Aftersales Management: Creating a Successful Aftersales Strategy to Reduce Costs, Improve Customer Service and Increase Sales

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Kogan Page Publishers, Oct 3, 2009 - Business & Economics - 224 pages
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Aftersales Management in the Retail Sector explores the immense amount of money that is wasted in the retail industry every year on badly managed aftersales processes, and how to prevent this happening. What happens after the sale has taken place, if problems then occur? How are they dealt with, and what processes can be implemented to make sure that they are dealt with more cost effectively for the company, at the same time improving customer service and increasing sales? The book starts by describing some of the historical practices and then attempts to remove some of the myths of aftersales service by explaining the legal position on customer rights. It then moves onto trying to understand what customers wants, what sales people want and how these points interface with the needs of the teams within the rest of a retailer's company. From this, the next step is to design the new aftersales proposition and understanding of the key pressure point which is the time taken to resolve any problems. After this, the book moves onto implementation, explaining how to manage key stakeholders both within the business (i.e. the various business functions and departments) and outside (such as manufacturers and suppliers). There is a section on reporting systems and structures and there are worked examples to show readers just how much of a saving they can make if the changes are made. Finally, there is a chapter on how to both manage the implementation the necessary changes and more importantly hold onto the gains madeThe book is of use in resolving the problems of any retailer but principally it is aimed at sellers of larger goods
 

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Contents

Chapter 1 Aftersales
1
Chapter 2 History and common practice
13
Chapter 3 Legal matters
21
Chapter 4 What do customers want?
39
Chapter 5 What do sales staff want?
47
Chapter 6 What does the rest of the business want?
55
Chapter 7 Problem resolution timescales
65
Chapter 8 Proposition design
73
Chapter 11 Financial evaluation
125
Chapter 12 Reporting techniques
145
Chapter 13 Example financial analyses
173
Chapter 14 Implementation and retaining the benefits
187
Chapter 15 Financial services
199
Chapter 16 Summary and conclusions
205
Key actions for process improvement
209
Appendix 2 Further reading and key sources of information
211

Chapter 9 Supplier management and reverse logistics
81
Chapter 10 Aftersales operations
101

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About the author (2009)

David Brock was born in 1962 in Washington, D. C. The University of California, Berkeley is his alma mater. He is a widely published author, journalist, and Democratic activist. In 2004, Brock founded Media Matters, the nation's premier media watchdog. Following the 2010 elections, Brock founded the Democratic SuperPAC American Bridge, which is one of the largest modern campaign war rooms ever assembled using research, tracking, and rapid response to defeat Republicans. He is the author of five books, including his 2002 best-selling memoir, Blinded by the Right: The Conscience of an Ex-Conservative. Killing the Messenger, published in (2015, is his current bestseller. His writing appears in USA Today, CNN.com, the Huffington Post, the Daily Beast and Salon. He lives in Washington, D. C.

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