Q Services and services - after-sales service, scheduled maintenance of operating systems, processing of waybills, planning and accounting of the work of service departments of the enterprise.
Organization (in block 7) of service, after-sales technical maintenance, warranty and post-warranty repairs, etc. Collection and analysis of complaints, claims and reclamations. Development of recommendations for managing product quality for the previous components of product distribution. The final link in monitoring the quality of all basic designs products and modifications of recipes - the entire parametric range of a new product entering the market. This allows you to respond to emerging requirements various groups consumers.
After-sales service includes a set of services provided necessary to ensure the effective functioning of the product in the existing economic conditions throughout the entire intended product life cycle. After-sales service is carried out both before and after the sale of products and includes the following main activities
After-sales service criteria
The criterion of nomenclature and quality characterizes the volume of refusals to requests for after-sales service. After-sales service is proposed to be considered in the context of the following areas: warranty repairs, provision of spare parts, replacement of obsolete equipment with new analogues, disposal of old equipment. In this case, the options in the classification are presented as follows
The price criterion considers the price characteristics of each type of after-sales service in comparison with the average market price of the service center.
The criterion of reliability of service provision allows us to give a probabilistic assessment of the failure-free performance of the i-th type of after-sales service 1) probability P(Vt) of failure due to the non-compliance of the i-th type of after-sales service with the required quality 2) probability P(V) of failure
AFTER-SALES SERVICE - a set of services for installation, adjustment, preparation for start-up, repair, provided after the sale of technically complex goods, warranty and post-warranty repairs on a purely formal basis free of charge (in the first case) or for a fee (in the second). The formality here is that the cost of work, spare parts and materials during the warranty period is included in the sales price or other (post-warranty) services.
Product with reinforcement. Here the product is complemented by a service - work when it is used by the consumer. Therefore, the service is a component that reinforces the product and can be presented in the form of installation of equipment at the site of operation of the product, provision of quality guarantees, provision of service services - after-sales service, payment services - goods on credit, delivery on agreed dates, etc.
After-sales service 169 Pre-sales service 170 Easement 170
AFTER-SALES SERVICE - see AFTER-SALES SERVICE
AFTER-SALES SERVICE - see AFTER-SALES SERVICE.
After-sales service, which provides a list of works and services necessary to ensure the performance of all operational functions during the use of products throughout the entire life cycle.
The second subgroup, which makes up organizational and non-price indicators, covers the compliance of supplies with the complete set, the presence of trademarks, certificates of conformity (quality, safety, environmentally friendly, etc.) for products, the presence of certificates for the management system, efficiency, reliability and quality of service, after-sales service , readiness to conclude contracts, availability of service structures, openness and accessibility of information about the quality of products at all stages of its life cycle, compliance with contractual terms and discipline, non-tariff barriers (including requirements of international standards and national countries) and etc.
List the main activities of after-sales service for consumers of goods.
Determining the level of demand for a given product or service in a specific domestic and (or) foreign market is necessary to develop a company behavior strategy and gain competitive advantages. The choice between delivery and warehousing or delivery without intermediate warehousing is based on an analysis of logistics costs. For determining optimal level logistics service needs to be analyzed service maintenance products, service to meet consumer demand, production service, after-sales service, financial and information service.
The marketer should study consumers to understand what essential services could be offered to them and the relative importance of each. For example, Canadian buyers of industrial equipment named 13 service factors in descending order of importance: 1) reliability of supply, 2) promptness in providing price proposals, 3) the ability to obtain technical advice, 4) provision of discounts, 5) after-sales service, 6) scale of the distribution network. 7) ease of contact, 8) guarantee of replacement of goods, 9) wide production capabilities of the supplier, 10) the ability to develop goods according to an individual sample, 11) the possibility of providing credit, 12) availability of testing equipment, 13) availability of equipment for mechanical processing 14 This ranking order suggests that in this market the seller must at least not be inferior to competitors in terms of reliability of supplies, promptness in issuing price proposals, the ability to provide technical advice and other types of services that customers consider the most important.
Demand segment positioning. Product value. Demand curve. Consumer matrix: relationship between price and value of a product. Price estimation algorithm, price level, effectiveness of the discount system, payment options, payment period. Algorithm for assessing the value of a product: quality, functionality, reliability, warranty, level of sales and after sales service, reputation (prestige), basic combinations of price and value of a product, bought - thrown away - forgotten, cheap but good, a trap for fools, the dream of life.
The temporal and spatial gap between the processes of formation of quality characteristics of products and their manifestation among consumers creates several organized and technical and economic problems that are the subject of specialized quality management functions (technical control, marketing, organization of after-sales service, etc.).
The company's lack of its own retail network impairs its ability to influence product sales. This is the sales link in which it is best possible to assess the real cost of products and the need (possibility) of price changes. The presence of levers to control the retail price of products is often a decisive factor in the company's flexible pricing policy. At this level of implementation, it is also possible to quickly restructure marketing activities in accordance with changing market conditions. However, organizing retail trade (especially in the initial stages) is associated with significant costs, and this makes it difficult to enter the retail industry. However, as practice shows, there are market conditions that force the opening of retail stores (dealership centers) when the market is not well studied and the manufacturer does not have the financial resources to test it; the volume of pre-sale and after-sale service is small; the number of market segments is small; the product range is wide; the characteristics of the goods determine the small frequency of one-time purchases.
