整合汽車(chē)服務(wù)與技術(shù)戰(zhàn)略(中英文)

1、整合汽車(chē)服務(wù)與技術(shù)戰(zhàn)略埃里克，美恪托尼，克里斯托夫赫爾曼，克勞斯汽車(chē)售后服務(wù)是一項(xiàng)很有前景市場(chǎng)的經(jīng)營(yíng)方式。 然而，服務(wù)提供商必須處理的產(chǎn)品和技術(shù)， 更短的生命周期和不斷變化的客戶需求的范圍也越來(lái)越多。 盡管必須面對(duì)來(lái)自多方面的挑戰(zhàn)，售后服務(wù)部門(mén)往往沒(méi)有在產(chǎn)品開(kāi)發(fā)早期階段參與，提高的也不是客戶需要的服務(wù)， 同時(shí)并沒(méi)有充分考慮技術(shù)參數(shù)的發(fā)展進(jìn)程。 因此，一體化的服務(wù)和技術(shù)戰(zhàn)略是必要的。 本文介紹了這種一體化的視像化的復(fù)雜的相互依存關(guān)系和服務(wù)之間的接口，以及產(chǎn)品和汽車(chē)車(chē)間技術(shù)的框架。1介紹組織結(jié)構(gòu)和技術(shù)上的挑戰(zhàn)取決于不同因素之間的相互作， 通過(guò)相互技術(shù)方法可以找到相互依存的關(guān)系。例如，經(jīng)濟(jì)效益越高，

2、所帶來(lái)的技術(shù)進(jìn)步也就越快。同時(shí)能帶來(lái)新型市場(chǎng)投資的不斷增加與創(chuàng)新。 如何構(gòu)建一個(gè)適當(dāng)?shù)慕M織形式， 是一個(gè)良好的戰(zhàn)略地位和經(jīng)濟(jì)成功的先決條件。汽車(chē)行業(yè)，以及相應(yīng)的其他行業(yè)，都嵌入在一個(gè)迅速發(fā)展的環(huán)境中。 車(chē)輛品種的增加， 及個(gè)性化的不斷改變是由競(jìng)爭(zhēng)市場(chǎng)中各種分化的可能性所決定的。 同時(shí)，他們還受到顧客對(duì)個(gè)性化產(chǎn)品需求的影響。此外，對(duì)于個(gè)別車(chē)輛的生產(chǎn)與技術(shù)改革越變得越來(lái)越經(jīng)濟(jì)化， 伴隨著競(jìng)爭(zhēng)的加劇，以及客戶需求的增加導(dǎo)致了汽車(chē)新技術(shù)實(shí)施的不斷地加快。 因此，汽車(chē)市場(chǎng)走向一個(gè)高度多元化發(fā)展的過(guò)程是伴隨著產(chǎn)品周期的不斷加快和日益復(fù)雜的產(chǎn)品而發(fā)展起來(lái)的。以上提到的發(fā)展導(dǎo)致汽車(chē)售后服務(wù)發(fā)生了劇烈的變化。在

3、今天，間隔 1500 英尺或更短的距離就能得到汽車(chē)的服務(wù)。 在過(guò)去的幾十年里，電子產(chǎn)品在汽車(chē)中所占的數(shù)量比重也在急劇的增加。 但同時(shí)，此類產(chǎn)品的壽命已久不變，甚至更容易上升，（ 12-15 年），因此，新車(chē)間技術(shù)的要求和電子元件備件生產(chǎn)結(jié)束后的一個(gè)有效的管理要求共同面臨著新的挑戰(zhàn)。 由于客戶期望得到高可用性的產(chǎn)品， 為提高客戶需要的服務(wù)， 產(chǎn)品的復(fù)雜性也就隨之增加。 提供適當(dāng)?shù)慕M織與服務(wù)能力， 有效地處理不同車(chē)輛技術(shù)是必要的。 是否寧取得較好的經(jīng)濟(jì)效益，除了取決于品牌形象及客戶忠誠(chéng)度的相關(guān)性， 同時(shí)與所提供的服務(wù)。 除此之外實(shí)際服務(wù)實(shí)現(xiàn)的備件銷(xiāo)售， 決定著汽車(chē)公司營(yíng)業(yè)的份額。 整體而言， 不同

