整合汽车服务与技术战略(中英文)

1、整合汽车服务与技术战略埃里克，美恪托尼，克里斯托夫赫尔曼，克劳斯汽车售后服务是一项很有前景市场的经营方式。 然而，服务提供商必须处理的产品和技术， 更短的生命周期和不断变化的客户需求的范围也越来越多。 尽管必须面对来自多方面的挑战，售后服务部门往往没有在产品开发早期阶段参与，提高的也不是客户需要的服务， 同时并没有充分考虑技术参数的发展进程。 因此，一体化的服务和技术战略是必要的。 本文介绍了这种一体化的视像化的复杂的相互依存关系和服务之间的接口，以及产品和汽车车间技术的框架。1介绍组织结构和技术上的挑战取决于不同因素之间的相互作， 通过相互技术方法可以找到相互依存的关系。例如，经济效益越高，

2、所带来的技术进步也就越快。同时能带来新型市场投资的不断增加与创新。 如何构建一个适当的组织形式， 是一个良好的战略地位和经济成功的先决条件。汽车行业，以及相应的其他行业，都嵌入在一个迅速发展的环境中。 车辆品种的增加， 及个性化的不断改变是由竞争市场中各种分化的可能性所决定的。 同时，他们还受到顾客对个性化产品需求的影响。此外，对于个别车辆的生产与技术改革越变得越来越经济化， 伴随着竞争的加剧，以及客户需求的增加导致了汽车新技术实施的不断地加快。 因此，汽车市场走向一个高度多元化发展的过程是伴随着产品周期的不断加快和日益复杂的产品而发展起来的。以上提到的发展导致汽车售后服务发生了剧烈的变化。在

3、今天，间隔 1500 英尺或更短的距离就能得到汽车的服务。 在过去的几十年里，电子产品在汽车中所占的数量比重也在急剧的增加。 但同时，此类产品的寿命已久不变，甚至更容易上升，（ 12-15 年），因此，新车间技术的要求和电子元件备件生产结束后的一个有效的管理要求共同面临着新的挑战。 由于客户期望得到高可用性的产品， 为提高客户需要的服务， 产品的复杂性也就随之增加。 提供适当的组织与服务能力， 有效地处理不同车辆技术是必要的。 是否宁取得较好的经济效益，除了取决于品牌形象及客户忠诚度的相关性， 同时与所提供的服务。 除此之外实际服务实现的备件销售， 决定着汽车公司营业的份额。 整体而言， 不同

4、的因素会导致公司面对成本和创新更强大的压力。 同时给产品在短期内的产品创新时间带来约束。正由于这一点，服务正成为从技术及组织角度来面对的挑战平台。由于技术的服务以及组织的服务不只是单一的服务模式， 但归结而言，两者存在相似之处。最初的时候，基础技术与技术的服务是被分隔开来的。2 技术2.1 汽车行业中的技术汽车售后服务这样的服务机构， 是如何最大限度的发挥其技术投资， 并面对技术挑战的。 然而，法鲁克等，批评将他们作为一个系统的方法来进行技术的管理。通常公司有完善的新产品开发过程， 但技术与产品必须同步发展时， 仍然需要面对许多问题。然而，这也是事实，从汽车后市场看，产品早期的开发过程对现在汽

5、车要求的影响很小。 “一个基本的观点 .加大对生产的设计，以降低成本，如通过使用更多的集成部件， 可能会大致服务成本的增加， 反而降低了其使用寿命，而不是减少了总成本。 ”2.2 技术的管理可以通过一个全面的技术管理来解决这个问题，它是由欧洲研究所对技术与管理的定义。技术管理地址的有效识别，选择，获取，开发，利用和技术保护1（ 品，流程和基 施）需要保持一定的市 地位，并与公司的目 相吻合 。在汽 行 ， 尤其是 子方面 得越来越重要， 并正在迅速 生 化， 有效的技 管理能力， 能 ， 以及 其潜在影响依 。 一个适当的 和 划方法是必要的， 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 断要求的服 ， 必 与汽 分市 和售后服 的目 相 合。2.3 售后服 的路 路 就其 一种高瞻 瞩的方法， 它能在需要帮助的情况下， 跨 能 整和整合关 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 年代社会的关注点一直在最 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 划流程，以帮助 ， 技 ，并开 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 的整个生命周期内 客 提供所以的服 。 此，他 被定 品相关服 ，被 以下的集中方