The service subsystem is designed to support solutions for service management, after-sales and special maintenance. It supports routine maintenance, preventive maintenance, repairs and troubleshooting, and warranty repairs. The service subsystem includes modules for managing periodic maintenance and routine repairs (creating a work schedule, preparing service orders, calculating costs), managing service contracts, developing maintenance and repair schedules (staff employment planning, preparing operational repair tasks, determining order priorities ), cost analysis.
After-sales service includes a range of work on warranty and post-warranty service (repairs, supply of spare parts, personnel training, etc.). The warranty period for this equipment is 6 months.
Care must be taken to fulfill the company's obligations regarding branded after-sales maintenance of products (service). This means that during the service life of the products, the consumer must ensure their repair, for which it is necessary to produce a certain volume of these products and their constituent elements(spare parts for the repair and maintenance needs of the product fleet).
A kind of intermediate form between purely risky business and internal risky projects is the organization of joint ventures of a new type, which are an association of a small knowledge-intensive firm and a large company. As part of such an association, a small firm develops a new product, and big company provides financial support, provides research equipment, provides sales channels, organizes service and after-sales customer service.
Distributors, unlike sales representatives, acquire ownership of goods and are paid not on a commission basis, but based on the difference between purchase and sale prices, that is, they must have certain resources for their activities. Distributors are preferred in cases where after-sales service is required.
The time criterion considers the time characteristics of the after-sales service, i.e. the time to provide / for each type of service in comparison with the market average / J . Similar to the cases discussed above, there are five possible options
This subprocess includes one main stage - monitoring the fulfillment of warranty obligations.
Monitoring the fulfillment of warranty obligations. Quite often, the very fact of transferring the results of the contract from the contractor to the customer does not mean the termination of the contractor’s obligations. The Contractor must ensure compliance with actual performance characteristics characteristics specified in the contract. He must also make an effort to create optimal conditions to maintain these characteristics for a specified period of time (for example, through periodic inspections). On the one hand, the presence of this process creates additional difficulties for the performing company, for example, due to the need to finance it. On the other hand, even if the management of the enterprise does not bother to create this process, buyers can remind him of this if the product does not meet their expectations.
The auditor must understand that the after-sales service process is not the domain of CSA employees. However, due to the fact that they are entrusted with the task of finding and retaining clients, their participation in the process under consideration is inevitable. In addition, to create a conflict of interest (the production directorate tends to hide its mistakes), PDM employees must manage this process.
The presence of an established after-sales service process at an enterprise has a positive effect on its activities, namely:
- regulates the feedback process between buyer and seller - the presence of established procedures ensures equal treatment of buyers of any level (the principle of fairness), which adds positivity to the company’s image, and also provides a basis for improving the process (the system of process indicators is tied to its structure and content);
- provides data for analyzing the effectiveness of a number of processes (mainly the production process, logistics and the supply chain management process).
sonal) - for example, by finding out the reason for the buyer's complaint, you can find out which shortcomings of which process led to the complaint. By comparing the cost of process changes and the cost of the totality of complaints, you can decide on the advisability of making changes to the process;
It makes it possible to minimize a number of risks associated with product defects - one of the most striking examples is periodic recalls of cars of various brands due to malfunctions. If these cars had remained in operation, the companies would have suffered more significant damage (money, image, public discontent, government sanctions, etc.).
The auditor should look for opportunities to obtain data accumulated in the depths of the after-sales service process. This may give rise to a revision of the initial risk assessment of the audited enterprise and may lead to interesting topics for detailed testing.
List and content of basic and specific process risks
Subprocess
Comments
Lack of management of the by-product sales process
Quite a specific risk. In many cases, the process of production and sale of by-products is managed on a residual basis. This is partly due to the fact that for a single enterprise the value of by-products is usually significantly less than the value of the main product. This situation can provoke abuse and simple mismanagement. The auditor should also keep in mind that often the presence and valuation of by-products is difficult to detect directly from management data, and even more so accounting. Knowledge of production technology and study of production accounting data is required
Many businesses have difficulty managing this risk. For this reason, they are often simply not managed. Objectively difficult to find simple ways assessing the effectiveness of promotion expenses.