4、的因素會(huì)導(dǎo)致公司面對(duì)成本和創(chuàng)新更強(qiáng)大的壓力。 同時(shí)給產(chǎn)品在短期內(nèi)的產(chǎn)品創(chuàng)新時(shí)間帶來(lái)約束。正由于這一點(diǎn)，服務(wù)正成為從技術(shù)及組織角度來(lái)面對(duì)的挑戰(zhàn)平臺(tái)。由于技術(shù)的服務(wù)以及組織的服務(wù)不只是單一的服務(wù)模式， 但歸結(jié)而言，兩者存在相似之處。最初的時(shí)候，基礎(chǔ)技術(shù)與技術(shù)的服務(wù)是被分隔開(kāi)來(lái)的。2 技術(shù)2.1 汽車(chē)行業(yè)中的技術(shù)汽車(chē)售后服務(wù)這樣的服務(wù)機(jī)構(gòu)， 是如何最大限度的發(fā)揮其技術(shù)投資， 并面對(duì)技術(shù)挑戰(zhàn)的。 然而，法魯克等，批評(píng)將他們作為一個(gè)系統(tǒng)的方法來(lái)進(jìn)行技術(shù)的管理。通常公司有完善的新產(chǎn)品開(kāi)發(fā)過(guò)程， 但技術(shù)與產(chǎn)品必須同步發(fā)展時(shí)， 仍然需要面對(duì)許多問(wèn)題。然而，這也是事實(shí)，從汽車(chē)后市場(chǎng)看，產(chǎn)品早期的開(kāi)發(fā)過(guò)程對(duì)現(xiàn)在汽

5、車(chē)要求的影響很小。 “一個(gè)基本的觀點(diǎn) .加大對(duì)生產(chǎn)的設(shè)計(jì)，以降低成本，如通過(guò)使用更多的集成部件， 可能會(huì)大致服務(wù)成本的增加， 反而降低了其使用壽命，而不是減少了總成本。 ”2.2 技術(shù)的管理可以通過(guò)一個(gè)全面的技術(shù)管理來(lái)解決這個(gè)問(wèn)題，它是由歐洲研究所對(duì)技術(shù)與管理的定義。技術(shù)管理地址的有效識(shí)別，選擇，獲取，開(kāi)發(fā)，利用和技術(shù)保護(hù)1（ 品，流程和基 施）需要保持一定的市 地位，并與公司的目 相吻合 。在汽 行 ， 尤其是 子方面 得越來(lái)越重要， 并正在迅速 生 化， 有效的技 管理能力， 能 ， 以及 其潛在影響依 。 一個(gè)適當(dāng)?shù)?和 劃方法是必要的， 是 接技 和 目 的中 。 在汽 售之后， 同所

6、需的技能和所涉及的故障 斷要求的服 ， 必 與汽 分市 和售后服 的目 相 合。2.3 售后服 的路 路 就其 一種高瞻 矚的方法， 它能在需要幫助的情況下， 跨 能 整和整合關(guān) 技 新的 略及要求。 因此，它已 成 一些大型及全球化 采取的主要方式。 20 世 90 年代社會(huì)的關(guān)注點(diǎn)一直在最 的成果，本身的 展路 上，而不是再其 展的 程上。如今技 路 被定 以需求 主 的 劃流程，以幫助 ， 技 ，并開(kāi) 替代原技 ，以 足需求的 品 置的 程 3.服 3.1 汽 行 中的服 汽 服 包括所以的服 ， 即在汽 的整個(gè)生命周期內(nèi) 客 提供所以的服 。 此，他 被定 品相關(guān)服 ，被 以下的集中方

7、式：關(guān)于汽 服 ， 可以分 技 服 與非技 服 。從而涵蓋了所有的技 服 活 ，包括 和恢復(fù)其機(jī) 性能、 量 及事故修理等.此外，汽 服 根據(jù)其在汽 生命周期中的服 分 ， “售前”、“ 售”和“售后”服 。前兩個(gè)服 的重點(diǎn)是促 和 售， 包括 金的支持， 品的 ，配置及相關(guān)建 。后者（售后服 ）包括所有的活 范 ，從 開(kāi)始使用的最后 段的整個(gè)生命周期，如 修、零配件管理或循 再造。如上所述，售后服 于汽 售上來(lái) 存在著很大的商機(jī)， 因此，本文 重于 些服 ， 特 是在聚光燈下的汽 技 研 會(huì)。3.2 服 的 展一般而言，汽 行 中的服 略，服 劃，缺乏正式的模式。因此， 些服 以一些未開(kāi) 的

