Positioning of the hottest enterprise service stra

2022-08-13
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Positioning of enterprise service strategy

why "excellent service"? What's wrong with "quality service"

"quality service" is not enough to distinguish from competitors; Not enough to establish a solid customer relationship; Not enough to compete with competitors in value rather than price; It is not enough to inspire employees, make them want to do better in work and life, and ensure the payment of correct dividends

-- Leonard I. berry on Zhuo, but if we buy a tensile testing machine with poor quality for the reason of price, the service will be better.

at present, the society has entered a post marketing era focusing on consumer experience, and the quality of customer service has a great impact on the results of consumer experience. Some enterprises can improve the service level of enterprises and form the core competitiveness of enterprises. It is necessary to promote customer service to the strategic position of the enterprise

let's first look at a case

a enterprise is a private enterprise producing industrial electrical appliances in Guangdong. The enterprise scale ranks in the forefront of the industry, but the product grade is low, and the product sales price is also low. The high-end market of the industry is occupied by foreign well-known brands. Their products have superior quality and performance, high prices and standardized management. There are many small and medium-sized enterprises in the low-end market. They compete at low prices and gain a lot of market share. "There are wolves in the front, tigers in the back, and a group of mice behind", enterprise a is facing fierce market competition

a enterprises also hope to realize product upgrading, price upgrading and brand upgrading through technological upgrading after obtaining the advantage of scale. However, technology upgrading and product quality upgrading, after all, need a process. In the recent stage, we must rely on low price products to ensure market position, and at the same time, we must lay the foundation for future high-quality and high price product upgrading. Faced with such an arduous task, under the condition of "products are inferior to people", the leaders of the company boldly put forward the strategic direction of "shortening the gap with foreign well-known brand products through excellent service", and strive to establish a perfect customer service system

however, enterprise a is faced with the coexistence of high, medium and low-grade products, and the customer structure also includes industrial customers with different characteristics of large, medium and small-scale, state-owned, foreign-funded and private enterprises. We should consider serving both low-end customers and high-end customers. We should consider not only the current situation of fierce competition among domestic small and medium-sized enterprises, but also the comprehensive competitive advantages of foreign brands. How can enterprise a establish its own service strategy

for this reason, we conducted extensive and in-depth research on how to establish the enterprise service strategy and expand the speed regulation range. The study found that the current strategic positioning of the market in terms of customer service mainly has three different forms: high-quality and high-cost service strategy, low-quality and low-cost service strategy, and differentiated service strategy

(I) high cost and high quality service strategic positioning

service strategic characteristics customer service requirements represent customers

(1) high service cost, high service quality and high product price (high premium)

(2) the service organization has sufficient customer orientation and service resources

(3) pursue perfection in service contact, response time, response ability and service quality

(4) generate customer value in service

(5) services realize enterprise value, value-added services reduce price sensitivity, and gradually realize brand recognition, satisfaction, preference and loyalty

(1) active, tracking and directional services

(2) high contact, fast response, timely response and excellent service quality

(3) value added and personalized. Sap, Shangri La Hotel case analysis: Shangri La Hotel Pudong Shanghai is one of the top hotels in Shanghai, providing unparalleled and well received consumption experience for business and leisure passengers. The hotel has a comfortable environment, considerate service and convenient geographical location. Compared with business hotels such as Home Inns, the service content and quality provided by Shangri La are very different, but the service price of Shangri La is also incomparable to Home Inns. The service orientation of Shangri La Hotel is high service quality, high service cost and high service price

(II) low quality and low cost service strategy

characteristics of service strategy customer service requirements represent customers

(1) general service quality, low service cost, low product price, and price is the main competitive factor

(2) no special service organization and insufficient service resources

therefore, we conducted in-depth research on how to establish enterprise service strategy. The study found that the current strategic positioning of the market in terms of customer service mainly has three different forms: high-quality and high-cost service strategy, low-quality and low-cost service strategy, and differentiated service strategy

(I) high cost and high quality service strategic positioning

service strategic characteristics customer service requirements represent customers

(1) high service cost, high service quality and high product price (high premium)

(2) the service organization has sufficient customer orientation and service resources

(3) pursue perfection in service contact, response time, response ability and service quality

(4) generate customer value in service

(5) services realize enterprise value, value-added services reduce price sensitivity, and gradually realize brand recognition, satisfaction, preference and loyalty

