A Dissertation Submitted to Guangdong University of Technology
for the Degree of Master
（Master of Business Administration）
Investigation on optimization of after-sales service
system of Q company, distributor of laboratory
instruments
Candidate:Tang Weijie
Supervisor:Prof.Ai
May 2022
SchoolofManagement
GuangdongUniversityofTechnology
Guangzhou,Guangdong,P.R.China,510520
摘要
摘要
Q公司是一家生物类设备仪器经销商公司，已经有 28年的历史是广东最早的一批，
仪器设备经销商，在广东以致华南的生物类仪器进销商公司中属于处于一个靠前的位
置，主要经营外国品牌的生物类检测仪器。不过随着时间的推移，仪器经销商的生存
环境也变得原来越艰难，首先是销售同类型产品的竞争者越来越多，国产仪器设备慢
慢成为了趋势，然后是由于信息化的原因，仪器经销商希望靠信息不对称产生的利润
越来越少，同时因为供应链扁平化，产品国产化的趋势，很多厂家开始收回代理权，
自行进行销售，也大大挤压着仪器经销商公司的生存空间。为了越渐困难的环境中生
存，同时也为了提高收入，售后部门在 Q公司显得越来越重要。
良好的售后服务，除了能产生价值利润意外，良好的售后也是经销商公司提高满
意度和客户粘性的重要手段。但是作为经销商的售后部门想要做好售后服务的工作并
不容易，多年来销售的大量设备，需要大量的人员去维护；经销的仪器设备种类繁多，
要服务人员面面俱到也是非常困难；厂家的授权问题也是直接影响经销商售后的空间。
因此，在本文中讨论的核心点就是如何通过体系的优化去让经销商在面对客户厂
家的双方要求下售后更有效率、更加高效。在获得利润的同时能够优质完成售后服务
需求，并提升客户满意度。
本文是首先通过问卷调查法、访谈的方式。通过建立仪器设备经销商的
SERVQUAL模型对先阶段的售后服务进行评价，了解 Q公司售后服务先阶段存在的问
题。然后对纯存在的问题进行分析，找到 Q公司售后服务中问题的内因。并针对此原
因对售后服务体系提出改进得改进都建议。对企业之后的发展方向提供一定的指导，
同时对有类似情况出现的公司提供了改善售后服务体系优化的建议与参考。
关键词：经销商；售后；体系优化
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广东工业大学硕士专业学位论文
Abstract
Q company is a biological equipment and instrument dealer company with 28 years
history.It is the earliest dealers of instrument and equipment in Guangdong. In Guangdong
and south China, Q company is the leader of biological instrument seller company who
mainly engaged in foreign brands of biological instruments.As the time go by, the living
environment of instrument dealers has become more and more difficult. First of all, there are
more and more competitors selling the same type of products and customers who prefer to
choose domestic instruments and equipment is slowly becoming a trend. Due to information
technology development, instrument dealer shop to rely on Information gap is producing less
and less profits, and because of the flat supply chain and the trend of localization of products,
many manufacturers begin to withdraw the agency right and sell on their own, which greatly
squeeze the living space of instrument dealer companies. In order to surviving in an
increasingly difficult environment and to increasing revenue, the after-sales department is
becoming more and more important in Q Company.
In addition to creating profits, good after-sales service is also play an important role in
dealer companies.It can improve satisfaction and customers tickiness. However, it is not a
easy work to a dealer's after-sales department who wants to do a good job in after-sales
service work with a large number of equipment which was sold over the years, so Q
company need a largenumber of personnel to maintainservice. the distribution of
instruments is a wide variety. The manufacturer's authorization problem is also directly
limiting the dealer's after-sales service .
Therefore, the core point discussed in this article is how to optimize the system to make
dealers more efficient after-sales in the face of the requirements of both sides of
customer
and manufacturer.while obtainingprofits, wecan completethe after-salesservice
requirements with high quality and improve customer satisfaction.
This article is based on questionnaires and interviews. By establishing the SERVQUAL
model of instrument dealers, the problems of Q company's after-sales service are analysed.
Then the problems are analyzed to find the internal causes of the problems in the after-sales
service of Q Company. And for this reasons, the improvement of after-sales service system is
proposed . It provid esauseful reference for the company's future development, On the other
hand the reference can help other enterprises in the same type of industry to improve
after-sales service management.
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