Chapter 19 Chapter V Informatization and Quality Service

As a retail enterprise, service occupies a very important position in the development history of Suning.Definitions and concepts of service are constantly changing.The standard of high-quality service is also changing with the market demand and the development of the times.This means that if service is only regarded as a concept or attitude, service cannot be done well.Service itself embodies a capability of retail enterprises.The transformation of Suning's services by informatization is precisely to cultivate the ability of such high-quality services. Suning's service concept is different from other companies, including not only services to consumers, but also shared services to cooperative enterprises and to itself.For upstream enterprises, Suning provides its own services for manufacturers from the perspective of a supply chain manager.For itself, through the centralized management platform and shared service model established on the basis of a unified, transparent and standardized system and process, Suning strips off and centralizes those corporate functions with a relatively high degree of repetition, making the company a closer whole, It also makes the integrated operation capability and economies of scale advantages of the enterprise's business and resources stronger.For downstream consumers, Suning uses a powerful CRM system, through a high degree of system information integration, and constantly taps the needs of consumers relying on the system.Think what customers think, even think what customers don't think, and finally turn your service into an active service.

——High-quality service needs to reflect not only a concept or attitude, but also corresponding capabilities.Informatization is the core content of this capability.High-quality service without informatization may be just a beautiful but helpless wish, or it can only be done based on the possibility of existing human resources, and cannot be further expanded in terms of depth, breadth, and timeliness. "What is service? Service is to convince customers." Zhang Jindong's explanation of service is simple and clear. In 2008, at a regular meeting of executives, Zhang Jindong said: "There is no objection to the question of whether to pay attention to service. Service is very important to Suning's future development, and the key is how to achieve new breakthroughs."

Suning has a deep brand of service in its brand genes.Suning is a retail brand, but in a sense it is a service brand.In fact, the contemporary retail industry has already evolved from traditional commodity trading to providing comprehensive services.The competition among commercial enterprises is also shifting from the early product competition and price competition to service competition.Wal-Mart CEO Lee Scott (Lee Scott) said: "When people mention Wal-Mart, don't think about our annual sales figures of more than 200 billion US dollars. That does not represent Wal-Mart. I hope Wal-Mart is in people's minds. The impression will always be the blue overalls and the smile that will make you satisfied and come back again."

From the very beginning of selling air conditioners, Suning understood the value of service to air conditioner sales, and its only product is service. "Service is the only product of Suning", the understanding of this sentence, Suning people feel very intuitive.Yin Xia said frankly: "When I first joined Suning, my understanding of this sentence was that the products I saw in the mall were all made by suppliers, not by Suning. They are sent by the factory, and even houses are rented. Why do consumers come to Suning to buy things? What do we provide consumers? It is distribution and installation of these contents. Such services are Suning’s own products.”

Zhang Jindong told the author that the development of enterprises is the result of actively pursuing positioning, but there are also coincidences that match the background of the times.The height of core competitiveness of a brand that defines service as "the only product" in Suning has its inherent historical background and self-determination. In the 1990s, the products were not abundant enough, and the supply of goods was very tight, especially for such tight-supplied products as color TVs. "Dao Ye" was still a popular word at that time.In the words of Zhang Jindong, in fact, Suning also thought about starting from selling color TVs at that time.Because selling color TVs seemed to be a good deal at the time, with huge profits and convenience, it was much simpler than air conditioners that needed to be installed later.But before 1994, color TVs were basically a relational market, and Suning at that time was not capable of making color TVs.By chance, Suning had some resources in air conditioning. Although no one was willing to do the air conditioning because of the hard installation, Suning had to do it first.

Today, Suning has gone through the stage of monopolizing air conditioners, and has become a comprehensive home appliance company, from a wholesale to a retail chain.But recalling the choice he made back then, Zhang Jindong still thinks he is very discerning.This kind of vision is not only because his choice just fits the background of the times and the market demand, so that Suning has achieved explosive growth; In the later period, he was able to cross the rivers and lakes. Zhang Jindong said: "We have no choice but to 'give up the heat and seek the cold', because it is indeed more difficult to make an air conditioner than a color TV. But if Suning makes a color TV, it will definitely not be in the position it is today. Because it is difficult to make an air conditioner, the requirements for enterprises are high, and the market changes greatly. We established close cooperation with suppliers. At that time, the background support, distribution, and installation of air conditioners were all passive. The characteristics of the product determine that you have to do that.”

Compared with other home appliance chain companies, it is the characteristics of air conditioners that solidify the company's own culture and style.To make air conditioners, it is necessary to build solid distribution, installation, and service capabilities, which has also established Suning's culture and path of focusing on internal strength and on building its own capabilities. In fact, under the environment at that time, the salesperson's face was not very good because the products were not worried about sales.Consumers even have to go around to approve notes, give gifts, and get quotas when they buy something.This also makes most enterprises do not put service in a very important position.This is of course the imprint of an era, but no trace of this imprint can be seen on Suning.In the first ten years of development, the biggest difference between Suning and its peers lies in the pursuit of establishing a corporate brand, rather than the pursuit of making quick money.The goal of an enterprise is to establish a brand. This is not a concept that was put forward later, but something that has been accumulated bit by bit since the start of the business.

But where does the brand come from?Where does the credibility come from? As an enterprise that truly relies on market competition to strive for the qualification to enter the ranks of the world's top 500, Suning knows that its own brand can only rely on services to accumulate little by little.Zhang Jindong always thinks of the scenes in 1992 and 1993 when he was busy and sweating in the small shop on Ninghai Road in Nanjing.At that time, even he carried heavy loads of goods between the warehouse and the small store.When the air conditioner is very busy, he can even stay up for three days and three nights, and he can be so busy that his voice is hoarse, so that he has not recovered yet.What he was facing was a huge blank: most dealers disliked this business, thinking that it was not profitable or could not make a lot of money, and it was too troublesome.And the manufacturer can't afford this business, and a large amount of manpower and material resources must be invested in the installation and maintenance, and there are also problems in the timeliness of the service.But this kind of service is what consumers really need.

