Often management positions be filled internally in the service by experienced, earned service technicians, obtained from the field – often at the end of their careers – for executives in the Service Office. These specialists without question very experienced but not necessarily are the ideal people to recognize conceptual weaknesses and develop measures and to implement. Not ignore you must also factor in this context operating blindness, which is often a negative companion of many years of business experience. And of course the main change obstacle – the day-to-day business: hardly another Department is so strong fluctuations in the workload as the after sales service. The same people that should determine with the change of Division and promote, are sudden, technical problems important customers from the Management appointed Oberproblemlosern. Thus the initiated process of change always comes back in the ground to a halt, which in turn leads to frustration and it everything stays the same. Actually the machine builders have no choice, but as quickly to tackle this urgent issue, because due pressure builds up on the market.
For one the world becomes smaller the internationalisation, the markets more transparent, and the competition harder. Suppliers from low-wage countries use their cost advantages and sometimes their ability to reproduce successful designs”to offer quite usable machines at very attractive prices for the lower and middle technology segment. This price pressure leads the established manufacturers, quite inevitably, that money must be earned in the service today more and more. The contributions made in the new machine business can no longer ensure the survivability of the machine Builder, more and more companies require a profitable after sales service for securing livelihoods. On the other hand, as already mentioned, customers expect a professional, diverse service today. “And because many manufacturers can supply not / want, what the market demands, come more and more external service providers and service pirates” on the plan. Only around a quarter of funds applied by the production plants for maintenance are settled with the machine manufacturers.
And the share of sales, after sales service in the total sales of the machine manufacturer who stays that way with sliced back, almost half of its revenues with so-called product-related services achieve around 19% very far behind the leaders in the industry. From the realization that moderated change processes with professional, external support is easier, Matthias Fitzner offered by E.k.. a multi-stage support program. In consultation with the Board of management, optimization and extension of the anus is designed sales activities, by This external Kaloudis”driven, and this shift to a proactive service employees also moderated. The costs incurred by these external support, which must be seen as an important investment in the future of the company, pay for themselves quickly. It is important that companies tackle this task in good economic times, to take advantage of the after sales service activities in the next crisis because that is determined.