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随着成品油市场的在竞争越演越烈,成品油销售企业越来越重视提升服务水平,提升客户的满意度和忠诚度。在商品同质化的大趋势下,服务的竞争尤为激烈,因此必须在创新上下工夫。服务理念不断地推陈出新,但万变不离其宗的就是通过优质、贴心的服务深挖顾客的潜在需求,刺激客户的购买欲望,我们要多站在客户的立场上看问题,用心来体验。这些都对我们的员工整体的综合素质提出了更高的要求,不但要爱岗敬业、发扬铁人精神和大庆精神,更要提高员工整体的综合素质。作为地市级分公司层面,应当结合各加油站的实际情况,因地制宜地设计顾客导向的绩效考核体系。在设计和应用顾客导向绩效考核体系时,应着重考虑企业的组织框架、信息的传递、企业文化和现有的组织制度等四个方面的因素。
As the refined oil market becomes more and more competitive, oil product sales enterprises pay more and more attention to improving service level and enhancing customer satisfaction and loyalty. In the general trend of commodity homogeneity, competition for services is particularly fierce, so innovation must be made. Service concept continues to introduce new things, but the fate is through quality, caring service to dig out the potential needs of customers to stimulate the desire of customers to buy, we have to stand more in the customer’s position to see the problem, the intention to experience. All of these put forward higher requirements for the overall quality of our employees. They should not only love and respect their jobs, carry forward the spirit of the iron man and the spirit of Daqing, but also enhance the overall quality of the employees as a whole. As a prefecture-level branch level, we should design a customer-oriented performance appraisal system according to the actual situation of each gas station. In the design and application of customer-oriented performance appraisal system, should focus on the enterprise organizational framework, the transmission of information, corporate culture and the existing organizational system and other four factors.