7、式：关于汽 服 ， 可以分 技 服 与非技 服 。从而涵盖了所有的技 服 活 ，包括 和恢复其机 性能、 量 及事故修理等.此外，汽 服 根据其在汽 生命周期中的服 分 ， “售前”、“ 售”和“售后”服 。前两个服 的重点是促 和 售， 包括 金的支持， 品的 ，配置及相关建 。后者（售后服 ）包括所有的活 范 ，从 开始使用的最后 段的整个生命周期，如 修、零配件管理或循 再造。如上所述，售后服 于汽 售上来 存在着很大的商机， 因此，本文 重于 些服 ， 特 是在聚光灯下的汽 技 研 会。3.2 服 的 展一般而言，汽 行 中的服 略，服 划，缺乏正式的模式。因此， 些服 以一些未开 的

8、、 自 的形式在 展。 此外，售后市 ， 受到 如技 、 、生 、文化、法律等多方面的影响。除了 些多学科的背景，主要 涉及如何 有效的服 展 程，以确保高品 的服 流程。 于事物 品， 服 的 展 程中需要系 化和 准化。 因此，它需要更多的 品看法定位于服 。 帽子意味着它已被 一个 独的的 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 的差异将会在文章的其他部分提到。 了 展一个有效的和成功的服 方法， 服 的 展与 划需要更多的模式。一个新的研究学科，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 品开 的假 。 因此，服 工程可以被定 使用适当的模式、 放、和工具的服 系 开 程。 服 工程的主要目 的利益更 的服 来改善服 展的 划和服 的程序。3.3 售后服 中的服 工程 模式 服 象的 构和管理的复 ，以及多学科的 展提供了更有效的服2务。服务工程的发展过程被描述为汽车研讨会， 其主要目的是在汽车售后阶段提供服务。该服务模式描述了与所提供的服务内容和特点相关联的一系列成果。 同时也包括了服务质量、 结构类型和数量的结合。 这项服务的产品型号主要是有相关利益者和市场的分析形势需求决定的。这类产品的服务模式描述了这类服务将提供服务过程中需要的模型。 因此，这类服务

10、产品以相应的过程模型为基础。 必须做到必要的程序和来连接， 以实现较完善的服务。从市场驱动的角度看，资源模型是由两个前模型构成的，包括了，对工作人员和信息的要求，基础设施，技术设备包括汽车技术研究的要求。否则，从资源驱动的角度来看， 现有的资源也可能为服务提供了各种流程。因此，该模型已经在很到程度上影响到了很多的车型，其中需要相应的变化来加以调整。例如，新技术开辟了专门的技术设备比既定的技术更好的机会将实施， 资源模型需要进行调整。因此每不同的目标群体包括不同的客户类型（商界人士，老人，妇女等） ，汽车类型既包括，特殊品牌、多功能用车、汽车传动技术和汽车的耐久性。该参考模型的车间结构是根据模型

11、的成果， 过程和资源三方面来讨论的。 因此。每个车间都由它服务的产品，过程和资源模式组成。这项服务概念产生的结果是对服务网络基础， 以及对股份持有人的要求的一种评估。这类服务网，是所有发达国家汽车车间服务模式的组合。由此，这类服务公司包括了一个或多个汽车车间模式。 最后，对服务的形式和服务网络的概念进行测试，从而通过反馈来不断的改善和适应不同的服务阶段。4 总结汽车销售及售后的背景和面临的挑战是多样行的， 这个宽假为接管此类工作提供了多方面的方法。 这一框架的应用时相当灵敏的， 产品制造商和服务商必须调整好两者的合作与协调复杂的相互依存的关系。 不仅拉动了市场与技术之间的结合，并通过审议推动倒

12、库测绘和服务工程的合并。 与此类设计相关的学科也显现出来。在汽车的售后服务中我们所面临的挑战将由此推出。 特别是现有框架和管理流程中的从属关系， 它节哀那个成为人们关注的焦点， 以适应服务发展的不断更新。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