摘要
上世纪90年代末引入中国的4S模式,经历了十余年的发展,成为汽车销售服务的主渠道。投资成本很高的4S模式,光凭销售新车无法满足经销商盈利和厂家渠道覆盖的要求。服务将成为另一个品牌核心竞争力提升的方向,本文通过投资人建店之初高标准严要求的设计与设备投入,聘请职业经理人合理搭建组织机构及对企业人员和培训、管理和流程多个方面的重点关注,采用C—APDC循环的改善思路,提升汽车经销商服务能力。对汽车企业及经销商应有借鉴意义。
The 4S model is introduced into China in the 1991）s. It has become the main channel oI auto sates, lne only auto sates can not meet the requirement of benefit of dealers and channel coverage of manufactures. Service will become the direction of improving the core competitive force of a brand. The paper uses C--APDC cycle in high-standard and strict design and the input of equipment, reasonable construction of organization, employee training, management and process, for improving service ability of dealers, which provides reference for the auto manufactures and dealers.
出处
《价值工程》
2012年第21期162-164,共3页
Value Engineering
