With the market adjustment of the construction machinery industry, companies pay more attention to the creation of service brands while focusing on the improvement of product quality. Under the maxim of “Customer is Godâ€, many construction machinery companies embarked on the road to using services to enhance brand value. How to implement differentiated service strategies based on different markets and customers? How can differentiated service competitiveness continue to create value for companies in the doldrums?
Construction machinery industry companies compete to create "service first brand"
Since 2011, many companies in the industry have adopted tightening policies to reduce various expenses in order to cope with the relatively low market environment. But only spare no effort in the creation of service links. Through our observations, domestic construction machinery companies have recently adjusted their strategic direction in the market, shifting from a sales-oriented strategy to a more focused management and construction of service brands, hoping to drive sales of corporate brands and corporate markets through the improvement of service systems. Promote.
Beginning in 2011, Zoomlion launched the "Blue Care" service brand. With the aim of “creating maximum value for customersâ€, we built an internal and external interactive service system and guarantee platform for the whole process of information management. “To bring new service modes and product quality experience to construction machinery users and take the lead in providing equipment services from†Passive maintenance "carried into" active care ", first introduced in the industry," blue care "service brand, to provide customers with pre-sale, sales, after-sale one-stop overall service solutions.
Sany also does not fall from the wind. Starting from the launch of the first service branding ceremony in the industry, all branches of Sany can do their best to build service brands. Trinity Pump launched “Worry-free Lifetimeâ€; Three re-launched large-scale service Wanlixing activities; Sany Heavy Machinery and agents sent more than 1,000 service elites, 1,500 service vehicles, more than 28,000 units nationwide. Equipment launches inspections, etc. This series of activities shows that Sany is committed to building the status of the first brand of industry services. In addition, the industry leading enterprises injecting Xugong, Shantui, Liugong, Xiagong, etc. have all introduced differentiated service brands with distinctive features. It can be said that China's construction machinery industry has now jumped from simple product competition to all-round competition such as services and brands.
In the face of intricate market changes in construction machinery, how to use service ideas and innovation in action has become particularly important. How to build a diversified and differentiated service system based on the actual situation of the company, and even become the key to the company's response to the market and its own value potential.
The importance of building service differentiation
There is no doubt that in today's Chinese construction machinery industry, with the homogeneity of products becoming more and more serious, it is not enough for companies to simply win the final victory by creating product differentiation. While the entire industry is facing a declining growth rate and the market is relatively sluggish, how to improve its internal strength is the most important issue facing the enterprise. The focus on service is the best way for companies to cultivate their internal strength. Therefore, creating a differentiated service brand has become one of the very important strategic actions of the current company. The company hopes to further enhance the influence of its corporate brand and improve its customer satisfaction through the careful creation of services, which in turn will increase its product sales. Therefore, the service that was originally at the very end of the company is now pushed to the front desk and becomes the most beautiful "star".
On the other hand, due to the unpredictability of the market for construction machinery, companies with diversified, personalized, and enriched markets have become industry leaders. With the construction machinery industry, service-oriented features have gradually emerged. Enterprises compete for maximum benefits in the market, and use the concept of winning service to develop business development ideas and strategies. As a traditional manufacturing company, construction machinery companies are gradually moving towards a solution for customers to complete a full range of financial, service, and technical service programs; more companies hope to deepen and extend the service to strategic transformation of customer-centric enterprises.
So, how to create service differentiation? We believe that the formation of an enterprise's inherent service culture is the core connotation of service differentiation. In terms of design and R&D, financial services, market analysis, and brand operations, how we instill in the company's service philosophy is the core content of the company's differentiated services. The customer needs as the center, with the help of processes, products and other carriers, through the innovative model, relying on the use of information and marketing communications and other techniques to provide value to customers, and then to meet the enterprise, is the core foundation of corporate service culture.
Problems with business services today
First, there are misunderstandings in understanding. The understanding of services provided by construction machinery companies still has one-sidedness. On the one hand, many companies think that service is not economically effective or even a burdensome part, which is of little significance to the company's profit growth. Therefore, in the actual operation and management of these enterprises, there are very few strategies to strategically manage and innovate service strategies. They only use the services as an additional product for production and sales. They do not invest much, and the benefits of services are naturally limited; on the other hand, the company’s perspective is different. Only focusing on what kind of service they can provide, and ignoring the customer's service needs, this enterprise-centered service clearly violates the principle of taking the market and the customer as the starting point.
