Haier Overseas Service Maker Summit

Haier Overseas Service Maker Summit

On May 24th, the 2018 Haier Overseas Service Maker Summit was held. On the summit, the  service makers from South Asia, Europe, Asia, GEA, and China shared their differentiated plans and innovative practice when it comes to operation service. At the same time, the global service exchange has also brought about new changes: As the global effect of mobile service stations becomes prominent and the Rendanheyi model is implemented in overseas service, the “services globalization” has been upgraded. Moreover, the launching ceremony of overseas service strategy and overseas strategy release were held on the summit. Haier has been working on delivering the best experience to global users.

Haier India: Setting a New Example for Indian Installation Standards

Since 2004, Haier India has been committed to the integrated strategy of local R&D, local manufacturing and local marketing. Equipped with professional service system and customer service center, Haier India has introduced the differentiated service model. With its “careful air conditioning installation service”, it has set a new example for Indian installation standards in the industry; With its “satisfaction code service model”, it has received real evaluation from users and promoted the upgrade of service system; With its payroll mechanism featuring compensation and bonus and certification subsidies to engineers, it has provided more incentive to engineers and projected a service image that Haier India is both "professional and reliable.”

Sachin R Anaspure, Head of Service Operations, Haier India: 

Now we are introducing the RenDanHeYi concept to our operation. We are doing our pilot by making our DSC(Direct Sales Center) as a micro-enterprise. And we tell them the simple concept that you need to work as the owner of this organization. So this will be a win-win relationship. When we introduce the concept to the team, they are highly motivated. 

Haier Europe: Cutting Service Cycle by Half

Focusing on the goal of “reducing losses,” Haier European team has improved its service remarkably through such measures as sharing advanced experience and reward and punishment mechanism. As a result, the average service cycle has been cut by half. Since July of 2017, the new quality team and quality management process have delivered good results. Through the communication with quality personnel at the headquarters, they have achieved the goal of processing quality problems in a timely and efficient manner.

Stefano, PIC of Service, Haier Europe :

 We have changed a lot, and now we are famous in Europe, and have a lot of feedback from customers due to good quality or installation. In order to ensure users' experience, our installers are very specialized. 

GEA: Developing New System and Improving Field Service

With the service innovation carried out by GEA team, its Company service model, the diagnosis and user interaction of intelligent voice of New Fi have become the industry leader. After joining Haier, by continuing with the effort to create the leading and core competitiveness of service in the U.S. market and sharing through communications, the GEA team has injected dynamics into Haier's service system.

Kristi, Director of Ownership Experience: 

We just started last year, the “pay for performance”for our technicians. It really has been very beneficial, because it focuses them on their performance and lets them know that the better they perform, the more incentive they have for pay. It really helps to align them with the goal of the company.

Eric, Director of Advanced Service Operation:

 Our new system could help technicians spot problems in a timely manner. When users call, technicians could use the data as an analytic tool to look into the problem and make a quick decision.

Haier Thailand: Mobile Service Station Becomes Service Model in Asia

The service team of Haier Thailand began to explore how to transform in 2017. On the one hand, it adjusted its service network to establish seven brand service centers in six core regions. Based on this, it established a regional spare parts supply system and technical training system so as to enhance service competitiveness and brand image; On the other hand, it is actively engaged in exploring the model of mobile service station and becomes a service model in Asia.

Natthapong Chaiwong, PIC of service operations in Haier Thailand:

We have created a dedicated Haier service center and mobile service station that didn’t exist before in order to deliver to customers the best experience with this service. Our future goal is to be the No.1 service localization in Thailand. This is what we are going to do in the next three years.

Haier Japan: User Sent Postcard of Appreciation for the Professional Service

With its relentless effort to optimize the service network, the service team of Haier Japanese has increased network coverage and service responsiveness. It has also established a three-tiered spare-warehouse system to improve satisfaction with its maintenance. According to the Serving Ranking of Ten Home Appliances Brand in 2017 released by the second-largest retailing chain in Japan, Haier service jumped to the top two place.

Ito Shuichi, PIC of service operations in Haier Japan: 

Through optimizing and promoting our service, we have received a lot of positive feedback from users. Not long ago, a service station in Osaka received postcard sent by user in which the user appreciated engineers for their professional service. This made us very happy.

Haier Pakistan: Establishing Six-star Service Standard

The service team of Pakistan has been innovating itself. With the establishment of six-star service standard and the promotion of service models, the service efficiency and customer satisfaction have been enhanced greatly. With the joint efforts of all processes, Haier has become the leading brand in the region.

On the summit, Ren Xianquan,the vice-presidents of Haier Home Appliance Industry Group, looked into future, hoping that every overseas region could achieve greater breakthroughs in differentiated service, integration of quality and service, and band-making of overseas service.