8、、 自 的形式在 展。 此外，售后市 ， 受到 如技 、 、生 、文化、法律等多方面的影響。除了 些多學(xué)科的背景，主要 涉及如何 有效的服 展 程，以確保高品 的服 流程。 于事物 品， 服 的 展 程中需要系 化和 準(zhǔn)化。 因此，它需要更多的 品看法定位于服 。 帽子意味著它已被 一個(gè) 獨(dú)的的 品， 它需要足 的 展 程。因此，服 不是 作 “黑盒子” ，同 可作 商 活 的一部分。因此，“物 品”和“服 品”之 的差異將會(huì)在文章的其他部分提到。 了 展一個(gè)有效的和成功的服 方法， 服 的 展與 劃需要更多的模式。一個(gè)新的研究學(xué)科，服 工程使得服 系 得到了 展。 “服 工程”的概念是基于

9、服 是否可以作 物 品開(kāi) 的假 。 因此，服 工程可以被定 使用適當(dāng)?shù)哪Ｊ健?放、和工具的服 系 開(kāi) 程。 服 工程的主要目 的利益更 的服 來(lái)改善服 展的 劃和服 的程序。3.3 售后服 中的服 工程 模式 服 象的 構(gòu)和管理的復(fù) ，以及多學(xué)科的 展提供了更有效的服2務(wù)。服務(wù)工程的發(fā)展過(guò)程被描述為汽車(chē)研討會(huì)， 其主要目的是在汽車(chē)售后階段提供服務(wù)。該服務(wù)模式描述了與所提供的服務(wù)內(nèi)容和特點(diǎn)相關(guān)聯(lián)的一系列成果。 同時(shí)也包括了服務(wù)質(zhì)量、 結(jié)構(gòu)類型和數(shù)量的結(jié)合。 這項(xiàng)服務(wù)的產(chǎn)品型號(hào)主要是有相關(guān)利益者和市場(chǎng)的分析形勢(shì)需求決定的。這類產(chǎn)品的服務(wù)模式描述了這類服務(wù)將提供服務(wù)過(guò)程中需要的模型。 因此，這類服務(wù)

10、產(chǎn)品以相應(yīng)的過(guò)程模型為基礎(chǔ)。 必須做到必要的程序和來(lái)連接， 以實(shí)現(xiàn)較完善的服務(wù)。從市場(chǎng)驅(qū)動(dòng)的角度看，資源模型是由兩個(gè)前模型構(gòu)成的，包括了，對(duì)工作人員和信息的要求，基礎(chǔ)設(shè)施，技術(shù)設(shè)備包括汽車(chē)技術(shù)研究的要求。否則，從資源驅(qū)動(dòng)的角度來(lái)看， 現(xiàn)有的資源也可能為服務(wù)提供了各種流程。因此，該模型已經(jīng)在很到程度上影響到了很多的車(chē)型，其中需要相應(yīng)的變化來(lái)加以調(diào)整。例如，新技術(shù)開(kāi)辟了專門(mén)的技術(shù)設(shè)備比既定的技術(shù)更好的機(jī)會(huì)將實(shí)施， 資源模型需要進(jìn)行調(diào)整。因此每不同的目標(biāo)群體包括不同的客戶類型（商界人士，老人，婦女等） ，汽車(chē)類型既包括，特殊品牌、多功能用車(chē)、汽車(chē)傳動(dòng)技術(shù)和汽車(chē)的耐久性。該參考模型的車(chē)間結(jié)構(gòu)是根據(jù)模型

11、的成果， 過(guò)程和資源三方面來(lái)討論的。 因此。每個(gè)車(chē)間都由它服務(wù)的產(chǎn)品，過(guò)程和資源模式組成。這項(xiàng)服務(wù)概念產(chǎn)生的結(jié)果是對(duì)服務(wù)網(wǎng)絡(luò)基礎(chǔ)， 以及對(duì)股份持有人的要求的一種評(píng)估。這類服務(wù)網(wǎng)，是所有發(fā)達(dá)國(guó)家汽車(chē)車(chē)間服務(wù)模式的組合。由此，這類服務(wù)公司包括了一個(gè)或多個(gè)汽車(chē)車(chē)間模式。 最后，對(duì)服務(wù)的形式和服務(wù)網(wǎng)絡(luò)的概念進(jìn)行測(cè)試，從而通過(guò)反饋來(lái)不斷的改善和適應(yīng)不同的服務(wù)階段。4 總結(jié)汽車(chē)銷(xiāo)售及售后的背景和面臨的挑戰(zhàn)是多樣行的， 這個(gè)寬假為接管此類工作提供了多方面的方法。 這一框架的應(yīng)用時(shí)相當(dāng)靈敏的， 產(chǎn)品制造商和服務(wù)商必須調(diào)整好兩者的合作與協(xié)調(diào)復(fù)雜的相互依存的關(guān)系。 不僅拉動(dòng)了市場(chǎng)與技術(shù)之間的結(jié)合，并通過(guò)審議推動(dòng)倒

