After-sales service is the lifeline of a business; companies must take it seriously!

A business survey from the United States shows: one satisfied customer can generate 8 potential deals, while one dissatisfied customer can affect the purchasing willingness of 25 people.

At the same time, the probability that consumers repurchase products from the same manufacturer due to satisfaction with after-sales service is three times higher than the probability of repurchasing due to product satisfaction.

Poor after-sales service is often caused by business operators neglecting the importance of after-sales service. Many people think that selling the product successfully completes the sale, but actually, after-sales service is the final stage of marketing. It lasts longer and directly affects the company's reputation and customers' impressions of the company. It requires continuous communication and feedback between after-sales staff and customers. Good after-sales service can become the beginning of remarketing.

First, after-sales service is a powerful tool for participating in market competition.

Currently, most products have entered the maturity stage. Relying solely on price wars and promotional battles often makes it difficult for companies to move forward. For products in the maturity stage, since functions are very similar and quality differences are becoming smaller, after-sales service becomes a sharp weapon for companies to establish market position and gain competitive advantage.

For example, Little Swan, with the business philosophy of "Wholehearted Little Swan," guarantees consumer rights with comprehensive after-sales service and provides continuous momentum for the company's development.

Second, it is a good remedy to get rid of price wars.

Currently, many manufacturers, in pursuit of market share growth, fight price wars at all costs, but this is undoubtedly overexploitation, which is not conducive to the sustainable development of companies and the entire industry. The "color TV war" carried out by Chinese companies in the 1990s is a typical extreme example.

Therefore, if companies want to completely get rid of the "shackles" of price wars, introducing a service strategy is especially important.

Third, it is a powerful measure to maintain customer loyalty.

The highest realm of marketing is to form customer loyalty because customer loyalty can bring lasting benefits to companies. Usually, customers' pursuit of product benefits includes functional and non-functional aspects. The former mainly reflects customers' material needs, while the latter is reflected in spiritual and emotional aspects, such as a relaxed and elegant environment and timely, thoughtful service.

With the continuous increase in income levels, customers pay more and more attention to the non-functional benefits of products, often even surpassing their focus on functional benefits. Therefore, after-sales service, as one of the company's success secrets, becomes increasingly important.

Companies like Volkswagen, Lenovo, and Galanz have become consumer-favored brands, largely due to their excellent after-sales service.

Although the battle for after-sales service has already begun, truly strategic companies are not afraid of inviting trouble; instead, they actively improve after-sales service, embrace the new battlefield, and carve out a space with wisdom and strategy.

The establishment of an after-sales service system is divided into three stages.

1. Preparation Stage

A large amount of preparation work is needed before establishing the after-sales service system, which means laying a solid foundation and providing guarantees for building a good system. This includes product positioning, cost accounting, risk assessment, sales strategy, and development direction. The establishment of the after-sales service system must be based on good operational conditions, with sales volume as the basic requirement.

2. Organization Stage

When the basic conditions are met, during the organizational construction stage, preparations must be made for early operations.

1. Analyze market distribution through some data and roughly draft initial target markets to prioritize establishing some after-sales service outlets.

2. Conduct detailed assessments of the costs and risks that outlet construction and product quality may incur, and include them in product costs (including labor costs).

3. Draft outlet construction models, cooperation models, and regional agency standards.

4. Analyze and filter negotiation methods and related materials in detail, compile them into manuals, draft professional scripts, train salespeople, and carry out initial business negotiations.

3. Operation Stage

1. Establish an independent hotline (providing comprehensive professional consultation related to the company or product, including product design, technology, and after-sales service).

2. Through early business negotiations in the organizational stage, continue to optimize negotiation conditions, reasonably consider and allocate resources to promote cooperation conditions.

3. Summarize and continuously develop planned outlets in undeveloped areas based on early business negotiation results, and during the process, continuously summarize and compile contact methods, regions, and scale overviews of developed outlets.

4. Optimize and improve the prototype system's service quality and work mode, and enhance work efficiency (focusing on coordinating a rapid response mechanism between the company's after-sales center and outlets).

After-sales service should not become a "floating cloud." Good after-sales service is not only an important defense line to meet consumer needs and protect consumer rights but also a powerful weapon in market competition. So, if your after-sales service is not yet perfect, what are you waiting for? Act quickly! Establish a complete after-sales service system!