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2003年,随着投影机消费的逐渐成熟,服务和顾客满意度已经替代技术性能和价格,成为投影机市场的敏感触点。而投影机市场服务领域的深层开拓也进一步激活了整个行业的发展潜能。很多投影机厂商的服务正在从传统的支持与维护的层面完成新的蜕变,从销售型企业向服务型过渡。无论是投影机厂商还是其渠道代理商,同时都走到了改变理念的十字路口,在投影机市场的服务变革中面临新的抉择。这时,以不同平台模式建立起来的服务体系也就理所当然的在投影机市场活跃起来。一是投影机厂商自己建立起来的服务网络和体系,以中心城市为基础,逐级向二、三级城市渗透,如联想的“阳光服务”网络等;另外一种便是渠道代理商整合与品牌的双重实力,建立更加完善的渠道服务体系,如大恒信息公司的“渠道增值计划”等。这些厂商一直都依靠自己本土化的优势,努力完善和规范自身的服务体制,
In 2003, as projector spending matures, service and customer satisfaction have taken the place of technology performance and price, making it a sensitive touch on the projector market. The projector market services in the field of deep exploration also further activated the development potential of the industry. Many projector manufacturers’ services are from the traditional level of support and maintenance to complete the new transformation, from sales-oriented business to service-oriented transition. Whether it is projector manufacturers or its channel agents at the same time have come to change the crossroads of ideas in the projector market service changes in the face of new choices. At this time, the service platform established with different platform models is also naturally active in the projector market. First, the projector manufacturers set up their own service network and system to the central city-based, step by step to the second and third level city infiltration, such as Lenovo’s “Sunshine Service” network; the other is the channel agents integration and Brand double strength, establish a more perfect channel service system, such as Daheng Information Company’s “channel value-added plan” and so on. These manufacturers have always relied on their own advantages of localization, strive to improve and standardize their own service system,