(1) active, tracking and directional services

(2) high contact, fast response, timely response and excellent service quality

(3) value added and personalized. Sap, Shangri La Hotel case analysis: Shangri La Hotel Pudong Shanghai is one of the top hotels in Shanghai, providing unparalleled and well received consumption experience for business and leisure passengers. The hotel has a comfortable environment, considerate service and convenient geographical location. Compared with business hotels such as Home Inns, the service content and quality provided by Shangri La are very different, but the service price of Shangri La is also incomparable to Home Inns. The service orientation of Shangri La Hotel is high service quality, high service cost and high service price

(III) differentiated service strategy

service strategy characteristics customer service requirements represent customers

(1) products are highly differentiated, with obvious differences in value

(2) service considers both cost and customer value. Some customers are low-cost oriented and provide cost-effective products to compete; Some customers are guided by value maximization and provide differentiated services to obtain product premium

(3) set up service organization and allocate service resources according to different service requirements. Provide differentiated services according to different product types, customer values, customer industry characteristics, and customer characteristics. China Mobile and ABB

case analysis: China mobile communication has three major personal customer brands: Global connect, M-Zone and ShenZhouHang. Among them, global connect is mainly designed for high-end business people, M-Zone is mainly designed for the young generation who like fashion, and ShenZhouHang is designed for ordinary people who like economic benefits. China Mobile has subdivided its customers and provided different service contents according to their value to the company. For example, the global connect VIP Club is a platform for China Mobile to provide differentiated services for global connect VIP customers holding diamond cards, gold cards and silver cards. Through this platform, customers can enjoy 3A services integrating "high-quality network services, high-quality customer services and high-quality extended services", And most of the basic services provided for ordinary Shenzhou travel users are preferential phone charges

by analyzing the above three service strategic positioning, according to the complexity of enterprise a's product structure and the universality of customer structure, we suggest that enterprise a adopt differentiated service strategic positioning

on the basis of differentiated positioning, enterprise a formulates differentiated service plans, establishes relevant service organizations, changes service processes, optimizes service methods, and configures service resources for key and core customers. After differentiated service positioning, company a understood the direction of customer service and formulated a series of differentiated service strategies, which not only met the service requirements of most middle and low-end customers, but also provided a series of value-added services for some high-end customers. Although there are still some gaps with foreign well-known brands in terms of products and technology, many customers are still willing to cooperate with company a through the improvement of service level, which has won time and opportunities for the product upgrading of enterprises in the future

it is not difficult to see from the above cases that the service strategic positioning of the enterprise is closely combined with the enterprise marketing strategy. In my opinion, if enterprises want to position their service strategy well, they should do a good job in the following points:

(I) combine the service strategy with the enterprise's marketing strategy

when formulating the marketing strategy, enterprises should fully consider the role of service in the value chain. What does an enterprise rely on to win in the industry competition? Is it product leadership, technology leadership, cost leadership, or service leadership? For industrial goods manufacturing enterprises, consumer goods production enterprises and social service enterprises, the status of customer service is different. Small enterprises, medium-sized enterprises and large enterprises also have differences in considering service positioning. The product structure, channel condition, market layout, personnel structure and management level of enterprises also affect the service positioning

Haier's "service" leading strategy has been proved to be completely correct by the market. Service has become a part of its marketing strategy, and various marketing strategies are fully in line with this service strategic positioning. Spring Airlines' service strategic positioning is also closely coordinated with its low-cost strategy. Some enterprises provide services only at the level of dealers and key customers, which is also inseparable from their marketing strategies

here, we suggest that no matter what service strategy is formulated, it is best to abide by the following principles: service strategy should be considered when formulating marketing strategy, and marketing strategy should also be considered when positioning service strategy. It is best to organically combine marketing strategy with service strategy

(II) formulate service strategy on the basis of customer segmentation

when formulating service strategy, we should fully consider the situation of customer segmentation. Because customers' service needs are different, services need cost, and the value of customers' contributions to the company is also different. We should carefully analyze the target market of enterprise products, the service support required by different products, and the different service needs of different customers. We must not carry out service activities without differences. We suggest that service-based customer segmentation, first, according to the different service content of customer needs; The second is to subdivide according to the value of customers. Find out the differences in customers' service needs, and then describe the characteristics of such customers. Your service strategy will be targeted, and you will understand what kind of customers should provide what kind of services, the quality of customer service will be improved, and the proportion of enterprise service costs and benefits will be very reasonable

(III) establish a service culture and advocate the concept of full service

a nation without spirit is dangerous, and an enterprise without culture is also terrible. Service is definitely a kind of corporate culture. A good culture can encourage employees to maintain a good working attitude, create a good working atmosphere for the team, and improve the quality and efficiency of employees' work, so as to ensure the healthy, harmonious and sustainable development of the enterprise. If the service is positioned at a strategic height, then the advocacy of this service culture

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