Análisis del Servicentro "Makita" de la Empresa Promesa y propuesta de implementación de servicio post-venta.
Fecha
2011-01-19
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Universidad de Guayaquil. Facultad de Ingeniería Industrial. Carrera de Ingeniería Industrial.
Resumen
El objetivo principal de este trabajo es determinar y posicionar, al Servicentro
MAKITA, no solo como el pilar fundamental al continuo proceso de la venta, sino de
implementar un servicio Post-venta. Muchos creen que la responsabilidad de la organización
con el cliente cesa cuando sus productos (o servicios) se han vendido pero realmente no es así,
después de la venta mucho puede pasar en relación con este producto y los clientes
demandándose de un servicio postventa en el cual también hay que gestionar la calidad.
Frecuentemente se identifican los servicios postventa con productos tangibles, de larga vida
útil pero estos no son los únicos que se pueden prestar. Las actividades de postventa consisten
en continuar el esfuerzo inicial de ventas mediante acciones posteriores al cierre. Una quizás
menos obvia, pero importante en extremo, es asegurarse que el cliente esté satisfecho por
completo con la compra que realizó. Para el análisis del diagnóstico se identificaron los
problemas que existen en todo el taller, se hizo un diagrama de ISHIKAWA con el fin de tener
una visión más amplia de todos los factores que inciden en la causa de los problemas que
inciden en el Servicentro. Los problemas encontrados son la falta de una gestión efectiva de
servicio, en este caso la implementación de directrices, que es necesario para que de esta
forma se consolide de una mejor manera el servicio después de la venta. Para efecto de
relación de competencia se realizó el análisis de las 5 fuerzas de Porter, identificando los
problemas comunes, la competencia y las oportunidades de mejora, las cuales ayudaran de
manera indirecta y directa al proceso de venta y de mejora en estrategias comerciales futuras.
Cuando se realice en el futuro una evaluación en el área de servicio se debe tener en cuenta
principalmente la evolución de las ventas por la línea de producto y el resultado de la
implementación de las estrategias en el Servicentro Makita. El costo de la propuesta, la
empresa tiene que hacer una inversión de $ 97.440,00, lo cual servirá para el abastecimiento
de repuestos, implementación de estrategias comerciales y la contratación de un agente
vendedor técnico, las conclusiones y recomendaciones expuestas en este trabajo apuntan a
que todas las acciones preventivas se deben hacer para mejorar el desempeño individual y
colectivo de un área de trabajo o negocio.
The main objective of this work is to identify and position, to Servicentro MAKITA, not only as the cornerstone to the ongoing process of the sale, but implement a Post-sales service. Many believe that the responsibility for the organization customer ceases when their products (or services) have been sold but it really is not, after selling much can happen on this product and customers by claiming an after sales service which must also manage quality. Often after-sales services are identified with tangible products, long life useful but these are not the only ones who can pay. The activities consist of sales Continue the initial sales effort through post-closing actions. a perhaps less obvious, but extremely important, is making sure the customer is satisfied complete with the purchase you made. For analysis of diagnosis were identified problems in the workshop, a diagram of ISHIKAWA is done in order to have a broader view of all the factors involved in the cause of the problems affect the Servicentro. Problems encountered include the lack of effective management service, in this case the implementation guides, which is necessary for this a way to consolidate the best service after the sale. For purposes of competitive relationship analysis Porter 5 forces was performed, identifying the common problems, competition and opportunities for improvement, which help to indirect and direct sales process and improving future business strategies manner. When performed on a future evaluation in the service area must be taken into account mainly the evolution of sales by product line and the result of the implementation of strategies in the Servicentro Makita. The cost of the proposal, the company must make an investment of $ 97,440.00, which will be used to supply parts, implementation of business strategies and hiring an agent technical salesman, conclusions and recommendations in this study point to all preventive actions should be done to improve individual performance and group of a workspace or business.
The main objective of this work is to identify and position, to Servicentro MAKITA, not only as the cornerstone to the ongoing process of the sale, but implement a Post-sales service. Many believe that the responsibility for the organization customer ceases when their products (or services) have been sold but it really is not, after selling much can happen on this product and customers by claiming an after sales service which must also manage quality. Often after-sales services are identified with tangible products, long life useful but these are not the only ones who can pay. The activities consist of sales Continue the initial sales effort through post-closing actions. a perhaps less obvious, but extremely important, is making sure the customer is satisfied complete with the purchase you made. For analysis of diagnosis were identified problems in the workshop, a diagram of ISHIKAWA is done in order to have a broader view of all the factors involved in the cause of the problems affect the Servicentro. Problems encountered include the lack of effective management service, in this case the implementation guides, which is necessary for this a way to consolidate the best service after the sale. For purposes of competitive relationship analysis Porter 5 forces was performed, identifying the common problems, competition and opportunities for improvement, which help to indirect and direct sales process and improving future business strategies manner. When performed on a future evaluation in the service area must be taken into account mainly the evolution of sales by product line and the result of the implementation of strategies in the Servicentro Makita. The cost of the proposal, the company must make an investment of $ 97,440.00, which will be used to supply parts, implementation of business strategies and hiring an agent technical salesman, conclusions and recommendations in this study point to all preventive actions should be done to improve individual performance and group of a workspace or business.
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Palabras clave
LOGÍSTICA INTERNA Y EXTERNA, MARKETING, PRODUCTOS FERRETEROS, REPUESTOS AUTOMOTRICES