In 2012 and 2013, when I was in charge of domestic CRM solutions at IBM, many companies, especially car companies, had to reengineer their services. At that time, the suggestions I made focused on the productization of services, the management of service life cycle and key time points, and it was relatively reclusive and difficult to implement, so the project basically disappeared in the end. In the past 5 or 6 years, the domestic market has experienced a huge leap in IT technology, user needs and corporate management concepts.
At the same time, the author also spent a year and a half presided over the largest digital service reengineering project in China, so I would like to share my views on the service. Some perspectives on digital transformation. This service digital Fax List transformation topic consists of a series of articles, the first of which focuses on how to position and plan for service digital transformation. This article covers 5 aspects: What levels of innovation and change support are required for service digital transformation? Changes in user purchasing habits: In the past, users were more focused on the quality of products, while current users are more focused on the experience.
In product usage scenarios, that is, the distance, frequency, and temperature of interaction with users have an impact on user satisfaction, word-of-mouth communication, and more. The purchase of the product has a great impact. The interaction between traditional manufacturing and users is often concentrated in the service link. Changes in corporate needs: Nowadays, corporate valuations do not only focus on sales and profits. Many factors, such as the integration of digital technology, the viscosity and frequency of interaction with users, and the establishment of ecosystems, affect the future judgment of companies.