However, the presence of at least general analysis- it's better than nothing. This risk is aggravated by the lack of feedback from customers - the company simply does not have more objective sources of answer to the question of why its products suddenly become in demand by customers or vice versa
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Continuation of the table. |
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Subprocess Risk |
Comments |
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Preparation for the tender Tender price and participation in tender proposals does not provide an acceptable level of profitability |
The profitability of products must ensure the fulfillment of the strategic objectives of the enterprise. However, quite often various reasons(for example, uncontrolled dumping) many enterprises have had problems with profitability for a long time. Perhaps, to a greater extent, this is a problem for enterprises that are part of holding companies - they are always tempted to solve their problems at the expense of other companies in the group. It's also worth keeping in mind that profitability problems may mask more serious reasons than abuse and sloppiness. For example, profitability problems are often experienced by companies that are unable to compete in their market (outdated products, unclaimed products, low-quality products, etc.) |
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The tender offer price does not provide the maximum level of profitability |
The question of how much a company can earn maximum is always non-trivial. There are many companies that, for various reasons, do not reach the ceiling of their profitability. Again, companies that are part of holding companies may be more prone to this. In some cases in Russia it is simply dangerous to demonstrate success in increasing profitability, since this can attract those who want to either share these successes or strangle them (raider companies and dishonest people). In addition, one cannot discount the personal interests of enterprise management - maximum profitability can be spread throughout the chain of intermediaries and thus do good for both your enterprise (it is in the black) and, which is the primary motivation, for yourself, such a talented but undervalued manager |
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The methodology for calculating the tender offer price ignores one or more significant cost items |
This risk is especially relevant for enterprises whose cost includes a high proportion of overhead and non-operating expenses, and whose cost is subject to significant fluctuations due to various reasons (for example, weather conditions). Ignoring can be a consequence of both deliberate actions and simply a lack of understanding and knowledge, as well as an inability to predict developments in and around the enterprise |
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The company undertakes obligations, the probability of fulfillment of which is unacceptable |
The tougher the competition in the market, the greater the external preconditions for unjustified risk. The past successes or failures of company management can also push them to make more risky decisions regarding the next potential order. The risk can be significantly aggravated by the ratio of its materiality and potential benefit. Not only may the likelihood of fulfilling obligations be low, but also the magnitude of the damage from such failure far exceeds the potential benefit from order |
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Handbook on internal audit |
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End of table. |
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Subprocess |
Comments |
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Coordination and signing an income agreement |
Inclusion in the contract of additional conditions (in addition to those considered at the tender) or changes in the initial conditions that worsen the situation performer |
No enterprise is immune from this risk. The reasons can be both objective (for example, delays in the tender procedure) and subjective (for example, the customer considers additional conditions to be unimportant for submission to the tender). The ethical side of the issue is quite often ignored. The risk may be aggravated by the lack of alternatives for the customer, i.e. lack of |
a painless opportunity for the contractor to refuse to fulfill the amended terms of the transaction. The risk may also be aggravated by the strictness of the terms of the transaction. If the executing company at the tender stage agreed to conditions fraught with significant risks, then taking on additional risks at the stage of agreeing on the contract can escalate the situation to the limit.
Unnecessarily prolonged This risk is widespread. In most cases, the execution of a process is caused by the enterprise's inability to promptly
and effectively manage the approval process. In a number of situations, efficiency is achieved (for example, CEO makes the sole decision to approve the contract), but it is not always accompanied by efficiency (the assessments of a number of specialists are ignored, but may be necessary)
Execution of profitable Inadequate rupture of the contract between the degree
fulfillment of obligations by the contractor and the customer
After-sales Content and Structure
subprocess maintenance
do not correspond to actual needs
Common risk. From time to time, situations arise when the contractor follows the terms of the contract in terms of his obligations, unlike the customer (buyer). A typical example is a delay in payment. For various reasons, this risk may be ignored by the management of the enterprise (customer in good relations with the management of the contractor, the customer represents the state and therefore behaves unceremoniously, etc.). However, this is often followed by retribution.
Specific risk. Many Russian leaders have an ineradicable desire to step on the same rake over and over again. There are situations when the customer is known for not paying for the work, but another contract is still concluded with him. There are also situations when employees of the economics directorate or production directorate simply cannot adequately formulate their conclusions and proposals, or their opinion is ignored (for example, due to negligence, illiteracy or malicious intent of management). Also, do not discount the quality of the analysis.
Specific risk. Often, a company simply does not get around to thoroughly studying the relationship between the actual state of a subprocess and the optimal state of the process. A well-designed service process can partially pull out insufficiently worthy products
Rice. 9.
List and content of basic process control procedures (see Fig. 9)
No. Subprocess Goals of control Contents of control
The company needs to reduce the time from the emergence of a need for its services to the initiation of actions aimed at satisfying this need. Also, timeliness control is important in managing information flows.
Timeliness information when correct use Maybe
1 Monitoring of key parameters of supply and demand and marketing
stimulate action. The shorter the interval between receiving information and reacting to it, the more, other things being equal, more advantage companies. Owner of control - Sales and Marketing Directorate
The more fragmentary the information, the greater the likelihood of error when making a management decision.
Therefore, one of the common options for completeness of response to information is to initiate
search and extraction of additional (clarifying and confirming) information. Owner of control - Sales and Marketing Directorate
2 Preparation for the tender and participation in the tender
Timeliness
Any tender requires preparation. Preparation time is generally limited.
Notification of the initiation of a tender may arrive either in advance or late. In such conditions, the prompt execution of all necessary measures will ensure the highest quality preparation of tender materials within the available time. Owner of control - Sales and Marketing Directorate
The conclusions contained in the tender documents, as well as management decisions made during the execution of the sub-process, can have far-reaching consequences. The essence of control is to reduce the amount of reckless use of expert assessment, especially in the absence of additional supporting data (statistics, calculations, third-party expert assessments and conclusions, etc.).
Validity Owner of control - sales directorate
and marketing (in terms of coordination and organization), directorate for economics and finance (in terms of economic calculations), production directorate (service of the chief designer/technologist) (in terms of production and technical data and calculations), other directorates (key business processes ) in terms of quantitative and calculated data in their direction
3 Coordination and signing of an income agreement
Timeliness
To ensure timeliness, it is necessary not only to regulate the process (preferably written), but also a system of time standards for the procedures used in the subprocess, as well as a system for monitoring compliance with these standards. Transparency and controllability of a subprocess increases with automation of part or all of the subprocess. Owner of control - Sales and Marketing Directorate
Since after signing the contract, all relations under the contract become legal, it is necessary to make sure that there are no errors or inconsistencies in the contract. It is necessary to check the conditions under which the tender was won. All recalculations and changes compared to the original data Correctness and data used during the tender
needs to be recalculated and rechecked. It is good if there is an opportunity for cross-reconciliations and checks (when the owners of one process are able to check the activities of the owners of other processes). Owner of control - Sales and Marketing Directorate
control - sales and marketing directorate (in terms of coordination and organization), economics and finance directorate (at least in terms of accounts receivable and accounts payable), production directorate (chief designer/technologist service) (at least in terms of production and technical aspects of the contract), legal department (in terms of legal aspects)
Any significant changes in the process of contract execution that affect the dynamics, quality and conditions of execution must receive a comprehensive assessment. The assessment should be communicated in a timely manner to those responsible for making decisions regarding the contract. Much is decided by the presence of a preliminary assessment of risks under the contract and an adequate timeliness of the risk management action plan. Owner
control - sales and marketing directorate (in terms of coordination and organization), economics and finance directorate (at least in terms of accounts receivable and payable), production directorate (chief designer/technologist service) (at least in terms of production and technical aspects contracts), legal department (regarding legal aspects)
Automation can significantly reduce the number of routine errors, as well as speed up the processes of double-checks (recalculations).
