Analysis of the Service Environment under the New Situation 1. Significant changes in the user structure, and the proportion of new users has increased significantly. The substantial increase in state subsidy funds has greatly attracted the participation of new purchasers. A large proportion of these are returning rural migrant workers and new customers in the towns who use agricultural machinery products as investment products. According to statistics, this part of new users accounted for The proportion is between 25% and 30%. This user group used farm machinery products for the first time. They do not have the knowledge or even lack of common sense about the use, maintenance, and maintenance of farm machinery. They also lack experience in cross-regional operation of agricultural machinery.
2. Market changes will bring pressure on resource growth for production companies. First, market growth requires enterprises to increase input and invest more people, money, and goods; Second, the substantial increase of new users requires companies to quickly change the existing service methods and service content; Third, the phenomenon of industry homogenization, requirements Businesses must make innovations.
3. The characteristics of the agricultural machinery industry, and the service management of distribution companies are under great pressure. The regional market for agricultural machinery services is very different, which makes it very difficult for circulation companies to organize services. Increased reserve is the demand for the peak season of service, but it can not absorb the cost pressure of investment during the off-season, and it does not increase the market demand. Satisfaction will affect the sustainable development of the market. Distribution companies can say that they are in a dilemma.
4. Changes in the operation of cross-regional agricultural machinery, service organization is more difficult. The growth of the market and changes in the user's structure will all affect the way in which cross-regional operations of agricultural machinery are changed. There have been phenomena such as reduction in long-distance crossings, increase in short-distance crossings, reduction in extensions across stretches, jump-crossings, and increase in cross-overs; The cross-regional operations of customers are relatively low, and it is difficult for enterprises to grasp the user's job information and circulation status in a timely manner. This brings great pressure on service organizations to allocate resources.
5. The customer's expectations have blindness, which brings growth pressure to the service. On the one hand, the continuous improvement of corporate services has led to an ever-increasing customer demand for services. On the other hand, blind pursuit of higher interests by customers has promoted the growth of customer expectations.
It is not difficult to see through the analysis that the improvement of agricultural machinery services suggests that the status quo of services is inconsistent with the development of China's agricultural machinery industry and the service needs in the new situation. To change this status quo and promote the development of the agricultural machinery industry, I believe that agricultural machinery services should be improved from the following aspects: Efforts to improve:
1. Change the service orientation. The service is positioned as the most important and critical core competitiveness in the company's own development strategy. Strengthen concepts, ideas, methods, and means. Increase investment in service resources, plan service network according to customer distribution and regional capacity, and formulate a reasonable service resource allocation plan in accordance with the minimum service configuration standard and implement it; strengthen the management of service process and focus on survey and analysis of customer satisfaction , deepen the improvement of service content.
2. Change service awareness. Change from passive to active. Services are not only provided but need to be managed. Customers should be regarded as part of themselves. They are fundamental to the sustainable development of enterprises. They should actively think, actively analyze, give initiative, and actively improve in order to meet customer needs and obtain customer's gradient. Conversion.
3. Change the service mode. Fully integrate the resources of the entire industry chain, provide comprehensive services for customers, and assume service responsibilities. At present, the providers of services are multifarious, agricultural machinery production enterprises, agricultural machinery distribution enterprises, agricultural machinery supporting supply enterprises, agricultural machinery service organization departments and socialized agricultural machinery service provision organizations. The multiple service supplies do not necessarily bring convenience and science. And more is the unclear responsibility, the inconsistent operation, and the incomplete operation. Therefore, we should integrate the entire industry, form a unified service system, establish a hierarchical responsibility mechanism, and achieve "one-stop" service requirements.
4. Change service ideas. Change from small service to big service. The enterprise not only assumes the responsibility for providing products and services, but also assumes the responsibility for the cultivation of agricultural machine users and the advancement of agricultural machinery development. Therefore, it is necessary to expand the service and upgrade from service provision to customer management. At the same time, it should expand the scope of services and work hard. Training and prevention services, postponement of tracking and care services.