Air conditioners are a special kind of home appliance consumer goods. When they are produced by manufacturers and placed on the counters of retailers for sale to consumers, they can only be regarded as semi-finished products.Because only after distribution, installation and other links, consumers can really use and enjoy the air conditioner.Moreover, if you want to use it normally in the future, you need to continue to provide maintenance.At that time, in the hot summer, it was not easy to buy air conditioners and get them installed in time.And if Suning can help with the installation, and it's free, it's tantamount to someone giving a pillow when you're tired.

"In the early days, we couldn't talk about brand reputation. We brought consumers feelings and experiences little by little, relying on continuous efforts. Therefore, we have our own understanding of service issues, and we attach great importance to them." Zhang Jindong said. At that time, if the children in the family were too young, or there were elderly people in the family, consumers could not wait to install the air conditioner immediately after buying it, and they could not wait for 24 hours, let alone three or five days.This is a test.When there is this kind of market demand, when there is this kind of opportunity, are you ready?If you are not ready, you will not be able to accumulate sufficient resources, you will not be able to make money, and if you cannot make money, you will not be able to survive the next opportunity.Therefore, so many companies have followed suit, thousands of them stood up, and thousands of them fell down.In Zhang Jindong’s view, in the air-conditioning market at that time, “Suning was one of the few companies among thousands of companies, and it can even be said to be the only survivor.”

It is precisely based on this understanding of services and a deep insight into the market that Suning has established a service-oriented concept early on: "Service is the only product of Suning, and consumer satisfaction is the ultimate goal of Suning's services", "Sincere and sincere , Suning Services". In Suning, service is not only a strategy and a core competitiveness, but also a brand spirit. ——Suning is building its own big marketing and big service system.Zhang Jindong said that to achieve this goal, we must start from two aspects: the first is that the existing logistics, after-sales service, and customer service must be unified to truly become a back-end system that supports sales; the second is the problem of hardware.The construction of the service system must now solve the problem of a large service work platform and establish a large logistics platform. Now Suning's service system is already a concept of large services, forming a structure of four terminals, but in the original service system of Suning, there are only three terminals of storefront, logistics, and after-sales. The three major terminals each perform their duties, and each has an external hotline, which is responsible for its own consultation, problem handling, return visit supervision, and other work.However, due to the small quantity and multiple uses, customers may not be able to make calls during peak hours, and sometimes customers may even call the hotline of the store.Customers had to take turns to dial and turn around like this, which greatly affected the efficiency of Suning's customer service. Although each terminal is indeed responsible for its own duties, the store is responsible for sales, logistics is responsible for distribution, and after-sales is responsible for installation and maintenance, but in the concept of customers, these are Suning's services.Therefore, it is easy for customers to think that various terminals may be pushing each other, and they are unwilling to solve the problem, so they are easy to feel dissatisfied.In addition, the caliber of various departments to solve problems may also be inconsistent, resulting in a waste of resources. Now, customer service has also become an important terminal.Moreover, the functions of the customer service center are becoming more and more powerful, which is supported by Suning's information technology. When the customer service center was built in early 2002, Suning set out to build a call platform based on the CRM system in Nanjing. At that time, Suning invested 5 million yuan to configure a program-controlled telephone exchange system with 60 lines for the center.This project, which is regarded as the construction of "Suning Service IT Nervous System", is the foundation project of Suning's informatization.After that, in the process of continuous optimization of the system, the structure of the customer service center was also adjusted. Since the beginning of 2003, when the customer service center completed the national distribution work, in November of the same year, Suning merged logistics and after-sales return visits into the customer service center to uniformly supervise the service quality.All Suning's return calls received by customers are from the customer service center. Since then, logistics and after-sales are responsible for operations, and customer service is responsible for return visits and supervision, which breaks the original operation mode integrating operation and supervision, enables information to be more comprehensively reflected, and service quality supervision is also more objective. The customer service center