Right
The owner of control is the sales and marketing directorate (in terms of coordination and organization), the economics and finance directorate (at least in terms of the economics and financial results of the contract), the production directorate (service of the chief designer/technologist) (at least in terms of production technical aspects of the contract)
Validity Similar to the previous point
6 After-sales service
Correspondence
Validity
First of all, after-sales service must be carried out in accordance with the conditions stipulated in the contract, as well as in compliance with other rules (for example, legislation). The key control procedure is the reconciliation of actual and agreed actions. Owner of control - Sales and Marketing Directorate
Any deviations from the initially determined conditions must have a reason. The presence of a cause must be confirmed by factual data, the cause-and-effect relationship should be obvious to all interested parties, it would be nice if it was also confirmed by factual data (for example, statistics). Owner of control - Sales and Marketing Directorate
List and content of basic tests
Subprocess
1) It is necessary to familiarize yourself with production technology (textbooks, industry publications, interviews with experts and/or company employees, descriptions or maps of technical processes, etc.). It must be borne in mind that in some cases by-products are unique. For example, on chemical
Monitoring Lack of management
key implementation process
by-product parameters
supply and demand and marketing
In production, by-products can be steam or water.
2) Compare the list of components formed during the production process (from the first step of the test) and the list of products sold during Last year(for example, submitted by a management report on sales or according to accounting data, inventory accounts in correspondence with cost accounts). Identify discrepancies. Analyze the explanations provided.
3) If available on the territory of the enterprise or
in the immediate vicinity of other enterprises, study, using accounting data, the content of business transactions with them, as well as the content of lease agreements and other contracts. When identifying the gratuitous transfer of products, works or services, analyze the explanations provided.
4) If the products from step 3 are not donated,
and is sold, it is necessary to assess how well the prices used correspond to the market level and also cover the costs of the enterprise. Similar testing can be carried out on the products from step 2
Lack of linkage between costs of product promotion and the results of activities aimed at promotion
1) Compare the dynamics of costs for product promotion
with sales dynamics (at least monthly for one year). The most obvious option would be when promotion costs are growing, and sales are marking time. If it is possible, this analysis It is better to conduct it in the context of individual product groups and individual geographic sales regions.
2) Analyze the construction of the planning procedure
and carrying out product promotion activities. Check whether goals are formed at the planning stage and, if so, whether an assessment is made of the degree of their achievement. Assess the extent to which the internal control system of the procedure ensures the achievement of the purpose of the procedure (at a minimum, control of validity and timeliness).
3) Compare the justification for the budget for promotion (at the stage of forming a business plan for both the year and
and for a month) with subsequent actions and events.
In case of inconsistencies (for example, the business plan has actually changed, but there are no promotion costs), analyze the explanations provided.
4) Search for inconsistencies in the process as a whole. For example, a company does not operate in a certain region, but promotional activities are carried out in it. Analyze the explanations provided
- 2) With the serial production method, calculate the actual total cost per unit of production at the time of sale. Compare the actual full cost plus planned profitability with the actual selling price. If there are significant deviations, establish their cause and establish the status of these reasons either at the time of approval of the tender offer price or at the time of approval of the sales price. If at that time the specified reasons were known, then it is necessary to analyze the explanations why the company either continued to fight for the tender or continued to use inadequate prices when selling its products. If the reasons were not known, it is necessary to find out how the company tried to neutralize their negative impact and whether this experience was subsequently taken into account (when setting the price of subsequent tender offers).
- 3) A simpler testing option is to compare the initial price based on the planned cost calculation and the price after winning the tender (for example, according to the notification from the tender organizer about winning the tender). If the price based on the results of the tender is less than the initially determined price, then it is necessary to assess how much this price covers the full cost of the order. If it does not cover the full cost of the order, it is necessary to analyze the explanations provided
- 1) Compare the list of items for calculating the price of the tender offer with the list of items of actual and/or planned costs, constituting at least 90% of the company’s total costs (provided that the remaining 10% is distributed between several items). If the list of price calculation items is shorter, it is necessary to find out how the difference will be financed and whether this is consistent with the company's business plan. If sources of financing are provided and fit into the business plan, then everything is in order. If not, you need to analyze the explanations
The methodology for calculating the tender offer price ignores one or more significant cost items
The company undertakes obligations, the probability of fulfillment of which is unacceptably low
1) Analyze the company’s legal proceedings for a period of at least one year. Identify the causes of litigation. Analyze the reasons associated with non-fulfillment of contractual obligations,
to determine whether the company at the time of initiation of the proceedings has the ability and opportunity to eliminate these reasons.