5. Change service practices. Enterprises should also see the "implicit" value brought about by the service. Changing the original service is just a matter of investing without profit. Increase the investment in service resources from personnel, vehicles, parts, networks, information, etc. Factors to improve service capabilities and scale. At the same time, efforts should be made to strengthen the standardization, specialization, and scientific aspects of the service so as to make a qualitative change in the service of agricultural machinery.
2. Market changes will bring pressure on resource growth for production companies. First, market growth requires enterprises to increase input and invest more people, money, and goods; Second, the substantial increase of new users requires companies to quickly change the existing service methods and service content; Third, the phenomenon of industry homogenization, requirements Businesses must make innovations.
3. The characteristics of the agricultural machinery industry, and the service management of distribution companies are under great pressure. The regional market for agricultural machinery services is very different, which makes it very difficult for circulation companies to organize services. Increased reserve is the demand for the peak season of service, but it can not absorb the cost pressure of investment during the off-season, and it does not increase the market demand. Satisfaction will affect the sustainable development of the market. Distribution companies can say that they are in a dilemma.
4. Changes in the operation of cross-regional agricultural machinery, service organization is more difficult. The growth of the market and changes in the user's structure will all affect the way in which cross-regional operations of agricultural machinery are changed. There have been phenomena such as reduction in long-distance crossings, increase in short-distance crossings, reduction in extensions across stretches, jump-crossings, and increase in cross-overs; The cross-regional operations of customers are relatively low, and it is difficult for enterprises to grasp the user's job information and circulation status in a timely manner. This brings great pressure on service organizations to allocate resources.
5. The customer's expectations have blindness, which brings growth pressure to the service. On the one hand, the continuous improvement of corporate services has led to an ever-increasing customer demand for services. On the other hand, blind pursuit of higher interests by customers has promoted the growth of customer expectations.
It is not difficult to see through the analysis that the improvement of agricultural machinery services suggests that the status quo of services is inconsistent with the development of China's agricultural machinery industry and the service needs in the new situation. To change this status quo and promote the development of the agricultural machinery industry, I believe that agricultural machinery services should be improved from the following aspects: Efforts to improve:
1. Change the service orientation. The service is positioned as the most important and critical core competitiveness in the company's own development strategy. Strengthen concepts, ideas, methods, and means. Increase investment in service resources, plan service network according to customer distribution and regional capacity, and formulate a reasonable service resource allocation plan in accordance with the minimum service configuration standard and implement it; strengthen the management of service process and focus on survey and analysis of customer satisfaction , deepen the improvement of service content.
2. Change service awareness. Change from passive to active. Services are not only provided but need to be managed. Customers should be regarded as part of themselves. They are fundamental to the sustainable development of enterprises. They should actively think, actively analyze, give initiative, and actively improve in order to meet customer needs and obtain customer's gradient. Conversion.
3. Change the service mode. Fully integrate the resources of the entire industry chain, provide comprehensive services for customers, and assume service responsibilities. At present, the providers of services are multifarious, agricultural machinery production enterprises, agricultural machinery distribution enterprises, agricultural machinery supporting supply enterprises, agricultural machinery service organization departments and socialized agricultural machinery service provision organizations. The multiple service supplies do not necessarily bring convenience and science. And more is the unclear responsibility, the inconsistent operation, and the incomplete operation. Therefore, we should integrate the entire industry, form a unified service system, establish a hierarchical responsibility mechanism, and achieve "one-stop" service requirements.
4. Change service ideas. Change from small service to big service. The enterprise not only assumes the responsibility for providing products and services, but also assumes the responsibility for the cultivation of agricultural machine users and the advancement of agricultural machinery development. Therefore, it is necessary to expand the service and upgrade from service provision to customer management. At the same time, it should expand the scope of services and work hard. Training and prevention services, postponement of tracking and care services.
5. Change service practices. Enterprises should also see the "implicit" value brought about by the service. Changing the original service is just a matter of investing without profit. Increase the investment in service resources from personnel, vehicles, parts, networks, information, etc. Factors to improve service capabilities and scale. At the same time, efforts should be made to strengthen the standardization, specialization, and scientific aspects of the service so as to make a qualitative change in the service of agricultural machinery.
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