The Business Model of Service Center Case Study of Mio-TECH
Min Jen Tsai
In order to be a competitor in the business field, Companies have to make large quantitative investments such as land, labor, facility, equipments. However, in today's fast moving world, Businesse’s strategy has been changed from production oriented to customer oriented and provide differencial service to avoid competition in price. Because customer requires real-time, reliable information service, Customer service department provides a bridge between business and customers. Nowdays, Providing satisfaying customer services plays a major role in the business competion. From the management point of view, The current customer service center emphasis information intergration and professional cooperation. By taking China's low labor cost advantage and Taiwan's excellent business management, most of customer inquiries processed by field applicaion information and automation. Service center is business's first and only window to customer. Depending on business's uniqueness, The customer service needs to have different strategy. Building good service senter is the first step in customer relationship managment. Providing total care to customer is the key to add customer's loyalty. High quality products can attract customer, But good service is the key to building long lasting relationship with the customer. As computer hardware venders continuously improve the function and quality of computer products, the personal computer has become a staple of everyday life, A commodity product yielding very slim profiles. As a longtime OEM company MiTAC has created a brand name of its own, ‘Mio Tech’ to transform its business model in the new high tech era and create its own synergy to realize profits. Therefore, Quality of the manufacturing is not the only key to survival in this highly competitive industry, the issues of customer service for the buyers has become the key decisive and irreplaceable factor. This case study focus’s on Mio-Tech as a provider of car mobile communication products which supply the portable electronic navigation market. With the low labor cost in Asia, especially China, Mio-Tech's headquartered in Taiwan requires an efficient management team to perform and maintain a sustainable service model and customer relationship management between China and Taiwan operation centers. Therefore, the service model and the strategy have to be constructed based on the features of the products and be unique in order to provide the competitive advantages for high tech consumer electronics. This cast study analyzes how Mio-Tech's call center improve the customer service in terms of strategy, technology, manpower and procedures. Traditionally customers had to send the defective products to the dealer sites for repair, The dealers gives a service tag. Then sent the defective material to the repair center through the corresponding channels, and the product would be returned to the dealer sites after repair. After analyzing the competitor's strategies, the characteristic of Mio-Tech, and requirements of customers, Mio-Tech drove a project "ERMA" for the call center in order to enhance the service quality, lower the operation cost, and simplify the repair process. The new functions of the customer service center take care of the customer's demands, integrate the existed resources and the on-line service including the on-line repair application. The target is to get as close as possible to the market with flexible and customized service processes. In this study, we have found that the technical enhancement, The customer's expectation and the corporate strategy have been significantly communicated and leveraged into a sound customer relationship management system.