Note: this post-sale professional zhang zhang zhen。
I'm proposing three key words for this year in "sales after 2015 " : access, recycling, supply chain. So this paper says "go to the door."。
People who repair mobile phones say they're home-based, they're probably laughing at their home-based counterparts, and when the home-based electricity industry is so mature, the mobile phone becomes a stylish thing, and it's spoiled. There is actually a difference between the two. Home-based electrical maintenance services are hard-demanded, and even a microwave is a headache for consumers of such a large and heavy product. Home electricity maintenance is a “passive service” that has to be adopted. But the 3c product is different, and the “cellular service” we're talking about here is a proactive service, a business model。
Why would a businessman take the initiative? What's the point? Where are the profit points? Is it possible to get home-based maintenance? Is the “cell phone-to-door maintenance” model established and analysed from several angles。
The year 2014 could be said to be the year of home service, with the exploration of various o2o concepts, the enthusiasts madly looking for the pains of consumers, hairdressers, massages, and consumption habits that have grown far too thin. Mobile phone maintenance is on track — it is at the heart of the internet's thinking: finding consumer pains and meeting demand。
If you come to the door simply for the purpose of going to the door, you're out of the essence of meeting the customer's needs. According to our research, the customer who needs to come to the door basically has two points of demand: one quick (on-site repair), two cheap (lower than authorized); one of them will interest the consumer。
Indoor maintenance is therefore demand-driven。
Home maintenance is one form of service: hairdressing does not mean the hairdressing shop is closing, nor does mobile servicing mean that traditional shops will be replaced. Mobile phones do not replace television, the television industry does not replace radio, and new demands have emerged for consumers, which will coexist with existing demand over time。
Door maintenance does cut a piece of industrial cake, but certainly not all. A new company, the above-mentioned mobile phone repair, cuts in slowly from one point to another, as described in the business war, is an opportunity for entrepreneurs。
In the long run, both the door-to-door and the passenger centre will coexist in the maintenance operation, and if the service is currently a 1 per cent share, it may increase to more than 10 per cent in the future, thus creating business opportunities。
Can door-to-door service providers, apart from making profits through the maintenance themselves, be able to charge door-to-door service fees or additional costs? According to our investigation, between the payment of “50-100 dollars for home service” or “self-to-home centre maintenance”, consumers prefer the latter, with very few clients willing to pay door-to-door and excruciating fees, explaining that the payment of door-to-door fees is not a business opportunity. It is then critical to take advantage of changes in maintenance landscapes (in offices or at home) to generate new profit opportunities, such as annex sales and value-added services after going to the door. New patterns of demand are certain to emerge once service volumes reach a certain level。
The question is how large this order of magnitude may be and how high the rate of conversion could be and whether the cost of free access could be borne。
Is this model suitable for community-based shops or for regional (and even national) chains? Can it be quickly replicated in many cities? I believe that the following difficulties need to be addressed。
(a) first and foremost, human problems. First, it is difficult to hire technicians who know all kinds of mobile phone maintenance skills; second, highly skilled maintenance staff who waste their time on public transport without obtaining a high profit return from door-to-door maintenance; and third, real home-to-door service providers who are at best midstream or even low-level maintenance skills, which makes it inevitable to have low on-site rehabilitation rates。
B) followed by efficiency issues. Mobile phone maintenance is an immediate and demanding service, and clients are very interested in the timeliness and quality of maintenance, while an additional requirement for immediate repair is “parts”. The best operation should be for maintenance technicians to move to different locations on the basis of real-time customer calls (e. G., above, part a, after departure in the morning) and it is not possible to repair a client before returning to the base to pick up the spare parts and leaving (e. G., above, part b), which is too inefficient. The reality is that mobile phones have a large number of brand sizes, that spare parts are less common, that the financial requirements for the preparation of spare parts for a wide range of users are enormous and cannot be absorbed by a door-to-door service provider, and that the timely procurement of spare parts on demand is likely to take several days. Currently, door-to-door maintenance alleviates the problem by limiting brand sizes to display screens; however, this bottleneck must be addressed to be robust。
(c) finally, the issue of brand accumulation. Home maintenance is a reduced-cost business. For example, in beijing, where a repairer is going from the east five circle to the west five circle, the journey is time-consuming enough to impatience the customers, and the best way is for each person to serve only a few small communities, limiting maintenance to the dominant model of the main brands. The quality of maintenance determines the natural advantages of community service centres, and if a national or regional service brand is desired, it requires a long-term process of accumulation and dissemination of reputations, and which firms are so patient at the moment that the “fast” business model is promoted in the agitated capital markets?
The business model now considers “quick copying”, and i think the replicability of door-to-door maintenance is very poor。
The cost of a day's transportation is high, the bill is inefficient and the actual cost is high, and the individual's salary is necessarily higher than that of a technician in a guest centre if the work is to take place tomorrow. The rental costs of the shop, which were saved through the home service model, were replaced by transport and manpower costs, with little change in the overall cost of services。
These discussions are based on the non-insured market for services, and the answer is whether the provider is required to provide a door-to-door service for insuring services. While the regulation of off-guard services is weak, manufacturers are key players in the true direction of brand services. Once a model touches the core interests of the manufacturers, their movements will soon be strong. If door-to-door maintenance is developed too quickly and too quickly, it can lead to industry-wide trends, leading to poor service levels, thus affecting the experience of some consumers and negatively affecting the industry。
Mobile phone-in-door maintenance is a highly technical service that relies heavily on the supply chain, and there are difficulties in monitoring the quality of services in practice, difficulties in standardizing fees and risks to replication of business models。
Despite this, there will be a surge in home maintenance services throughout the country, with many problems and obstacles, but it will not be able to block its pace。
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