- 3) Analyze tender proposals for a period of at least one year. Identify cases where the company did not have
at the time of submitting an application and/or participation in the tender with the characteristics required under the terms of the tender. Analyze the consequences of situations, including the presence of additional costs in order to acquire the required characteristics and additional risks, in comparison with the benefits of winning a specific tender
1) Compare the content of a sample of concluded contracts and the corresponding tenders. When identifying contracts containing deteriorating conditions, analyze the explanations provided. If it is possible to form a cost estimate of the deterioration
Approval Inclusion in the contract
and signing additional conditions
income contract (in addition to those considered
at the tender) or changes in initial conditions that worsen the position of the contractor
3) In the absence of regulations or in the case of obvious shortcomings, if there is no access to feedback from the customer, it is necessary (based on a sample of contracts) to calculate the average approval time at each stage, taking into account the amount of labor costs for each stage. For the most protracted stages, especially if there is an upward trend in approval deadlines, ask for reasons. Evaluate the reasons in terms of reliability and validity.
Unreasonably prolonged process execution
4) A simpler version of the previous test. Compare total time approvals for a sample of comparable contracts. If, all other things being equal, there is an upward trend or a wide amplitude of fluctuations in the approval time, ask for the reasons and evaluate them from the point of view of reliability and validity. Alternatively, you can compare with similar or comparable companies
Execution of an income contract
Inadequate gap between the degree of fulfillment of obligations by the contractor and the customer
Analysis of the execution of an income contract
Non-use of analysis results when concluding and/or executing similar (comparable) income contracts in the future
1) Analyze the company's litigation
for a period of at least one year. Identify the causes of litigation. Analyze the reasons associated with non-fulfillment of contractual obligations, both on the part of the contractor and on the part of the customer. If possible, determine the share of contracts under which proceedings arose in the total volume of contracts.
- 2) Analyze for a period of at least one year all payments that are, in fact, penalties. Carry out an analysis similar to step 1.
- 3) With respect to a sample of existing contracts, identify the existence of situations similar and comparable to the situations that led to the proceedings. Estimate probability
and the materiality of losses, based on the test data under clauses 1 and 2 and the content of the contracts themselves
1) If it is possible to compare cost dynamics
for after-sales service with the dynamics of complaints and sales volumes (for example, monthly) over a sufficiently long period (at least one year). The most indicative scenario is when after-sales service costs are rising, sales volumes are falling, and the number and severity of complaints are growing. Other options require additional analysis and a more thorough explanation of the reasons. Analyze the explanations provided and evaluate the feasibility of conducting detailed testing.
- 2) Compare the actual list and amount of costs incurred as part of after-sales service with the content of contracts or other official guarantees(by contracts or by period). Analyze the explanations provided for any discrepancies identified.
- 3) If possible, compare the after-sales service conditions of the company and its closest competitors. If the conditions do not match, then find indications of the advantage of one option or another (public sources of information, expert opinions, results of analysis of complaints, etc.).
- 4) Analyze complaints from buyers (customers)
for a period of at least six months. For justified complaints (e.g. satisfied complaints), assess what actions have been taken to eliminate their causes. Compare the costs of satisfying complaints with the profitability of the relevant products. Form a position on the feasibility of producing problematic products using current technologies and processes.
5) Compare the significance of the risks according to the identified list of key claims for certain products with the profitability of these products. Form a position on the feasibility of producing problematic products, taking into account the current benefit/risk ratio
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List and contents best practices by process |
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Subprocess |
Best practics |
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Monitoring of key parameters of supply and demand and marketing |
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Preparation for the tender and participation in the tender |
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Coordination and signing of an income agreement |
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- There are two key aspects to this control. The first aspect is to choose the right combination tenders in which the company plans to participate. Here you need to take into account the likelihood of winning the tender, the company’s ability to fulfill the terms of the tender and the availability of the required resources for one or another combination of tenders won. The second aspect is that the preparation of the tender documentation package should minimize errors. Revealing errors in tender documentation can, at a minimum, spoil the company's image, and at a maximum, provoke additional obligations. The owner of control is the sales and marketing directorate (in terms of coordination and organization), the economics and finance directorate (in terms of economic calculations), the production directorate (service of the chief designer/technologist) (in terms of production and technical data and calculations), others directorates (key business processes) in terms of quantitative and calculated data in their direction The content and form of the agreement must comply with the rules established by both legislation and business practice, as well as other relevant requirements (for example, the requirements of non-profit organizations to which a particular company is subject as a member). In some cases, it is necessary to take into account the requirements of international regulators and institutions. Owner of control - sales and marketing directorate (in terms of coordination and organization), legal department Feedback based on the results of contract execution, it can provide grounds for improving processes and reassessing the risks of comparable contracts. Operational analysis gives maximum time for implementing activities. In some cases, it is advisable to authorize participation in the next tender only after completing an analysis of comparable transactions. The owner of control is the sales and marketing directorate (in terms of coordination and organization), the economics and finance directorate (at least in terms of the economics and financial results of the contract), the production directorate (service of the chief designer/technologist) (at least in terms of production technical aspects of the contract) The results of the analysis may affect a number of serious management decisions. As a result, the cost of error increases. To minimize errors, a system of double-checks (within a department) and cross-checks (owners of one process check the owners of another process) should work.