Second, the existence of a large number of service homogeneities and the homogeneity of tangible product competitions, the service intangible products still cannot escape homogenization. Therefore, service homogeneity has also become the most prominent solution for enterprises to build service competitiveness. problem. In the fierce market competition, the uneven imitation of service strategies and the lack of innovation are difficult to distinguish, which leads to the emergence of homogenization of services. Many companies are faced with the problem of service convergence and diversification of service results, but they are still unable to do so. The same promotion and price measures will naturally not achieve true results. Services are easily imitated, but unique services are difficult to duplicate and create their own unique service system, which is the key to a company's competitiveness.
Third, the service effect feedback system is not perfect, and the effect of the service should be reasonably scientifically analyzed and compared with the expected effect of the company. It is also a means to further understand the market and customers. Blindly investing in services, quantifying without analysis, resolving existing problems, and renewing service-to-service and losing core elements such as corporate philosophy and product nature are common problems in today's service market.
Fourth, the progressive structure of service concepts is confusing. There is a lack of correlation at the service level. Many companies' services do not have their own uniqueness. Behind their service commitments, they lack the support of value connotations and make commitments a tool for companies to stimulate market sales. Eventually they ignore the creation of corporate value. There is no follow-up to the promise, and the section is standing by, and the concept of service concept is constantly confusing. Ultimately, the enterprise cannot do truly effective services.
Fifthly, most companies, once they talk about services, are accustomed to stepping behind others, lacking thorough and meticulous and in-depth investigations and analysis of customers, and the characteristics of services are not. The chaotic competition mechanism of the market-related public companies or institutions has also exacerbated the continuation of this imbalance in service characteristics.
Sixth, the market and the customer's identity with the company are not yet clear, it is necessary to meet the needs of maximizing the use value, but also to meet the needs of procurement costs. At the same time, we must also consider the superposition effects of many related factors. The understanding of the service is also in the simple after sales, promotion and other aspects, the market and the customer's orientation is not clear and directly leads to the imbalance of the company's services.
The overall ability of many Chinese engineering machinery companies to exploit the market and grasp the market lags far behind the needs of the situation. The unilateralization of service concepts, the fragmentation of service practices, and the homogeneity of service competition all contribute to the competitiveness of enterprises in building strong core services. A barrier was built on the road to power.
Pay attention to the core of service differentiation - service culture
Different service differentiation strategies require continuous innovation. However, the internal driving force of enterprises to implement differentiated services ultimately comes from the service culture. The constant improvement and progress of the service culture is the most important point that companies should pay attention to. The service culture is fundamental and it is also the core means of service differentiation. However, whether it is the use of culture or the connotation of services, the construction machinery industry has doubts and misunderstandings. Culture may seem imaginary and intangible. In fact, it is closely related to the core elements of a company's development goals, long-term planning, strategic thinking, and business philosophy. Explain the connotation of these elements, and then use the service tools of the corporate culture and various platforms to promote, combine the needs of the market, use the company’s concepts, values, and human resources to create a competitive service culture and integrate the corporate culture. Go to the operation and development of the company.
From the perspective of the overall mission of the enterprise mission, the value creation process of the service is more reflected in specific types of design services, maintenance services, and information services. Therefore, the combination of the enterprise and the customer and the market is required to meet the needs of the user service. A marketing strategy that effectively meets the effectiveness of the service, and realizes the original purpose of the company's initial benefits.
For domestic construction machinery companies, changes in the market have important influence on their development philosophy. The pursuit of economic efficiency is the main reason for existence. Some companies promote the improvement of sales volume and enable the company to show a singularity and profitability in its development mission and vision. Therefore, when the service system investment conflicts with short-term profit, many companies It is natural to choose short-term profits. Emphasis on sales neglected the service culture. And ultimately lead to specific business behavior and service imbalances. It is not easy for a company to have a complete strategic survival system. However, once a reliable and reliable vision is adopted to guide the direction of the company's development, and to find value-creating service points in this direction, it will provide enterprises with an important driving force for efficient service. Therefore, the connotation and penetration of the strategic perspective will lead to differences in direction and improvement of the service culture, which will in turn affect the service differentiation of the company.
How to create differentiated services
Reasonable and scientific use of corporate philosophy, values, and human resources and other elements to create a competitive service culture and highlight service differentiation.
First, to improve the understanding of service differentiation, the service culture is a comprehensive manifestation of corporate philosophy, development ideas, and business operation models. A good service culture can not only think about the value of customers and market hull companies, but also show the essential difference with competitors.
The second is to use the correct marketing strategy. Many industries regard service as the key to current and future customer protection. As a manufacturing industry that relies on tangible products for survival, it also recognizes that services are an important aspect of enhancing competitiveness, profit, and development. Compared with ordinary goods, the service itself has the characteristics of intangibility, perishability, synchronization of production and consumption, so different customer objects and markets must adopt different marketing strategies.