conducts comprehensive supervision on the service quality, service level, service awareness and work flow of each service terminal within the group through various forms such as 100% return visits to all customers, assigning responsibilities for complaints, regular spot checks on satisfaction rates, and monthly communication with customers. ; and then through case teaching, internal notification, strengthening service assessment and other means to prevent the recurrence of similar problems, and finally improve the overall service quality and management level of the group. In Zhang Jindong's view, service transformation, like marketing transformation, must be understood from a certain height.Basic services such as complaint handling and customer return visits are the most basic and eternal, but it is still unknown whether they can meet the current and future needs of enterprise development, the growing needs of consumers and the enhanced requirements of the Suning brand.At the current stage, customer service needs to use the best information means, from management ability, organizational ability, through information application, system integration, etc., to solve problems instead of avoiding problems. Zhang Jindong's thinking is very jumpy, and he is good at grasping the overall situation. He also hopes that his subordinates can stand at a certain height to carry out services, rather than just talking about services.Zhang Jindong believes that many issues in business operations are interrelated and integrated into each other, and can be inferred and driven by each other.He even issued "ruthless words": "Customer service is not a simple problem, but a problem of awareness." Suning is building its own big marketing and big service system.Zhang Jindong said that to achieve this goal, we must start from two aspects: the first is that the existing logistics, after-sales service, and customer service must be unified to truly become a back-end system that supports sales; the second is the problem of hardware.The construction of the service system must now solve the problem of a large service work platform and establish a large logistics platform. In fact, what the call center is facing is a more definite problem of positioning.Zhang Jindong emphasized that the call center must build a bridge to face the vast number of consumers. Regardless of pre-sales, after-sales, or in-sales, customer service must always keep in touch with consumers.Customer service is no longer attached to a certain store or belongs to the logistics and after-sales management system, but is the window of the entire group to the outside world.Including membership service, personalized service in the future market competition, and comprehensive physical and virtual sales generated by the further development of the Internet, the role of customer service must be clarified. The first important function of customer service is, of course, to act as a bridge between the enterprise and consumers, respond to the service needs of consumers and Suning for information communication, and help consumers solve some problems.Secondly, customer service has to face both external consumers and other internal terminals. In fact, it serves as a support platform for logistics, after-sales, and storefront terminals.When these major terminals are in operation, the call center needs to undertake certain tasks, so the customer service will also be an internal terminal support department. With the mature development of the call center business, and also because of the needs of the group, Suning added the sales function on the basis of the original functions.From the end of 2009, Suning gradually began to pilot.Because it has a large number of customer resources and information, many of them are loyal consumers to Suning, and they also have high consumption capabilities. Suning can develop and reuse customer resources according to the needs of these customers.Suning has tried very well in this regard. With the increasing amount of customer service information, the call center has accumulated a large amount of information, and its positioning will gradually assume the role of evaluating and managing the entire service quality. Because of the expansion of business and the increasingly rich individual needs of consumer groups, Suning is considering establishing several relatively centralized call centers across the country.The business characteristics of each call center are more focused on combining the characteristics of the region and category, and then carry out unified planning to meet the business needs of the whole country. In the future, the service model of the call center will gradually develop and change, and modern Internet technology and other technologies can be used to expand the service capabilities of the network, thereby breaking the many limitations of the current telephone.At that time, Suning's consumers will be able to self-service through the online community. Moreover, although within Suning, the functions are all included in customer service, consumers still hope to have access to more Suning channels, hoping to meet their own needs for personalized communication channels.SMS, e-mail, video, mobile phone and other service methods will be fully utilized. - Definitions and concepts of services are constantly changing.The standard of high-quality service is also changing with the market demand and the