapidly, but the scale of personnel training can not adapt to this change, resulting in the lack of talents in the automobile industry and the low quality of employees.
Therefore, since leaders choose to maintain low-quality after-sales service, followers will also choose to maintain low-quality after-sales service, and the second condition is established. Both cases prove that leaders and followers maintain low-quality after-sales service and form Nash equilibrium.
Third, to solve the problem of low quality after-sales service countermeasures
Through the above analysis, it can be concluded that various enterprises in the market provide low-quality after-sales service to form Nash equilibrium. Nash equilibrium is stable, and enterprises will keep the status quo unchanged when external conditions remain unchanged.
The most effective way to solve the problem of low quality of after-sales service is for the government to issue after-sales service standards, which will force the improvement of after-sales service quality. Mandatory policies and regulations make leaders and followers have to improve the after-sales service quality of products. In this way, the Nash equilibrium with low after-sales service quality will naturally collapse. The introduction of policies and regulations and the actions of enterprises to improve the quality of after-sales service will soon benefit consumers, thus improving market performance.
refer to
[1] Qiu can: selling clothes: how to fly high and low [J]. Car Watch, 2006(5).
[2] Song Xiaobo: China automobile after-sales service system development research [J]. Shanghai Automobile, 2006(5).
[3] Ray. Reflections on the decline of the share of independent brands in the car market [J]. Automotive Industry Research, 2008( 12).
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