Third, service homogeneity is a dynamic concept. The innovative service strategy of a company over a period of time is still valid. It only takes time and it loses its effect as the imitation increases. This requires companies to constantly explore customer and market demands. , innovative service content and form. The corporate benefits are affected by the value of the services provided by the company, and the value of the company’s services is determined by the degree of customer satisfaction and the recognition of market trends, and they form an interrelated role. Therefore, the key for enterprises to create and maintain service competitiveness is to build their own unique service benefit chain so as to achieve the goal of service creation value and service value creation enterprise benefit.
Fourth, grasping the details must raise the height of understanding, and making detailed service differences is the core of creating service competitiveness. In the field of service with fierce homogenization competition, differentiate the enterprise services and highlight the advantages of individual services. Enterprises rely solely on new service methods and service skills are not enough. Details determine success or failure. Only by making every detail of the service unique, can companies form differentiated services. Every detail is indifferent and bright, in order to combine a complete service system. To achieve the maximum benefits of business services.
Fifth, strengthening internal marketing and optimizing the company's own structure is the basis for creating a service competitiveness. The operation of the company's philosophy influences the customer's satisfaction and loyalty. Only by finding the best combination of the two can the company improve its external marketing internally. Realizing a service culture is fundamental to building service competitiveness. Only by injecting rich cultural connotations into the service and insisting on innovation based on this philosophy can companies be effectively developed. Although the construction machinery enterprises are relatively weak in terms of technological innovation, they have prominent advantages in marketing and culture, plus their specific advantages in terms of manpower and cost.
Sixth, for the customers and the market, the reasonable demand trend is also one aspect that should be paid attention to. It emphasizes unwise one-sided demands such as cost or profit, that is, the frequency of problems in the use of harmful products is also different from that of the enterprise marketing services. Create obstacles. If there is an excessive price war.
It is precisely because of the vast differences in services, the possibility of service differentiation becomes greater and greater. Differentiated services can greatly enhance the product, and it is also an intangible highland for enterprise competition.
In the final analysis, the editors should pay attention to their own service innovation while seeking for sales promotion. Creating an innovative and differentiated service brand to enhance the competitiveness of enterprises can effectively avoid the vicious competition caused by product homogenization. In the future, enhancing the competitiveness of service brands is one of the inexhaustible motives for companies to create greater value and achieve sustainable development.
Construction machinery industry companies compete to create "service first brand"
Since 2011, many companies in the industry have adopted tightening policies to reduce various expenses in order to cope with the relatively low market environment. But only spare no effort in the creation of service links. Through our observations, domestic construction machinery companies have recently adjusted their strategic direction in the market, shifting from a sales-oriented strategy to a more focused management and construction of service brands, hoping to drive sales of corporate brands and corporate markets through the improvement of service systems. Promote.
Beginning in 2011, Zoomlion launched the "Blue Care" service brand. With the aim of “creating maximum value for customersâ€, we built an internal and external interactive service system and guarantee platform for the whole process of information management. “To bring new service modes and product quality experience to construction machinery users and take the lead in providing equipment services from†Passive maintenance "carried into" active care ", first introduced in the industry," blue care "service brand, to provide customers with pre-sale, sales, after-sale one-stop overall service solutions.
Sany also does not fall from the wind. Starting from the launch of the first service branding ceremony in the industry, all branches of Sany can do their best to build service brands. Trinity Pump launched “Worry-free Lifetimeâ€; Three re-launched large-scale service Wanlixing activities; Sany Heavy Machinery and agents sent more than 1,000 service elites, 1,500 service vehicles, more than 28,000 units nationwide. Equipment launches inspections, etc. This series of activities shows that Sany is committed to building the status of the first brand of industry services. In addition, the industry leading enterprises injecting Xugong, Shantui, Liugong, Xiagong, etc. have all introduced differentiated service brands with distinctive features. It can be said that China's construction machinery industry has now jumped from simple product competition to all-round competition such as services and brands.
In the face of intricate market changes in construction machinery, how to use service ideas and innovation in action has become particularly important. How to build a diversified and differentiated service system based on the actual situation of the company, and even become the key to the company's response to the market and its own value potential.