development of the times.Different from the passive service in the past, Suning relies on the system to continuously explore the needs of consumers, think what customers think, and even think what customers have not thought, and finally turn its own service into a kind of active service. Services can create value not only for consumers, but also for enterprises.A survey by Harvard University researchers found that just a small improvement in the perceived quality of a customer relationship can have a huge impact, nearly doubling the sales revenue generated per customer.At the same time, a research report published by "Harvard Business Review" in 1996 pointed out: "Come again" customers can bring 25% to 85% of the company's profits, and the factor that attracts them to "come again" is service first. The quality is good or bad, followed by the quality of the product itself, and finally the price. Among domestic enterprises, there are not a few who shout the slogan of "service".Because it is not particularly difficult to shout a slogan, but not many people actually implement this slogan. When talking about the original intention of establishing the slogan of "sincerity and sincerity, Suning service" many years ago, Zhang Jindong said: "Consumers are sensitive, and only by serving with a sincere heart can we win the hearts of customers." In this era, winning the hearts of consumers also wins the victory of the brand. With comprehensive, diverse and detailed service forms and contents, Suning surpasses peers, consumers’ expectations, and its ever-improving service standards in the past, establishes a service system unmatched by competitors and provides services that can be said and done better. ability. Service is a product and the only product in Suning. "Since service is Suning's only product, we will treat service as a product." Yin Xia said. In Suning, the service process and the product manufacturing process are actually in the same strain, and it also needs to constantly innovate.The launch of each new service item of Suning has to go through such a process: preliminary research (such as consumer research) - determination of service content - formulation of service standards - determination of work procedures - implementation - whole process monitoring.None of these steps should be missed. In fact, Suning will continue to communicate with consumers through return visits every year, and will also learn about consumers through various methods such as hiring a third party to conduct market research and self-investigation.On the basis of understanding consumers' service needs, Suning integrated and formed its own "service blue book". This blue book is actually for Suning to select the service products and even service content and projects that consumers are more concerned about, and then Suning will find someone to study which ones are really not doing well now, or even services that have not yet been launched.Once identified turn it into a product.Then this product will go through the above-mentioned service product development process.In Yin Xia's view, this process is not much different from the physical product development process. Yin Xia said: "A product is not simply done as it is said. It is necessary to study the standard process, but also to study its cost, investment, design, etc., including the sales price, which requires the marketing department to conduct various researches. In fact The service product line also has its own marketing department.” In 2010, Suning launched a new air-conditioning health check service.After the launch, the enthusiasm of consumers determines whether Suning will continue to promote this service product.In this process, some details need to be considered.For example, the raw materials used in the product must be continuously improved. If there are new environmentally friendly materials, someone needs to continuously study how to apply them, and then use customer service to return to the consumer evaluation after the product is launched, and then push it down further. .This is actually the same as the process of manufacturing a product. However, unlike the previous passive services, Suning is constantly exploring the needs of consumers.Think what customers think, even think what customers don't think, and finally turn your service into an active service. In the relevant documents of the organizational structure of Suning Appliance Chain Group, the author sees that the expansion of service product lines is determined as a basic function of the after-sales service system.In this regard, Yin Xia explained: "We believe that the service chain and the operation chain go hand in hand, so we must continue to innovate in services and expand service product lines. Only in this way can we create value for consumers through services. At the same time, it can also win corresponding profits for the enterprise, and it can also realize the self-operating and self-revenue capabilities of the service, forming Suning's own service industry. Of course, all of these are for the pursuit of an ultimate goal, that is, customer satisfaction." In fact, the definition and concept of service is constantly changing.The standard of high-quality service is also changing with the market demand and the development of the times. Service has always been Suning's traditional strength and the brand foundation of Suning.But when all businesses are emphasizing