- Here and further in similar cases (the end of the test is not defined), a detailed description of the options for further development of events is physically impossible, because it will take up too much space. Many tests have at least several options for continuation, depending on the prevailing circumstances and incoming information. The given test options will allow you to start the analysis in a certain direction, but you will have to complete it yourself or with the help of more experienced colleagues. Preparation for the tender Tender price 1) For custom (small-scale) production method and participation in the tender, calculate the actual financial results does not provide for selected orders (contracts). Compare the acceptable level of actual financial results with the planned ones. If there are significant deviations in profitability, it is necessary to establish their cause and establish the status of these reasons at the time of approval of the tender price. If at that time the specified reasons were known, then it is necessary to analyze the explanations why the company continued to fight for the tender. If the reasons were not known, it is necessary to find out how the company tried to neutralize their negative impact and whether this experience was subsequently taken into account (when setting the price of subsequent tender offers). Tender price 1) With the custom production method, compare the terms of offer of all tender participants and the conditions of the tender winner. If this does not ensure, it is necessary to take into account the criteria for selecting the winner, the maximum level If the company won the tender, while other profitability being equal, it offered a lower price and key criterion was the price, then it is necessary to compare the magnitude of the reduction with data from comparable tenders (either from this company or others). If in similar situations the price reduction was smaller, it is necessary to analyze the explanations. If a company wins a tender and, all other things being equal, it offers a lower price, but price was not a key criterion (or was only one of the criteria), it is necessary to evaluate the feasibility of such a reduction. One way or another, price reduction should be the last argument when other offers are rejected. 2) With the serial production method, it is necessary to compare prices by nomenclature items and terms of delivery with prices and conditions of companies producing similar or comparable products. Information on prices of other companies can be obtained from various sources(industry directories, exchange data, specialized agency data, open competitor data, etc.). If there are, other things being equal, more low prices analyze the explanations provided. Unreasonably prolonged 1) If there are regulations establishing standards for the implementation of the approval process, it is necessary to compare these standards with the actual approval. Give a summary assessment of the discrepancies. If possible, create a cost estimate. For example, if they signed later, it means they received the money later, which means that at that time they were financed from other sources, including credits and loans. 2) In the absence of regulations or in case of obvious shortcomings, it is first necessary to analyze official correspondence for a certain period (at least three months or in relation to specific tenders). If there is negativity on the part of customers regarding delays in approvals, compare the period of these approvals with the period of other approvals. Determine whether there is a direct connection between the presence of negativity from the customer (according to correspondence) and the timing of approval.
- Based on the results of end-to-end testing, verify either the presence or absence of this subprocess. 2) If there is a subprocess, create a sample of contracts (first sample), for which the analysis was completed at the time of the audit. Create a sample of contracts (second sample) that are at the stage of conclusion and/or execution. The second sample must be correlated with the first sample, that is, it is necessary that each of the contracts in one sample has a comparable contract in the other. Conduct an analysis to determine the transfer of experience in fulfilling contracts from the first sample to the second. For example, if one of the contracts in the first sample did not provide for certain expenses at the expense of the buyer that the contractor had to bear, then the comparable contract in the second sample should have corresponding provisions. If there are discrepancies, review the explanations provided. 3) In the absence of a subprocess, carry out testing similar to testing according to point 2. Only in this case, it is necessary to first obtain the results of the execution of income contracts. To do this, you need to select those contracts whose actual cost exceeded the planned costs as much as possible. After analyzing the reasons for such excesses, it will be possible to assess how much their impact has been neutralized in current contracts
After-sales service was often associated with equipment failure, so it ended up being labeled as a necessary evil. However, it has now become clear that improving product quality in no way leads to a reduction in the role of service, and in particular in the after-sales period. On the contrary, it is precisely thanks to the simultaneous deployment of activities in two areas at the most highly productive enterprises that the concept of total quality can be put into practice.
Service policy is a system of actions and decisions related to the formation of the consumer’s belief that with the purchase of a specific product or complex, he can fully concentrate on his main responsibilities.
Branded service is a system of relationships between the manufacturer and consumer of industrial products, characterized by the direct participation of the manufacturer in providing effective use products throughout their entire life cycle, in maintaining machines, equipment, and devices in constant readiness for use.
Service standards are organizational, instructional and partly methodological documents that reflect the requirements for goals, organization, technology and support individual species service work, the implementation of which guarantees a high degree of customer satisfaction.
The system of planned preventive maintenance (PPR) is a set of organizational and technical preventive measures for maintenance (MOT) and repair (R) of worn parts and assemblies, carried out according to a drawn up plan to ensure the operability of machines throughout their entire service life.
System of technical maintenance and repair of equipment (STOIRT) is a set of interconnected tools, documentation, maintenance, repair and performers necessary to maintain and restore the quality of products included in this system.
When purchasing equipment by British and American companies, after-sales Maintenance products is one of the main criteria for choosing a seller by the consumer. Wherein:
1. If we're talking about about a product requiring a special procedure
use, then the attractiveness of the supplier is determined by:
Ease of use;
Training by the manufacturer of personnel to use the equipment.
2. Selecting a manufacturer of high-tech equipment
due to:
Maintenance offered;
Manufacturer flexibility;
The reliability of the equipment itself.
It should be noted that in industries such as the production of electronic computer equipment, office equipment and long-distance communications, there has been a constant increase in income from after-sales services.
In 1983, under the auspices of the Field Service Manager Association, a survey was conducted of 800 users of computers, office equipment, medical devices and medical equipment. The objective of the study was to determine specific gravity factors of customer satisfaction and in establishing the impact of these factors on consumer behavior. The results of the study can be presented in the form of a table. 1.