12、庫(kù)測(cè)繪和服務(wù)工程的合并。 與此類設(shè)計(jì)相關(guān)的學(xué)科也顯現(xiàn)出來(lái)。在汽車(chē)的售后服務(wù)中我們所面臨的挑戰(zhàn)將由此推出。 特別是現(xiàn)有框架和管理流程中的從屬關(guān)系， 它節(jié)哀那個(gè)成為人們關(guān)注的焦點(diǎn)， 以適應(yīng)服務(wù)發(fā)展的不斷更新。3Integration of automotive service and technology strategiesErik Juehlinga, Meike Torney b, Christoph Herrmann b,* , Klaus DroederAutomotive after sales service is a highly profitable business. Neve

13、rtheless, service providers have to deal with an increasing range of variants of products and technologies, shorter life cycles and changing customer demands. In spite of these manifold challenges, after sales departments are often not involved in the early product development stage, nor are custome

14、r demands and technical parameters fully considered in the service development processes. Therefore, an integration of service and technology strategies is necessary. This paper presents a framework for this integration that visualises the complex interdependencies and interfaces between service as

15、well as product and car workshop technologies.1. IntroductionOrganisational and technical challenges are determined by the interaction of different factors. Cross-linked thinking is a method for the analysis of the interdependencies . For example the higher the economic success is, the higher is the

16、 technical progress. New markets mean rising investments and innovation. A problemadequate form of organisation is a precondition for a good strategic position and economic success . The automotive industry but also other industries are embedded in a rapidly changing environment . Rising variant var

17、iety and/or rising individualisation of vehicles are determined by the possibility for differentiation in competitive markets. Moreover, they are affected by the customer demand for individualised products. Further on, the technological progress of producing variants or customer individual vehicles

18、has to be economical. Increased competition as well as increased customer demands also lead to faster implementation of new technologies in vehicles . As a result, the development towards a highly diversified automotive market is accompanied by a continuous acceleration of product cycles and growing

19、 product complexity . The outlined development leads to radical changes in the service and after-sales markets. Today, service intervals of 15,000 miles or more are usual . The amount of electronics invehicles has increased dramatically over the last decades . But at the same time the product life s

20、pan remained unchanged or even easily rose (1215 years). As a consequence, new car workshop technologies are required and new challenges for an effective spare part management of electronic components after the end of production exist . As the customer expects high product availability, the increase

21、dproduct complexity requires an appropriate service offer. An adequate service organisation and the ability to handle different vehicle technologies efficiently are necessary. Apart from the relevance regarding brand image and customer loyalty, also4economic success is also determined crucially by t

22、he service. Apart from the actual service achievement the sale of spare parts determines the turnover of automotive companies to a large share. On the whole, the different factors result in a strong pressure on companies regarding innovation and costs on the companies, and the constraint to market t

23、he innovative products in a short periodof time . Due to this, service is becoming a reservoir of challenges from a technological as well as organisational point of view. Because service technology and service organisation are not merely single tasks, but strongly geared, both disciplines are connec

24、ted in this paper. Initially, basics concerning technology and service have to be defined2. Technology2.1. Technology in the automotive industryOne of the major challenges facing service organisations like the automotive after sales is how to maximise the value of its investments in technology . How

25、ever, Farrukh et al. criticise what they see as a lack of a systematic approach to managing technology. Often companies have a well-established new product development process but still come up against problems if technologies and products have to be developed simultaneously . There is also the fact

26、 that today demands from automotive after markets have only minor influence in the early product development process. Often a single focus (.) on e.g. designprforduction in order to cut down costs, e.g. by using more integrated parts, may result in increased costs for service and end-of-life treatme

27、nt, instead of reducing the overall cost for the product, i.e. the totallife cycle cost increase .2.2. Technology managementOne answer to this problem can be a holistic Technology Management as it is definedby the European Institute forTechnology & Innovation Management. Technology management addres

28、ses theeffective identification, selection, acquisition, development, exploitation and protection of technologies (product, process and infrastructural) needed to maintain amarket position and business performance in accordance with the company sobjectives . In the context of the automotive sector w

29、here especially electronic becomes more and more important and is rapidly changing, effective technology management depends on the ability to forecast trends as well as to anticipate their potential impacts . An appropriate forecast and planning method is needed, which links both technology and busi

30、ness objectives . In case of automotive after sales, service operations along with the required skills and the involved failure diagnosis requirements have to be combined with vehicle segment and after sales service objectives .2.3. Roadmapping for after sales servicesBasicsRoadmapping is such a for