The importance of building service differentiation
There is no doubt that in today's Chinese construction machinery industry, with the homogeneity of products becoming more and more serious, it is not enough for companies to simply win the final victory by creating product differentiation. While the entire industry is facing a declining growth rate and the market is relatively sluggish, how to improve its internal strength is the most important issue facing the enterprise. The focus on service is the best way for companies to cultivate their internal strength. Therefore, creating a differentiated service brand has become one of the very important strategic actions of the current company. The company hopes to further enhance the influence of its corporate brand and improve its customer satisfaction through the careful creation of services, which in turn will increase its product sales. Therefore, the service that was originally at the very end of the company is now pushed to the front desk and becomes the most beautiful "star".
On the other hand, due to the unpredictability of the market for construction machinery, companies with diversified, personalized, and enriched markets have become industry leaders. With the construction machinery industry, service-oriented features have gradually emerged. Enterprises compete for maximum benefits in the market, and use the concept of winning service to develop business development ideas and strategies. As a traditional manufacturing company, construction machinery companies are gradually moving towards a solution for customers to complete a full range of financial, service, and technical service programs; more companies hope to deepen and extend the service to strategic transformation of customer-centric enterprises.
So, how to create service differentiation? We believe that the formation of an enterprise's inherent service culture is the core connotation of service differentiation. In terms of design and R&D, financial services, market analysis, and brand operations, how we instill in the company's service philosophy is the core content of the company's differentiated services. The customer needs as the center, with the help of processes, products and other carriers, through the innovative model, relying on the use of information and marketing communications and other techniques to provide value to customers, and then to meet the enterprise, is the core foundation of corporate service culture.
Problems with business services today
First, there are misunderstandings in understanding. The understanding of services provided by construction machinery companies still has one-sidedness. On the one hand, many companies think that service is not economically effective or even a burdensome part, which is of little significance to the company's profit growth. Therefore, in the actual operation and management of these enterprises, there are very few strategies to strategically manage and innovate service strategies. They only use the services as an additional product for production and sales. They do not invest much, and the benefits of services are naturally limited; on the other hand, the company’s perspective is different. Only focusing on what kind of service they can provide, and ignoring the customer's service needs, this enterprise-centered service clearly violates the principle of taking the market and the customer as the starting point.
Second, the existence of a large number of service homogeneities and the homogeneity of tangible product competitions, the service intangible products still cannot escape homogenization. Therefore, service homogeneity has also become the most prominent solution for enterprises to build service competitiveness. problem. In the fierce market competition, the uneven imitation of service strategies and the lack of innovation are difficult to distinguish, which leads to the emergence of homogenization of services. Many companies are faced with the problem of service convergence and diversification of service results, but they are still unable to do so. The same promotion and price measures will naturally not achieve true results. Services are easily imitated, but unique services are difficult to duplicate and create their own unique service system, which is the key to a company's competitiveness.
Third, the service effect feedback system is not perfect, and the effect of the service should be reasonably scientifically analyzed and compared with the expected effect of the company. It is also a means to further understand the market and customers. Blindly investing in services, quantifying without analysis, resolving existing problems, and renewing service-to-service and losing core elements such as corporate philosophy and product nature are common problems in today's service market.
Fourth, the progressive structure of service concepts is confusing. There is a lack of correlation at the service level. Many companies' services do not have their own uniqueness. Behind their service commitments, they lack the support of value connotations and make commitments a tool for companies to stimulate market sales. Eventually they ignore the creation of corporate value. There is no follow-up to the promise, and the section is standing by, and the concept of service concept is constantly confusing. Ultimately, the enterprise cannot do truly effective services.
Fifthly, most companies, once they talk about services, are accustomed to stepping behind others, lacking thorough and meticulous and in-depth investigations and analysis of customers, and the characteristics of services are not. The chaotic competition mechanism of the market-related public companies or institutions has also exacerbated the continuation of this imbalance in service characteristics.
Sixth, the market and the customer's identity with the company are not yet clear, it is necessary to meet the needs of maximizing the use value, but also to meet the needs of procurement costs. At the same time, we must also consider the superposition effects of many related factors. The understanding of the service is also in the simple after sales, promotion and other aspects, the market and the customer's orientation is not clear and directly leads to the imbalance of the company's services.
The overall ability of many Chinese engineering machinery companies to exploit the market and grasp the market lags far behind the needs of the situation. The unilateralization of service concepts, the fragmentation of service practices, and the homogeneity of service competition all contribute to the competitiveness of enterprises in building strong core services. A barrier was built on the road to power.