Table 1 - Criteria for choosing a manufacturer by consumers when purchasing engineering products
After-sales service is one of the most important factors, even surpassing the initial price of the equipment. Producing at the lowest price is no longer the only goal of the manufacturer, just as price competition is no longer the only form competition. Product differentiation (after-sales service can act as one of the product differentiation variables) often allows one to win over rivals in the market. Cost competition has become just one of many tools in the manufacturer's arsenal to maintain and strengthen the company's success. But differentiation of supply entails the emergence of new criteria when making purchasing decisions, and this, in turn, causes differentiation of market prices.
The concept of increasing the competitiveness of an enterprise includes a provision for gaining a competitive advantage by differentiating the company's overall offer by improving the quality and expanding the scale of services offered. (For example, obtaining competitive advantages on the basis of logistics - logistics).
The stages and mechanism for obtaining competitive advantages based on MTO can be represented in the form of stages:
First stage:
1. Products vary within each industry high degree comparability. In other words, the selling price of each product is more or less fixed. But at the same time, production costs different manufacturers are not the same, which is explained by the scale of accumulated experience.
2. After a certain time, having received a profit (often of a speculative nature), the company’s management realizes that it becomes impossible to continue making money in this way, and tries to find new ways to make money through innovation.
Second stage:
1. At this stage, the company is trying to expand the scope of its activities by gradually replacing the product with a number of services.
2. Differentiation of supply entails differentiation of market prices.
Third stage:
1. Introduction of innovations in the supply side additional services is gradually being extended to all companies in this industry. The status quo is again being restored in the market, but on a slightly different basis.
2. Cost reduction again takes on priority at this stage, but now in relation to the entire total supply of goods and services.
In other words, the company can receive competitive advantage by improving the quality and expanding the scope of services offered to the client.
Currently, the role of services, as one of the most important sectors of the economy, is very large and relevant. This is due to the increasing complexity of production, saturation of the market with goods of both everyday and individual demand, with rapid growth scientific and technological progress, which leads to innovations in the life of society. All this is impossible without the existence of information, financial, transport, insurance and other types of services.
Services are an integral part of the trade in goods, especially technically complex ones, since the sale of goods requires an increasingly developed network, which consists mainly of services provided during sales and after-sales services.
In the context of the development of market relations, as well as economic and political cataclysms occurring in our country, significant changes are being observed in the service sector. Under the current crisis circumstances in Russia, the volume of services specifically inherent in a market economy is increasing significantly.
The range of services related to the management and maintenance of organs has increased state power, as well as law enforcement agencies.
As the country's economy integrates into the global economic space, the import and export of services develops, and fundamentally new technological foundations for the functioning of a number of services, including information services, emerge.
There is an increasing expansion of the basis for the reproduction of market and non-market services. At the same time, market services are gaining an increasingly significant share in the total volume of services.
There are a number of generally accepted standards, the observance of which prevents common mistakes:
1. Bindingness of the offer. Companies that produce high-quality products, but poorly provide them with related services, obviously put themselves at a great disadvantage.
2. Optional use. A company should not impose its service on a client.
3. Elasticity of service. The company's package of service activities can be quite wide - from the minimally necessary to the most appropriate.
4. Convenience of service. The service must be provided in a place, at a time and in a form that suits the buyer.
5. Technical adequacy of the service. Modern enterprises are increasingly equipped with the latest technology, which dramatically complicates the actual manufacturing technology of the product, and if technical level equipment and service technology will not be adequate to production, it is difficult to count on the required quality of service.
6. Information return of the service. The company's management should listen to the information that the service department can provide regarding the operation of goods, customer ratings and opinions, the behavior and service methods of competitors, etc.
7. Reasonable price policy in the service sector. The service should be not so much a source of additional profit, but an incentive to purchase the company’s goods and a tool for strengthening customer confidence in it.
8. Guaranteed compliance of production with service. A manufacturer that treats the consumer conscientiously will strictly and rigidly balance its production capacity with service capabilities and will never put the client in a “serve yourself” situation.
IN general case The main objectives of the service system are:
Consulting potential buyers before purchasing products from this company, allowing them to make an informed choice;
Preparing the buyer’s personnel (or himself) for the most efficient and safe operation of the purchased equipment;
Transfer of necessary technical documentation allowing the buyer’s specialists to properly perform their functions;
Pre-sale preparation of the product to avoid the slightest possibility of failure in its operation during demonstration to a potential buyer;
Delivery of the product to the place of operation in such a way as to minimize the likelihood of damage in transit;
Bringing the product (equipment) into working condition at the site of operation (installation, installation) and demonstrating it to the buyer in action;
Ensuring that the product is fully ready for use during the entire period it is in the possession of the consumer.
According to time parameters, the service is divided into pre-sale and post-sale, and the latter into warranty and post-warranty.
Pre-sale service is always free and involves preparing the product for presentation to a potential or actual buyer. Pre-sales service, in principle, includes six main elements:
Examination;
Conservation;
Equipping the necessary technical documentation, instructions for start-up, operation, maintenance, basic repairs, etc. (in the appropriate language);
Depreservation and inspection before sale;
Demonstration;
Conservation and transfer to the consumer.
After-sales service involves carrying out the work specified in the service list and is divided into warranty and post-warranty on a purely formal basis: “free” (in the first case) or for a fee (in the second). The formality here is that the cost of work, spare parts and materials during the warranty period is included in the sales price or other (post-warranty) services.