service, can you still stand out from the crowd?Maybe when the salesperson of other retail companies is indifferent and you have a sincere smile, you will win; when other companies start to smile, but you can help consumers install air conditioners, you will win; Install the air conditioner, but you can deliver the goods in a timely manner during the peak sales season and install them, and you can also win. However, the progress of this service concept will not stop, and the progress of service standards will not stop.Therefore, Suning can only always go on the road of serving customers, and keep moving forward in order to provide customers with better and more satisfactory services. Suning has a relatively mature service concept, but corresponding to this service concept is the need for continuous improvement of service capabilities.In fact, high-quality service is not just lip service. High-quality service needs to reflect not only a concept or attitude, but also corresponding capabilities.Informatization is the core content of this capability. High-quality service without informatization may be just a beautiful but helpless wish, or it can only be done based on human possibilities, and cannot be further expanded in terms of depth, breadth, and timeliness. To put it simply, maybe the service consumers see is nothing more than a shopping inquiry or a telephone return visit, but for Suning, this means that in terms of terminal sales and background operation system, Suning marketing center, market center, chain store center, The logistics distribution center, after-sales service center, and customer service center cooperate closely and operate in an orderly manner.In fact, behind this is a huge organizational support.Professional, standardized, and professional service operations are a systematic process, and the lack of any link will lead to a wrong shopping query, a call back visit that consumers can't wait for... Only with ideas and capabilities can we call it real service. ——Suning's service concept includes not only service consumers, but also service providers.Through the information system, Suning has done a lot of service work for suppliers within the enterprise, and provides its own services for manufacturers from the perspective of a supply chain manager. When it comes to Suning's services, the concept is relatively broad.In Suning's definition, service is not just about serving consumers.Suning is determined to build the best chain service brand in China, and its service positioning also includes service providers and investors.Even after the enterprise grows bigger and bigger, it is also a service to extract some repetitive but essential labor in various functional departments for other departments to call at any time. "The definition and concept of service must be constantly changing." Jin Ming said.From the franchise of air conditioners to the operation of all categories, Suning's service concept has extended from timely delivery and installation of air conditioners during peak sales seasons to extended warranties and value-added service products for many products.The service has also been further extended to the front desk, the shopping environment and sales environment of the store have become more comfortable, and the detail design has paid more attention to people-oriented, etc. Every bit of this is service.In Suning, even the height of the new cash register has been calculated, and a side will protrude from the front to allow customers to put their bags when paying. In Jin Ming's view, as a retail company, Suning's work is all about service.For example, product expansion and the continuous increase of flagship store items; the establishment of a claim fund to make consumers feel more at ease when shopping; through buyouts, underwriting, customized OEM products, etc., gradually control pricing power to achieve daily parity like Wal-Mart, These are all services. The concept of service is much bigger in Suning than before.Many people can easily understand service consumers, but they don't understand Suning's services, including service providers, or they understand them but don't pay much attention to them.In fact, Suning has done a lot of service work for suppliers within the enterprise through the information system, and provides its own services for manufacturers from the perspective of a supply chain manager. In the third chapter, the author describes in detail how Suning connects with suppliers on the platform.One of Zhang Jindong's hobbies is to lobby manufacturers to realize the docking of B2B systems. After docking, both the processing of invoices and the processing of contracts have become very convenient.The exchange of data, documents, and reports between the two parties no longer has to rely on offline telephone communication or sending emails as before.Information delivery is not only more timely, but also more accurate. In terms of process, through the discussion and sorting out of the business operation process among manufacturers, formulating and changing some rules, the business operation process becomes more reasonable and smooth.After enterprises and enterprises are connected with each other, a lot of work can be done on the system, which liberates a lot of manpower. In addition to process services, Suning has also improved its partners' capabilities in market analysis and response judgment through its own informatization. Compared