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Experiencing perfect service is like flipping on a light switch and having light in a fraction of a second! Customer needs are not always so easy to meet. However, the example shows how important it is to be aware of the customer needs, to establish it and use it. From technical customer service through to a sales-orientated service organisation. Strong profit contribution and successful in supporting the sale of the primary product. That is the philosophy, our vision, that we are working towards.
Companies need unique selling points to sell their products. These features are often only defined using the qualities of the primary products. Technical service is a distinction that can always be used. Lots of companies don’t exploit this potential. A service concept designed according to customer needs and developing an attractive service product yield the desired effect in addition to top service quality. You’ll also be rewarded with good revenue from satisfied customers!
Business development in service requires a service strategy. It defines which effect aspired changes should have, whether that be in customer satisfaction, revenue, profit amount, service quality or in sales. In addition to sales, product development will be included, as it is there where future services are significantly influenced. Explore new ways with your technical service!
Location structure in a level concept with integration of external partners, OEM customers, distributors, service partners and customer organisations. Making knowledge and standardised services available globally and in different time zones. Roles and services are orientated towards the requirements of a region, country, market or customer. Looking for and making use of cooperation and synergies in your own company.
Having the courage to take off your “company blinkers”, leave familiar paths and implement unconventional solutions. Surprising and impressing existing customers and interested parties with unexpected service offers. Innovative design and representation of the range of services, giving the service new “packaging” and surprising contents. Integrating contemporary digital media, attractive service presentation and “untouchable” service.
Marketing services to direct customers, via distributors/dealers and service partners - their customers and in the OEM business - the complete array of services. The service portfolio; service products shaped according to customer needs. Developing media that assists presentation and as a service “carrier”. Making “untouchable” services “perceivable” to customers. Supporting internationalisation through the concept’s compatibility or adaptability with regions, markets or countries.
The service - the right service model is created for the customer One service organisation alone can cover the different requirements of direct customers, customers “behind” distributors/dealers or service partners and OEM customers. Different service models can generate service revenue without having to make organisational operations repeatedly available. Service also as a franchise system for external parties, additional revenue for the manufacturer from a new service value chain.
The company defines the area of basic services, e.g.: Maintenance, repairs, certifications, training, applications, exchanges, relocations, remote service, telephone support, consulting, etc. The extended service portfolio builds on this, it evolves according to customer needs and is developed not simply from the desire to sell a certain service.
Selling services differs significantly from selling primary products, the qualities and performances of which can be described more easily. However, existing sales channels can be activated for marketing services - through training and belief in the concept and strategy. The service range becomes part of the sales pitch with the help of a positive and impressive presentation. Sales to existing customers can also be made from service.
Should money be earned with new business, the service as a so-called “cost centre” that reaches break even point or by generating its own profits as so-called “profit centre”? The following applies in both cases: Without defining the area of “free” basic services, many services go unchecked. The solution to this is, among other things, a service portfolio developed towards customer needs. Furthermore, a well-adjusted price structure for replacement parts, upgrades, modifications, relocations, etc. is advantageous for generating higher profit.