Pay attention to the core of service differentiation - service culture
Different service differentiation strategies require continuous innovation. However, the internal driving force of enterprises to implement differentiated services ultimately comes from the service culture. The constant improvement and progress of the service culture is the most important point that companies should pay attention to. The service culture is fundamental and it is also the core means of service differentiation. However, whether it is the use of culture or the connotation of services, the construction machinery industry has doubts and misunderstandings. Culture may seem imaginary and intangible. In fact, it is closely related to the core elements of a company's development goals, long-term planning, strategic thinking, and business philosophy. Explain the connotation of these elements, and then use the service tools of the corporate culture and various platforms to promote, combine the needs of the market, use the company’s concepts, values, and human resources to create a competitive service culture and integrate the corporate culture. Go to the operation and development of the company.
From the perspective of the overall mission of the enterprise mission, the value creation process of the service is more reflected in specific types of design services, maintenance services, and information services. Therefore, the combination of the enterprise and the customer and the market is required to meet the needs of the user service. A marketing strategy that effectively meets the effectiveness of the service, and realizes the original purpose of the company's initial benefits.
For domestic construction machinery companies, changes in the market have important influence on their development philosophy. The pursuit of economic efficiency is the main reason for existence. Some companies promote the improvement of sales volume and enable the company to show a singularity and profitability in its development mission and vision. Therefore, when the service system investment conflicts with short-term profit, many companies It is natural to choose short-term profits. Emphasis on sales neglected the service culture. And ultimately lead to specific business behavior and service imbalances. It is not easy for a company to have a complete strategic survival system. However, once a reliable and reliable vision is adopted to guide the direction of the company's development, and to find value-creating service points in this direction, it will provide enterprises with an important driving force for efficient service. Therefore, the connotation and penetration of the strategic perspective will lead to differences in direction and improvement of the service culture, which will in turn affect the service differentiation of the company.
How to create differentiated services
Reasonable and scientific use of corporate philosophy, values, and human resources and other elements to create a competitive service culture and highlight service differentiation.
First, to improve the understanding of service differentiation, the service culture is a comprehensive manifestation of corporate philosophy, development ideas, and business operation models. A good service culture can not only think about the value of customers and market hull companies, but also show the essential difference with competitors.
The second is to use the correct marketing strategy. Many industries regard service as the key to current and future customer protection. As a manufacturing industry that relies on tangible products for survival, it also recognizes that services are an important aspect of enhancing competitiveness, profit, and development. Compared with ordinary goods, the service itself has the characteristics of intangibility, perishability, synchronization of production and consumption, so different customer objects and markets must adopt different marketing strategies.
Third, service homogeneity is a dynamic concept. The innovative service strategy of a company over a period of time is still valid. It only takes time and it loses its effect as the imitation increases. This requires companies to constantly explore customer and market demands. , innovative service content and form. The corporate benefits are affected by the value of the services provided by the company, and the value of the company’s services is determined by the degree of customer satisfaction and the recognition of market trends, and they form an interrelated role. Therefore, the key for enterprises to create and maintain service competitiveness is to build their own unique service benefit chain so as to achieve the goal of service creation value and service value creation enterprise benefit.
Fourth, grasping the details must raise the height of understanding, and making detailed service differences is the core of creating service competitiveness. In the field of service with fierce homogenization competition, differentiate the enterprise services and highlight the advantages of individual services. Enterprises rely solely on new service methods and service skills are not enough. Details determine success or failure. Only by making every detail of the service unique, can companies form differentiated services. Every detail is indifferent and bright, in order to combine a complete service system. To achieve the maximum benefits of business services.
Fifth, strengthening internal marketing and optimizing the company's own structure is the basis for creating a service competitiveness. The operation of the company's philosophy influences the customer's satisfaction and loyalty. Only by finding the best combination of the two can the company improve its external marketing internally. Realizing a service culture is fundamental to building service competitiveness. Only by injecting rich cultural connotations into the service and insisting on innovation based on this philosophy can companies be effectively developed. Although the construction machinery enterprises are relatively weak in terms of technological innovation, they have prominent advantages in marketing and culture, plus their specific advantages in terms of manpower and cost.
Sixth, for the customers and the market, the reasonable demand trend is also one aspect that should be paid attention to. It emphasizes unwise one-sided demands such as cost or profit, that is, the frequency of problems in the use of harmful products is also different from that of the enterprise marketing services. Create obstacles. If there is an excessive price war.
It is precisely because of the vast differences in services, the possibility of service differentiation becomes greater and greater. Differentiated services can greatly enhance the product, and it is also an intangible highland for enterprise competition.
In the final analysis, the editors should pay attention to their own service innovation while seeking for sales promotion. Creating an innovative and differentiated service brand to enhance the competitiveness of enterprises can effectively avoid the vicious competition caused by product homogenization. In the future, enhancing the competitiveness of service brands is one of the inexhaustible motives for companies to create greater value and achieve sustainable development.
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