with manufacturers, Suning is closer to consumers, especially after implementing the membership system, Suning's system has accumulated a huge amount of consumer information.These consumer information, which is very valuable to manufacturers, can be shared, helping manufacturers to be consumer-oriented in market operations and respond quickly to market changes and fluctuations. In fact, Suning has begun to open data information services to some suppliers for a fee. More importantly, after years of construction, Suning has achieved the informatization achievements that everyone can see today, but in many cases, the informatization level of suppliers cooperating with Suning cannot achieve direct connection with Suning.In this case, Suning will open up its own system to a certain extent, allowing the other party to operate in its own system and reach a deal.Although Suning has not regarded the level of informatization as an important threshold for cooperation with itself, Suning is already making demands on a large number of existing suppliers. In daily transactions, Suning has introduced the function of electronic signature, which has changed the previous situation where suppliers had to stamp the settlement list before mailing it over.Now, suppliers only need to confirm on Suning's system.The electronic signature replaces the original content that needs to be stamped in the financial audit in the past, which not only speeds up the background operation, but also avoids risks and makes both parties more secure.At present, under Suning's vigorous publicity and promotion, it is also because the function of electronic signature has a very convenient advantage that it has gradually become a common practice in the industry. That is to say, through the docking with upstream suppliers, no matter those suppliers who have reached a certain level of informatization or those who have no informatization capabilities for the time being, they have obtained high-quality services in the cooperation with Suning.Suning uses the improvement of its own informatization level to drive the informatization level of its partners. ——The service is endless.Zhang Jindong believes that Suning should build its own brand and provide good services so that others are willing to come to Suning to shop.Only in this way can Suning have the driving force to continue to develop.And the system is just a tool to help Suning achieve a more influential and reputable brand and to help Suning do a good job in service. Suning is constantly improving its service level and investing a lot of energy in brand building.As the first chain enterprise in the industry to start brand operation and also has a distinctive brand personality, Suning was the first in the industry to hire a spokesperson, and the first to use a unified logo, door opening, VI (Visual Identity) image system and so on. All these efforts are just to better grasp consumers and give consumers a better consumption experience. Wal-Mart's founder Sam Walton left a strong corporate culture and service principles for Wal-Mart.One of the secrets of Wal-Mart's customer service is the "three-meter smile principle".Whenever Walton visits the store, employees are encouraged to join him in making a pledge to customers: "I want you to promise that whenever you come within three meters of a customer, you will look him in the eye and talk to him." Say hello and ask what you can do for him." There are three basic beliefs in Wal-Mart, one of which is "customer service", as well as "respect for the individual" and "pursuit of excellence".Wal-Mart does everything it can to make customers feel that shopping at Wal-Mart and Sam's Club is a friendly and enjoyable experience. "All of our colleagues work for the customers who buy our products. Customers, in fact, can fire everyone in our company. They can do it simply by spending their money elsewhere. The measure of our success is The important criterion is how well we satisfy our customers - 'our bosses'. Let's all stand behind the hospitality approach and leave our customers 100% satisfied every day." Says Sam Walton: "Let's be the friendliest associate - offering our smile and help to every customer who visits our stores. Serving our customers better - exceeding their expectations. There's no reason why we shouldn't Do. Our people are so amazing and caring, they can do it, they can do it better than any retail company in the world. Exceed customer expectations, and if you do it, your customers will do it time and time again to visit your store." Wal-Mart knows that it is not enough to just thank customers for visiting the store.This is the key to attracting customers to the store again and again. When the enterprise grows bigger and the battle line becomes longer and longer, the internal management of personnel and services becomes a difficult problem.Fortunately, however, the information system has greatly changed Suning's management of consumer services.Whether it is after-sales or customer service, or the multi-channel, membership system of the B2C system, and the marketing service innovation of the store, Suning has created a very realistic service path. "We still have insufficient services. I think we still have many places that cannot meet the needs of consumers in terms of service capabilities, service content, and service quality. Because now this traditional service system is facing new