Service during the warranty period covers the types of liability accepted for the warranty period, depending on the product, the concluded contract and the policies of competitors. Service during the warranty period includes:
Depreservation in front of the consumer;
Installation and start-up;
Checking and setting;
Training workers for proper operation;
Training of consumer specialists in support services;
Monitoring the product (system) in operation;
Carrying out prescribed maintenance;
Carrying out (if necessary) repairs;
Supply of spare parts.
The proposed list of services mainly relates to complex, expensive production equipment.
Service during the post-warranty period includes similar services, the most common of which are:
Monitoring the product (complex) in operation;
Re-training clients;
Various technical assistance;
Providing spare parts;
Repair (if necessary);
Modernization of products (as agreed with the customer).
A significant difference between post-warranty service is that it is provided for a fee, and its volume and prices are determined by the terms of the contract for this type service, price lists and other similar documents.
Thus, the service policy covers a system of actions and decisions related to the formation of the consumer’s belief that with the purchase of a specific product or complex, he guarantees himself a reliable rear and can concentrate on his main responsibilities.
However, it should be emphasized that in order to form a competitive marketing service policy, even at the product development stage, it is necessary to carry out the following actions:
Studying consumer demand by market in that part that is related to the forms, methods and conditions of service adopted by competitors for similar products;
Systematization, analysis and evaluation of collected information to select a solution for organizing the service. Development of solution options taking into account the characteristics of the product, market and organization goals;
Comparative analysis of options;
Participation of service specialists in design and engineering activities to improve the product, taking into account subsequent maintenance.
Pre-sale service involves preparing a product for purchase and use and making it as easy as possible for sales personnel to sell it, and for the buyer to purchase it. Various types elementary services that are part of pre-sales service can be grouped into two main types of activities:
Informing clients is an important activity consisting in the collection and dissemination of technical and economic information related to the promotion of goods to the market, including information on the features of operation and repair. Services such as equipment demonstrations and especially customer education are also important. For enterprises using the latest technology, user training is an essential part of maintenance, without which the full functionality of the product cannot be realized.
Preparation for use includes activities that help the customer purchase a fully functioning product, adapt it to existing working conditions, and then put it into operation correctly.
Each of listed types has its own strategy and is connected with other activities, resulting in a range of new services that form a certain ordered set called pre-sale mixed service.
Types of after-sales service
After-sales service was often associated with the phenomenon of equipment failure, so much so that it was eventually labeled as a “necessary evil.” However, it is now becoming increasingly clear that improving product quality in no way leads to a reduction in the role of service, and in particular in the after-sales period. On the contrary, it is precisely thanks to the simultaneous deployment of activities in two areas (improving the quality of products and the level of their service) that the thesis of “total (universal) quality management” - TQM - can be put into practice at the most highly efficient enterprises.
As noted earlier, after-sales service is divided into warranty and post-warranty. However, some types of after-sales service are called Maintenance(THAT). As a rule, these are various types of inspections, repairs, checks in the necessary combinations, determined by the time that has passed since the start of operation of the product and/or the last maintenance of this type. Maintenance is a source of significant recurring income in the most technically equipped industries and transport. In terms of profitability, technical services may even surpass the sale of equipment itself. Provision of services related to after-sales maintenance of durable goods intended for consumption in household, also brings income to businesses and trading companies. However, the expansion of warranties, which have become widespread in the US automotive industry, forces manufacturers to provide significant costs for Maintenance, including them in the selling price of the equipment. In contrast, the development of maintenance contracts at pre-agreed rates allows businesses to secure recurring revenues for as long as the customer-supplier relationship exists.
AFTER-SALES SERVICE
AFTER-SALES SERVICE
(after-sales service) Providing services to customers after selling goods to them, making those goods even more useful to their owners. After-sales service may include: consulting and training in the use of the product; maintenance and repair in case of breakdown; supply consumables and spare parts; replacement of defective products under warranty; updating the product if it is further improved. Cheap and efficient after-sales service has great value to increase the competitiveness of the product; Lack of confidence among buyers in the quality and price of after-sales service can make the product unsaleable. See also: competitiveness.
Economy. Dictionary. - M.: "INFRA-M", Publishing House "Ves Mir". J. Black. General editor: Doctor of Economics Osadchaya I.M.. 2000 .
Economic dictionary. 2000 .
See what “AFTER-SALES SERVICE” is in other dictionaries:
- (after sales service) Service of a product by the manufacturer or its agent after the product has been sold. Often such service takes the form of a warranty (see: warranty) and extends for a certain time, for... ... Dictionary of business terms
Maintenance of sold equipment, household appliances in order to increase sales volume. Dictionary of business terms. Akademik.ru. 2001... Dictionary of business terms
- (customer service) Services offered by organizations to their customers, especially in the sale of investment goods and expensive consumer goods such as cars or computers. Customer service takes many forms, including... Dictionary of business terms
SERVICE, AFTER SALES- a market strategy used by manufacturers of equipment, vehicles, household appliances and other technically complex products in order to increase sales. Consists in creating special service for maintenance and repair... ...
after-sales maintenance and repair of equipment- - [A.S. Goldberg. English-Russian energy dictionary. 2006] Topics: energy in general EN aftermarket service ... Technical Translator's Guide
MAINTENANCE, TECHNICAL- a range of services related to the sale and operation of engineering products and other products. That. includes work to eliminate defects that arose during transportation of goods to the place of sale, during storage; commissioning, etc... Great Accounting Dictionary
MAINTENANCE, TECHNICAL- a range of services related to the sale and operation of engineering products and other products. That. includes work to eliminate defects that arose during transportation of goods to the place of sale, during storage; commissioning, etc... Large economic dictionary