31、esight method , which assists technology strategy creation andmanagement in caseswhere crossfunctional alignment and integration are key requirements. For this reason it has evolved as a best practice, mainly for large, global organisations . In the 1990s the focus of interest was always on the end

32、result, the5roadmap itself, and not on the process. Nowadays technology roadmapping is defined as a needs-driven technology planning process to help identify, select, and developtechnology alternatives to satisfy a set of product needs .Roadmap formatsNevertheless many companies fail to apply roadma

33、ps. One reason is that a wide range of roadmap formats exists, which have to be customised to specific needs of the firm and its business context . The most common form of technology roadmaps is a multi-layered graphical illustration of how technology and product developments link to business goals.

34、 An integrated time axis indicates when particular circumstances, events, objectives, products and technologies are expected to emerge .3. Service3.1. Service in the automotive industry Automotive services include all services thatcreate benefits forcar customers over the car-cycles.lifeTo this rega

35、rd, they are defined asproduct-related services which are classified in the following way:Concerning the car, one can differentiate between technical and non-technicalservices. Thereby technical services cover all activities which preserve and restore the mobility and quality of he car, such as insp

36、ection or accident repairs.Furthermore, automotive services can be divided into presales , sales after-sales services depending on their stage in the life cycle. The two formerservices focus on salespromotional and sales-supporting activities like financing,advice for the product choice and configur

37、ation. The latter services ( -sales ) after include all activities ranging from the usage phase to the end-of-life-stage, such as maintenance, spare part (management) or recycling. As stated above, after salesservices are a highly profitable business for car-manufacturers. Consequently, this paper f

38、ocuses on these kinds of services, with technical services specifically the car workshop technology is in the spotlight.3.2. Service developmentService development in the automotive industryGenerally speaking, the development and planning of services and service strategies for the automotive industr

39、y are lacking in formalised models. Therefore, they are developed in an un systematical and spontaneous way. Additionally, the after sales market is influenced by a variety of changes, such as technical, economic, ecological, socio-cultural or legal aspects . Alongside this multi-disciplinary backgr

40、ound, the main question is how to design the service development process efficiently in order to ensure high-quality service processesDefinitions and objectives of service engineeringEquivalent to physical products, the development process for services needs to be systemised or standardised . Due to

41、 this fact, it is essential to have a more product-orientated view on service. That means it has to be seen as a separate product , which requires an adequate development process. Consequently,es servicare not solely seen as black boxes but as a designable part of the businessactivities . Hence, the

42、 differentiation between physical product andproduct will be used in the remainder of this paper. In order to develop new service6in an efficient and successful way, adequate models for the planning and development of services are necessary. A new research discipline Service Engineering was foundedf

43、or the systematic development of services. The notion of Service Engineeringbased on the assumption that services can be developed as physical products.Therefore, Service Engineering can be defined as the systematic development and design of services, using suitable models, methods, and tools . Serv

44、ice Engineering mainly targets the improvement of service planning and service developing procedures, resulting in more professional services .3.3. Service engineering for after sales servicesThe general object of a model for developing services is to structure and manage the complex, multi-discipli

45、nary service development process more efficiently. The development process for Service Engineering is described for car workshops, whosemain purpose is to offer service in the car s after sales stage.Service product modelThe service product model describes the outcome in relation to the planed range

46、 of offered services, their content and characteristics, i.e. the amount and type of service levels or the structure of the service packages. The service product model is mostly determined by the stakeholders and market requirements identified in the situation analysis .Process modelWhile the produc

47、t service model describes what kind of services will be offered, the process model specifies how the aspired service will be made available. Therefore, based on the service product model, a corresponding process model has to be derived, which documents the necessary processes and interfaces to reali

48、se high quality services.Resource modelFrom a market-driven perspective, the resource model is determined by the two former models and clarifies what kinds of resources are needed to fulfil them. This includes aspects such as staff and information requirements, infrastructure but also technical equi

49、pment, which includes the considered car workshop technology (see Section 2). Otherwise, from a resource-driven perspective, the existing resources also define all kinds of possible processes and service offers. Accordingly, changes in one of the models have (to a large degree) effects on the other

50、models, which have to be adapted accordingly. If, for instance, new technology specifically technical equipment opens up better possibilities than the established technology will be implemented, the resource model needs to be adapted. Consequently, the process and product model have to be modulate as well.On the basis of a workshop reference model shown in , car workshop formats are configured for specified target groups. Thereby every target group consists of a type of customer (i.e., business people, elderly peo