“the need for previous users to make telephone calls and for detailed information about the type of oral equipment, problems with the equipment, etc. Of the client is very problematic. Now we have a two-dimensional code on every device, and it's very easy for the user to use the app or the scorch to report it, and it's easy for the backstage to display all the information about the machine immediately." the core of the company's business was described in a recent interview with a journalist by mao zhi than, president of hong kong's first brother holdings group, inc. (hereinafter referred to as shugo i)。
According to mao zhitan, there are countless office equipment operating overload in the commercial building every day, and once the equipment is “on strike”, the technical department has to contact the maintenance staff, and a photocopying machine often waits a few days to “take up”. The cost of maintenance and the reported high cost of nearly a thousand dollars have also led many administrators to feel that the maintenance of office equipment is “water too deep”. The aim of hugo i was to provide a full-cycle service in the area of office automation equipment with a “drop speed” at the level of maintenance and in good faith, and to make maintenance transparent。
At present, the speed of the response is comparable to that of the drop. Once a user has sent out a maintenance requirement, the system can be close to the bill. “in this way, the speed and quality of services can be improved, the cost-effectiveness of the enterprise reduced, and the time of engineers travelling on the road reduced, resulting in an increase in their order volume and income.” mao zhitan adds。
For users, the worst fear is being slaughtered during the maintenance of equipment. In order to address this problem, hugo i used an entirely new business model whereby paper costs were used instead of maintenance costs。
Mr. Lee, head of the administration of the shanghai branch of the pacific life insurance corporation, has the best say in this. He states that the company signed a stamp-based service with brother i to cover all of the costs of services for one office equipment, including maintenance, replacement of spare parts, selenium drums and photocopying paper, for “a piece of paper at seven cents”. If the company spends 10,000 copies of paper a month, it will pay $700 a month to the union of one shuko. If the equipment is broken, all maintenance does not have to be done on its own or at any additional cost. As in the case of the meter, shuu-chuk will take the count once a month。
According to mao zedan, “the lack of transparency in information and expertise has resulted in uneven levels of service in the maintenance of office equipment. We charge a service fee of 7 cents per piece of paper for one device, thereby avoiding catalyzing, and users are reassured that they do not have to worry about the cost of consumables or to bargain each time.”
The assistant president of the company and managing director and executive director of shanghai electric equipment (shanghai) ltd. Stated that the company's contribution of one cent to the seven-point service fee could be said to be used as a guarantee of significant component damage. For example, if the main panel of the copier is broken, the other is $5,000. For its part as a user, although a monthly fee for services was paid, an insurance policy was purchased in intangible form, avoiding the risk of a significant portion of the losses being incurred for high maintenance costs。
“it is, to be exact, a rental service or a full-insurance service, and it is now popular to say that there are traffic charges and, in a sense, printing charges for photocopiers are also the easiest to access the internet.” mao zhitan disclosed that traffic charges were not the first of their kind, that they had already become popular in hong kong, china, japan and other regions and cities where the concept of photocopying machines had never been purchased and that all had been leased。
In addition to the maintenance chain, shui has taken a step forward in the quality of services compared to the traditional service model. According to mao zhitan, for example, the chinese chess club in beijing, the system automatically displays the user's information on the technician's mobile phone every time the user is maintained. If the user calls for repairs, after the maintenance has been completed, the user will sign the technician's mobile phone and rate it。
In response to the fact that the maintenance of the office equipment industry is highly specialized and that a technician does not necessarily repair all brand copy machines, in the last year shuu-go has registered more than 20 siu-go unions in major cities in the north of the country, bringing together technicians for various types of machines. Of these, there are more than 80 union members in shanghai alone, and 95 per cent of the clients served are older clients. Mao zhitan explained that this would provide customized services to clients rather than a disruption. “we now have more than 500 technicians across the country, covering all brands
“we also encourage maintenance staff to develop new clients. We have a `1, 7, 15, 30' statement that there is a photocopying machine, which could be 7 printers, 15 computers and 30 stationery. This cooperation is developing faster than before.” according to mao zhitan, this allows clients to be well informed and improve their competitiveness significantly. China quality
