“From January to August 2009, we provided service support for the cooperation of the entire vehicle manufacturer 58 times, solved 6 major problems for major customers, and trained 30 service stations.” September 23rd, at the West Fourth Ring Road in Beijing Dongfeng Cummins Beijing Commercial Office, the person in charge Chen Guofu told reporters. Behind these achievements, it shows that Dongfeng Cummins Engine Co., Ltd.'s "pre-service" strategy is fruitful.

It is a consensus that service is one of the core competitiveness of today’s enterprises. How to quickly respond to the user's service needs from the workflow and organization settings and effectively solve the user's problems is a question that every company is thinking about. Dongfeng Cummins believes that if it is to achieve this goal, the service will be moved to the front line of the market and communicated with users and the market at zero distance. This is the “pre-service” advocated by Dongfeng Cummins.

Shorten the process and improve service efficiency

The front end of the engine enterprise service system is the service station. Under normal circumstances, the user's engine has a problem and the service station will solve it first. If the service station can't solve it, then feedback to the engine company. In this process, the process of reporting, reviewing, feedback, and dispatching is required. Although it is relatively rigorous, more procedures will inevitably compromise the efficiency of the service.

In order to resolve this contradiction, Dongfeng Cummins moved some of its audit work to the commercial offices across the country. Such as the identification of audits, business claims audits, emergency services, etc. Once the customer has an urgent problem, the engineers of the Commerce Department can immediately mobilize the emergency vehicles, personnel and accessories, solve the problem for the customer first, and report it to the headquarters of Dongfeng Cummins. Such changes will undoubtedly greatly shorten the service process and improve the service response speed, thereby enhancing customer satisfaction.

At the same time, Dongfeng Cummins also provides more comprehensive direct services to regional customers through regional commercial offices. Under the communication and coordination of the bridge of the Commerce Department, Dongfeng Cummins not only can understand the needs of users in a timely manner, but also can quickly respond to the market and feedback from users and deal with them in a timely manner.

Understand requirements and improve service quality

Li Lei, deputy general manager of Dongfeng Cummins Marketing Co., Ltd., said: "The response speed and service quality are like the horizontal and vertical coordinates of the service and directly affect the user's satisfaction with the Dongfeng Cummins service." It is under this understanding that the service is improved. The quality of the service has become an important part of the service front.

In order to improve the quality of service, Dongfeng Cummins started from three aspects. The first is to constantly optimize the service network and standardize the management of the service network. Through regional commercial offices, the training of service stations will be intensified, the comprehensive service capabilities of service stations will be comprehensively improved, and services and accessories will be coordinated. It is understood that in addition to the professional training of service stations at the Dongfeng Cummins Training Agency, from January to August 2009, the Beijing Office of Commerce also conducted secondary training based on the problems in the operation of service stations in this region, and a total of 30 training service stations were provided. The overall level has been greatly improved.

Second, adjust service strategies in a timely manner based on market changes and user feedback. Through commercial visits from customers, review of certification orders, market feedback, quality information processing, etc., the implementation of service policies and the overall quality of service are monitored, and reports are followed to monitor service stations to improve service quality.

In addition, Dongfeng Cummins has also collected information about the use of major customers through the Commerce Department and feedback to the production and R&D departments. In this way, with the gradual accumulation of users, knowledge about users' habits is becoming more and more abundant. This not only helps the design department develop a reliable engine that meets various application environments, but also constantly adjusts according to these information and needs. , improve its own service quality. At present, Dongfeng Cummins has recorded detailed information on nearly 400,000 users, implemented active tracking services, and regularly visited users.

In an interview with reporters, Chen Guofu took out a bunch of business cards that were collected during the service process: “There are some of our existing users. There are also potential users who are interested and are our precious resources. We will put the service first, call the customer often, understand their needs, and answer their questions."

Through service frontage, it is the goal and mission of Dongfeng Cummins to achieve a high degree of integration between engine companies, users, and service stations, thereby creating a high-quality service network system with high efficiency, good service, and good reputation. We have reason to believe that under the guidance of this mission, Dongfeng Cummins will certainly win the recognition of more users.

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