multi-category, With diversified products and diversified customer needs, the services provided are not enough. We are also constantly improving. We can feel that if we do not go all out, we will not be able to keep up with the development trend.” Yin Xia said . On November 18, 2009, Suning's new, more independent and powerful SAP/CRM system (customer relationship management system) was successfully launched. CRM (Customer Relationship Management) is a means to improve the service level and customer satisfaction in a targeted manner through in-depth analysis of customer detailed information, thereby enhancing the competitiveness of enterprises.The upgrade and launch of this system means that Suning hopes to go further in terms of service, and to do more fine-grained service and internal management of service. As the manager of the customer service center, Dong Wenqing remembers the date of the system launch very clearly, because as soon as she joined Suning, she was sent to the "front line" of integrating the CRM system and participated in the whole process of the CRM system launch.First, blueprint design is carried out on business requirements, and sufficient business analysis research and demonstration are carried out; then there are multiple links such as testing, training, optimization, and tuning. The launch of the CRM system has enabled Suning to truly enter the era of a customer-centric sales model.The problems of decentralization and low utilization rate in the management of customer information in the past have become history.Suning can rely on the CRM system to change this situation, use customer information to achieve precise marketing, and truly provide customers with personalized services. The CRM system will eventually realize a 360-degree view of Suning's customer information.The specific performance is: First, in terms of purchase services, consumers across the country can enjoy services such as querying local promotional information, product prices, and making reservations through the CIC (Customer Interaction Center) calling platform.It only takes one phone call from inquiry to purchase, reducing the suffering of consumers. Second, in terms of after-sales service, relying on the delivery and installation master information entered into the system, the automatic dispatch of delivery and installation workers is realized, and the dispatch of labor is more reasonable and optimized by combining customer needs and master information.At the same time, for Suning VIP members, the system will automatically assign more qualified installers to provide services.In addition, during the installation of electrical appliances, customers can also inquire about the prices of the accessories used through Suning Appliance customer service hotline 4008-365-365, making service quotations more transparent and unified. 第三，顾客信息维护方面，顾客之前的购买资料、维修信息等等都会录入系统，为实现更方便、更个性化的服务奠定基础，有助于实现客户一对一、交互式的个性化服务。 第四，呼叫回访方面，由于对顾客信息的良好维护，以CRM系统为中心，便于各部门协调行动，客服将真正实现由被动服务变为主动服务，将服务做在前面。也就是说，在使用CRM系统后，消费者在苏宁电器的购买、服务、咨询、投诉信息等交互历史将被记录在用户的唯一账户下。 不过，CRM的逻辑是对数据库信息进行管理，一开始需要对客户进行分类。开拓一个新客户所花的成本绝对要比维护一个老客户所花的成本大。如果能够吸引老客户多次重复消费，甚至让其将自己的人生与苏宁绑定在一起，实现全生命周期的管理，那将是苏宁所希望达到的最优结果。 苏宁通过CRM系统已经对自己的客户群进行了划分，根据电话接听的通道、单据的类型，对客户进行识别，之后再为其提供不同的服务。但是在客户分类上，苏宁还有许多优化的工作要做。 目前，苏宁上线的CRM系统包含了客户服务中心的所有模块。 第一，作业的受理。也就是类似于4008-365-365、4008-198-198、4008-305-305的三条客服热线，它们的定位是不一样的，分别是基础服务热线、增值服务热线和空调服务热线。在苏宁，受理服务一般包括咨询服务、预约服务、会员服务、以旧换新的特色服务等等。 第二，回访。这又包含两个层面：首先是终端的作业质量监测，包括满意度的回访和物流的售后跟单；其次是专项调研，主要包括对于公司内部的营销、市场策划、监察部门的调研。 信息化平台让苏宁大量的受理及回访工作发生了显著的，甚至可以说是根本性的变化。 客服的日常工作基本上都要借助CRM系统，同时也要借助知识库。知识库里储存了非常多的服务方面的信息，可以供座席（呼叫中心业务员）来调用。董文清介绍说，当顾客要预约某一种服务的时候，就会引发苏宁一连串的动作：座席会查询库存，然后根据产品情况来查询客户所对应的区域编码以及编码所对应的配送方案、服务承诺等。 苏宁物流的网络是分布全国的，但是每个网络下服务的承诺到底是可以支持24小时内送到，还是12小时内送到，这并不一样，所以不同区域服务的时效性也不一样。苏宁的CRM系统就是把这些功能集成在一个平台上显示。这种作业信息的集成化，更便于员工提升作业效率、简化作业难度。苏宁有那么多的电器产品，关于电器的知识又非常繁杂和丰富，如果没有知识库的帮助，单靠座席的记忆是很难完成工作的。 在南京雨花物流基地的呼叫中心有几百位座席，笔者观察了其中一位座席的工作：当接到一个电话，座席一边通过华为的语音系统与对方交谈，一边在知识库里寻找客户关心问题的解答。抽屉式的页面被逐个打开，座席很快就找到了相关的信息，然后反馈给消费者，这中间几乎没有时间的耽搁。 苏宁将作业高度集成，将各个业务类型所含操作的一些必要要素全部都整合到一个平台上，最终实现了操作的简单化，既提升了效率，也提升了客户满意度。 在系统上线之前，苏宁做回访工作基本上是根据一张单打一个电话。“比如说他（客户）购买了10台电器，可能今天买了1 台，明天买了1 台，后天买了1台……这样客服就可能给他打了10个回访电话，他就很反感。”董文清介绍说。为了实现一个电话解决客户的所有业务问题，苏宁在系统的回访功能里建立了BP（business partner，业务合作伙伴）的概念。 “这是一个什么概念呢？每位用户都有一张'025'开头的会员卡，在苏宁内部有一个'100'开头的内卡号。实际上是给客户打上一种标记，包括对外的一次性标记，还有对内的唯一标记。”通过对顾客更有效的识别，苏宁可以更好地为顾客服务。 以前，前后台的信息没法共享，而现在在信息共享之后，苏宁就可以实现免访用户的目标。当客户表示不愿意接受回访、不愿意被人打扰的时候，苏宁就可以做到不打扰，只是送到商品即可。这是苏宁在系统的支持下所产生的新的能力。以前没法对客户进行分类，不管客户是否有需要都会打电话进行回访，从而达到100%的回访率，但是事实上却对一些客户造成了骚扰。在新的系统下，通过BP绑定，多次的打扰就变成了在某一段时间内苏宁会把所有需要回访、跟进的作业一次性交给座席，让座席一次性完成。 当顾客在苏宁买了一台电器之后，如果送货没有完成，苏宁的客服就会打电话询问，是什么原因导致原本安排的送货没有完成。顾客的回答可能有几种情况。比如，是因为顾客自己没有时间，这是顾客的原因；或者刚好顾客正要投诉，问为什么还没有送货，以及为什么没有人进行跟进解释，这个时候客服就会立即帮助顾客解决问题；再或者顾客会说物流已经与自己协商好了，因为货物太多，只能明天送。这时，顾客实际上并不算投诉，但是苏宁在内部还是会对工人进行一定的处理，因为这种情况属于私自改约。 总之，苏宁对未完成作业的一个跟单，后续都要去了解是因为什么原因。如果是客户的因素就没关系，如果是公司内部运作的因素，就会将之作为以后改善服务品质的一个依据。 董文清说，一系列规则的设定最终只有一个目的，就是为了使客户能够尽量少被打扰，同时给他们提供客户关怀。 至于调研，在客服组织架构上由专门的回访二部负责。在CRM系统上线之前，苏宁所有的调研都是在系统之外进行的，通过纸质或者电子档案进行信息采集、传递，很不规范。等到系统上线之后，全部的作业都实现了在系统内进行，从手工作业变成了系统化作业。无论是问卷的创建还是调研任务的下达，以及调研的实施、结果的采集，全部都可以在系统内完成。 现在系统可以直接创建某一张问卷，由苏宁自主选择内部的哪些人参加调研任务，再由系统自动通知。当一位座席正在做其他的事情，他可能会收到一封邮件，以弹屏的形式出现，“现在有一个调研任务，请你尽快结束现在的作业去作调研”。他就会接受这样一个信息去作调研。 系统在调研方面帮助苏宁实现了规范化作业，信息的传递和作业的管理方式都变得更为科学。 在苏宁内部，出于效率的考虑，将客服涉及的受理、投诉、回访、质检四大模块也进行了分工。因为线路资源有限，如果一个客户投诉就占用了半个小时以上的时间，那么一位座席一天接不了几个电话，这样的结果就是效率很低下。因此对于接到的受理电话，如果涉及投诉座席就会直接转给客服代表，形成专门的工单处理机制。 “工单是在客服内部产生的作业单，不是基于销售产生的，而是基于客户的需求。比如有一些客户需要投诉，因为受理只是一种信息受理的渠道，如果能解决问题就先解决问题，如果不能解决问题就建立工单转给客服代表去处理。”董文清介绍说。以前苏宁的工单处理全部都在与SAP平台对接的合力系统中完成。 合力系统由国内专业呼叫中心软件和服务提供商合力金桥软件公司开发。合力系统是客服中工单处理业务的基础作业平台，而销售订单、服务订单的查询则在SAP平台里完成。CRM系统上线后，采用同步机制对系统信息进行了集成，将所有系统的信息都展现在同一个平台，而不需要进行多界面的切换，实现操作上的简单和便利。 最初所设计的是，由系统将工单直接转到终端。比如说投诉作业不良，如果是物流的问题，系统就转给物流去处理；如果是售后的问题，系统就转给售后处理。后来客服部门考虑到这样操作非常耗费系统资源，现在暂时都在内部进行处理。 在新系统中，最大的变化则是实现了作业的告警，分别有接单的告警、处理的告警、完结的告警。 在苏宁，任何一张工单，比如投诉和咨询工单都需要后台进行处理。系统规定客服人员必须在30分钟之内将这张工单接起来，也就是说在前台受理之后，后台必须在30分钟之内点开这张单据，对它进行处理。这就是接单告警。 如果客服在30分钟之内没有处理，这时系统就会产生一种标记，比如红灯、橙色标记等，这样的告警就是为了提醒客服要及时地处理工单。处理的告警是指系统对各种类型的工单规定了不同的处理时效。比如咨询工单要在一天内处理完，投诉工单要在48 小时之内处理完。如果没有处理完，系统就会再一次产生另外一种标记的告警。同时，系统会把这张工单以邮件的形式自动发送到客服人员的上级部门，而上级部门也有规定的时间，如果没有在一天之内对客服人员进行指导并将工单处理完毕，这张工单就又会以另外一种形式传到总部。这样层层上传，对于整个作业形成了闭环的监管。 以前，苏宁是通过手工筛选一些条件把这些工单挑出来进行监测。现在系统会主动根据设置的业务规则发现整个作业的异常，及时提醒不同层级的管理人员，引起他们的重视。 苏宁将受理和回访的作业基本上都集中在南京的呼叫中心，但是对于投诉的处理人员则分散在全国各地。因为投诉处理涉及很多因素，不容易集中化。如果集中在一个地方，上门处理就很有难度。而将受理和回访集中在一个统一的平台上就容易得多。 CRM系统从外部来讲，能够使消费者的体验更为及时，减少其在回访方面受到的不必要的骚扰电话，但是CRM系统更多的还是对企业内部作业流程标准进行优化。 还是以已经上线的客服系统为例，在经过了受理、投诉、回访之后，就进入了质检环节，也就是企业内部对客服的工作进行监督评价。此时，系统也给予了很多方便。在此之前，质检采集的样本都是手工抽取的，在系统上线后就实现了自动抽取。 系统里设置了抽取质检样本的所有的规则，这些质检样本会自动地分配给一些座席进行取单。座席在“工作池”里只要点击按钮就可以取到需要他进行质检评分的样本。最终他填写的质检问卷会在系统里形成考核的报表和数据。 同时，质检信息也可以进行共享。因为苏宁的质检是对受理和回访人员进行的，质检信息的共享主要就是通过给他们开放相应的查询权限，使他们能够实时查询到自己当前业务的水平和状况，知道自己在哪方面做得不足，到底是话务方面的问题，还是没有给客户提供解决方案的问题，从而很快改进，提升服务水平。 ——B2C电子商务的发展使得苏宁的服务水平得到进一步提升，某种意义上是开辟了一种全新的服务领域。 2010年，苏宁正在抓紧建设自己的多媒体呼叫中心平台，让顾客获得更明确的感知和体验。现在，苏宁的服务渠道相对来讲比较单一，主要还是电话的形式。但是多媒体呼叫中心建好之后，苏宁就可以实现语音自助导航服务和自助查询。 比如，如果顾客要查询送货时间，以前需要打热线电话进行人工服务，现在可以通过系统进行自动服务。像10086导航一样，顾客可以实现自助查询。这样做的好处是不需要受到线路忙等因素的影响，顾客可以通过自助方式满足服务需求。 还有一个渠道就是短信和邮件。以前苏宁所有的短信服务仅限于移动用户，2010年苏宁的短信平台有了一个很大的变革，就是移动、联通、电信用户都可以使用。以前顾客有任何的服务诉求主要都是通过电话来反馈，现在顾客有任何服务需求都可以编辑固定格式的短信，移动用户发送到10698836536540118，联通及电信用户则发送到10698836536518。客服部门还申请了跟服务热线4008-365-365等同的一个电子邮箱，即[email protected]。 除了这些渠道之外，B2C也成了为消费者进行服务的“触点”。苏宁易购网上商城增添了服务的功能，所有的送货、安装、维修等服务都可以通过网络查询和预约。这些服务以往顾客只能通过电话进行，现在则只需要在网站输入会员卡号就可以办到。顾客还可以在网上提交投诉、进行咨询。 实际上，B2C电子商务的发展使得苏宁的服务水平得到进一步提升，某种意义上是构建了一种全新的服务。 苏宁易购作为苏宁新一代的B2C网上商城，于2009年8月18日上线运营。对于苏宁易购的未来发展战略，苏宁总裁金明表示，苏宁易购制定了明确的三年发展战略，要建成符合互联网经济的独立运营体系，组建1000人的B2C专业运营团队，形成以自主采购、独立销售、共享物流服务为特点的运营机制。苏宁易购以商品销售和为消费者服务为主，同时在与实体店面的协同上将定位于服务店面、辅助店面，虚实互动，为消费者提供产品资讯、服务状态查询等互动服务，并且作为新产品实验基地，将对消费者购物习惯、喜好的研究反馈给供应商，提升整条供应链的柔性生产及大规模定制能力。 苏宁对B2C网上商城寄予了厚望，认为苏宁易购可以快速形成全国性销售，规模呈现几何级增长，并且计划在三年内就获得中国家电网购市场上超过20%的份额，从而成为中国最大的3C家电B2C网站。这是苏宁对“空军”业绩的期许。 B2C网站改变了以往客户接受渠道单一的状态。以前门店的单一渠道服务使顾客只能通过电话或者上门才能使用服务，但现在通过网络载体，顾客可以在网上直接使用完整的功能，更完美地获得苏宁的快速响应、至真至诚的阳光服务。同时，这种服务方式的成本非常低廉，可以通过系统很方便地扩展服务渠道。 通过网上商城，会员还可以实时查询自己的积分情况，并在购物的时候随时加以利用。网上商城也等于是为顾客增加了投诉的渠道，并且每位会员投诉的内容还可以在自己的个人空间里获得信息。 以前售后服务资源不能得到有效的充分利用，在空闲和大忙的时候利用率不一样。但通过网上商城，售后服务资源就可以实现更有效的利用。例如手机等数码产品的相关配件不方便单独购买，但网上商城可以吸引其他配件厂商进驻苏宁，在网上商铺销售配件。 以往顾客交流渠道单一，但网上商城通过BBS、商品评价、在线建议等多种渠道扩大了与客户的交流，并且可以在顾客群体之间形成一种互相交流的通道，提高苏宁电子商务系统的顾客忠诚度。甚至，会员招募渠道也可以从线下的门店扩展到网络上。B2C网站为苏宁的服务提供了非常多的便利。 总体来说，苏宁的B2C网站与目前大部分的电子商务网站定位都不太一样。大部分的电子商务网站所提供的仅仅是销售，而苏宁电子商务网站不只提供销售，同时还提供服务延伸功能，如完整的信息咨询、售后服务、一对一的跟踪服务等。 B2C商城通过与其他增值服务配套实施，为客户提供了完整的增值服务，让客户在购物的同时也能享受到苏宁的其他完美服务。苏宁站在更高的立场上，通过服务推动销售、推动品牌的延伸。 ——服务所能达到的程度首先取决于系统信息集成的程度。这一点在对会员系统所作的集成中，表现得更为明显。苏宁是国内家电连锁企业中唯一一家使用信息化平台统一管理会员卡的企业。统一的会员系统管理，在给每位苏宁会员带来透明消费权益的同时，更利于对每位会员差异化需求的附加值优化。 信息系统改变了苏宁客户服务的整个流程。在绝大多数人心目中，客服的形象就是一张桌子前面有一台电脑和一部电话。客服完成自己的工作都是基于电脑提供的信息，而这些信息都要通过信息系统来集成。 当消费者问客服人员货物什么时候能送到的时候，其实客服人员并不知道。只有当信息系统把物流和售后的信息集成起来，展现在电脑屏幕上时，客服人员才知道这台货会在9点到10点之间，抑或是10点到11点之间送到。首先必须将物流的信息和售后的信息集成到客服管理的系统之中，然后再由客服人员告诉消费者。 未来的信息集成能更进一步实现更不一样的服务。比如，现在的物流配送只能看到具体的时间段，从天精确到小时，但是如果信息化再进一步，物流配送就可以提供可视化的服务。 “这辆车现在正在某一个位置，或者这辆车已经到了南京新街口淮海路多少号，与消费者之间的距离是多少公里，大约到达的时间是多少分钟，这样一种服务对于消费者来讲就是很大的提升，而其基础也是基于整个信息平台是不是能够把这些信息以集成的方式展现出来。”苏宁电器客户服务管理中心总监周若洪说。 服务所能达到的程度首先取决于系统信息集成的程度。这一点在对会员系统所作的集成中，表现得更为明显。 苏宁一直在大力发展自己的会员系统。会员人数从2008年的1500万猛增到目前的3000多万，可谓突飞猛进。但是从2008年年初开始，消费者对于会员卡异地使用的需求便已经开始凸显。实际上，会员卡无法异地使用并不是苏宁一家的问题，绝大部分的商家都无法实现“一卡通”。 2008年，在从各地呼入苏宁全国服务热线询问的各项内容中，有关会员卡异地使用功能何时开通的咨询量比2007年同比增长近100%。顾客有非常现实的异地用卡要求，因此苏宁随即开始着手升级会员后台管理系统平台。很快，2010年10月19日，苏宁率先开通了中国区域内无地域限制的会员卡购物积分制功能。也就是说，无论在哪座城市，只要持有苏宁会员卡，顾客均可在当地苏宁的消费中获得相应的积分累计并享受到现场礼品兑换等会员权益。 “一卡通”在前台的实现，端赖后台技术的支持。实现“一卡通”最根本的基础是“信息共享、集中控制”。因此“一卡通”系统的设计需要得到统一网络平台、统一数据库、统一的身份认证体系、数据传输安全、各类管理系统接口、异常处理等软件总体设计思路在技术层面的支持。苏宁实际上是国内家电连锁企业中唯一一家使用信息化平台统一管理会员卡的企业。 对苏宁会员来说，升级后的苏宁会员卡更是一本集多个账户于一体的消费“存折”。该“存折”不仅保留了原有的积分存储功能，同时还兼具电子消费券、预付款两个账户。电子消费券账户可直接将各种返券的抵用价值自动存储到会员卡上，消费者在付款后可以即刻获得二次购物的电子抵用券。与以往领取纸质抵用券相比，至少可以节省40%的时间。 统一的会员系统管理，在给每位苏宁会员带来透明消费权益的同时，更于对每位会员差异化需求的附加值优化。 从工程客户到SVIP、VIP及普通客户，苏宁分别提供不同的服务。这使得苏宁在服务上的投入更有含金量。对工程客户也就是大客户，苏宁在信息系统中提供了专属的服务通道，提供点对点的专人一站式服务。而对SVIP及VIP客户，苏宁则会提供一些顾问式的主动服务，包括客户关怀及电话营销，保障他们能够获得优先的服务资源。 比如，普通客户的维修服务只能在晚上8 点之前提供，而SVIP客户就可以享受紧急服务。在苏宁，还有一个“红名单”的概念，指的是有些客户可以优先分配到高技能的座席。也就是说，红名单客户享有服务的优先权。 如果没有信息系统，苏宁的服务可能还只是停留在原始的微笑服务阶段。虽然微笑在服务中必不可少，让顾客购物愉快也是服务的题中之义，但是仅仅有这些还不能算是具备了服务的能力。当消费者对服务标准的需求一再提高时，苏宁也必须不断地建设自己的服务能力。 系统让苏宁实现了更科学、更规范的服务管理，对全部作业环节都进行了整合，既提高了效率，也降低了工作难度，形成了建立在系统之上的更强大的服务能力。苏宁因此可以更有力地把握住消费者，同时也就把握住了自己成长的命脉。 ——苏宁通过在统一、透明、标准化的制度流程基础上建立的集中管理平台和共享服务模式，将那些重复度比较高的企业职能抽离、集中起来。这种模式已经从统一采购、配送的领域成功延伸到财务、人事、办公、知识管理的各个环节，使得企业变成一个更加紧密的整体，也使得企业业务与资源的一体化运作能力与规模经济优势变得更强。 苏宁的服务不单单是指零售企业通常意义上对终端消费者的服务，而且还包括对合作企业以及对自身的服务。 为什么需要为自身服务？这是因为企业越做越大之后，企业的业务及资源将更为分散。受限于管理模式和管理手段，企业的业务和资源会越来越多地下沉到企业下属的各个单位和部门。这些单位和部门就会逐渐成为类似一个个五脏俱全的小企业，而整个企业似乎变成了由这些小企业组成的俱乐部，其结果必然是会严重削弱企业业务与资源的一体化运作能力与规模经济优势。 很多时候企业内部的各个部门之间在业务上是衔接的关系，但实际上是服务的关系。特别是那些在企业内部重复度比较高的职能，比如财务、人事等部门，包括后台支持服务部门。这些职能随着企业的地域跨度及业务层级的跨度变大之后也变得分散，不仅浪费资源，而且对于企业而言，其规模经济及业务与资源的一体化运作就无法实现。