随着制造智能化、柔性化的发展，产品同质化程度越来越高，传统的成品家居大规 模制造已经满足不了市场客户的个性化需求，根据客户需求进行家居产品定制，已经成 为家居制造业转型升级的一个增长点。定制家居的 S 公司在 2003 年开始提前布局了家 居柜类定制这个板块，借着定制浪潮的兴起而成长起来，成为定制家居一线品牌中的一 员。随着 2018、2019 经济放缓，行业竞争也日趋激烈，一、二、三线品牌已进入白热化 的价格竞争阶段。为了应对激烈的市场竞争、价格竞争，结合定制家居服务周期长、环 节多的特点，标准化的同时又与其他品牌有差异化的服务在定制行业中的影响力已经越 来越大。 本文通过问卷及电话，对最近一年购买 S 公司产品的顾客，以及已经交了定金最后 没选择 S 公司产品的顾客进行调研，整理出目前客户在定制家居的关注点、痛点，以及 S 公司在哪些客户关注点上做得不足的地方。为了对问题解决更准确，本文对 S 公司所 处的政治经济环境、行业环境进行分析，对公司自身发展历程、目前服务管理现状以及 存在的问题进行分析，从外部环境的推动、内部能力的匹配、竞争及跨界对手的威胁等 方面进行全面研究。结合调研结果对 S 公司服务现状进行分析，发现 S 公司目前在服务 管理方面存在的问题主要包括终端客户服务质量有待提高，供应链服务考核管理不到位， 经销商服务管理考核不完善，公司客户服务保障能力建设不足。 通过对 S 公司的服务管理分析，参考企业客户服务管理的思路和实践，对 S 公司在 服务管理方面存在的问题提出改进措施：构建以客户为中心的服务评价体系，统一客户 服务要求大纲，建立客户服务质量评价；完善供应链绩效评价指标体系建设，强化供应 链绩效评价导向，完善经销商服务管理指标；推进客户服务考核管理平台信息化，加强 经销商服务管理考核（CSI 考核），加强 S 公司内部考核（经销商服务指数-DSI 考核）， 构建信息化服务质量管理反馈系统（CSI、DSI）；全面提升新时期客户服务能力建设， 树牢客户服务管理理念，规范客户服务管理制度，提升员工服务素质能力。 本文希望 S 公司通过服务管理的改进、提升，使其在行业中保持领先地位，逐步让 服务成为企业的核心竞争力之一，并保持健康、稳定和持续的增长、发展，为同为分销 体系、服务流程较长的定制产品制造企业的服务管理改进提供借鉴及启示。 关键词： 客户服务；服务管理；评价体系；考核管理；管理改进II ABSTRACT With the development of intelligent and flexible manufacturing, the degree of product homogenization is getting higher and higher. The traditional large-scale manufacturing of finishedproducts for homefurnishinghas been unableto meet thepersonalizedneeds of market customers. Customization of home furnishing products according to customer needs has become a growth point for the transformation and upgrading of home furnishing manufacturing industry. The custom home furnishing company S began to lay out the custom home cabinet category in 2003. It has grown up with the rise of the custom wave and became a member of the first line of custom home furnishing. With the economic slowdown in 2018 and 2019, industrycompetition is becoming increasinglyfierce. First-, second-, and third-tier brands have entered a stage of fierce price competition. In order to cope with the fierce market competition and price competition, combined with the characteristics of long custom home long service cycle, and many links, standardization and differentiated services from other brands have become increasingly influential in the custom industry. This article uses questionnaires and telephone calls to survey customers who purchased S company products in the past year, and customers who have paid a deposit and did not choose Scompanyproducts, andsortoutthecurrent customerconcernsandpainpointsincustomhome furnishing. What customers do not pay attention to. In order to solve the problem more accurately, this article analyzes the political and economic environment and industry environment of S Company, analyzes the company's own development process, current service management status and existing problems, from the promotion of the external environment and the matching of internal capabilities , Competition and threats from cross-border opponents. Based on the analysis of the survey results, the company's service status is analyzed, and it is found that the current problems of S company's service management mainly include the non- standard customer service evaluation system, the dealer service evaluation is not comprehensive, and the customer service assessment management is not in place. The reasons are mainly The company's management customer service awareness is weak, the company's customer service system is not perfect, and internal staff service capabilities must be improved. Through analysis of S company's service management, referring to the ideas and practices of enterprise customer service management, it proposes improvement measures to S company's problems in service management: build a customer-centric service evaluation system, unify the outline of customer service requirements, and establish Customer service quality evaluation; improve dealer service management oriented to supply chain performance, strengthen supplyIII chain performance evaluation guidance, improve dealer service quality indicators; promote the informatization of customer service assessment management platform, strengthen dealer service management assessment (CSI assessment ), Strengthen the internal assessment of the S company (dealer service index-DSI assessment), build an information service quality management feedback system (CSI, DSI); comprehensively improve the construction of customerservicecapabilitiesinthenewera,strengthencustomerservicemanagementconcepts, and standardize customer service Management system to improve the service quality of employees. This article hopes that S companywill maintain its leading position in the industrythrough the improvement and improvement of service management, and gradually make service one of the core competitiveness of the enterprise, and maintain healthy, stable and continuous growth and development, as the same distribution system 3. Service management improvement of customized product manufacturing companies with long service processes provides reference and inspiration. Keywords: customer service; service management; evaluation system; assessment management; management improvementIV 目 录 摘要...............I ABSTRACT.. II 目 录............IV 图表目录.....VII 第一章 绪论..1 1.1 研究背景............................1 1.2 研究内容与框架................2 1.2.1 研究内容......................2 1.2.2 论文框架图..................2 1.3 研究方法............................3 第二章 理论基础与文献综述.....5 2.1 理论基础............................5 2.1.1 客户价值理论.............5 2.1.2 4C 理论........................6 2.1.3 服务管理理论.............6 2.2 文献综述............................7 2.2.1 国外文献综述.............7 2.2.2 国内文献综述.............8 2.3 本章小结.......................... 11 第三章 S 公司定制家居服务管理现状及环境分析..............................12 3.1 公司概况..........................12 3.1.1 组织与人力状况.......12 3.1.2 生产与业绩状况.......12 3.2 公司客户服务流程内容..14 3.3 公司客户服务管理现状..15 3.4 公司定制家居服务宏观环境（PEST）........17 3.4.1 政治环境...................17 3.4.2 经济环境...................18 3.4.3 社会环境...................19V 3.4.4 技术环境...................19 3.5 公司定制家居服务行业环境（波特五力模型）........................20 3.5.1 行业主要竞争对手...20 3.5.2 行业潜在进入者.......22 3.5.3 购买者议价能力.......23 3.5.4 供应商议价能力.......24 3.5.5 替代品威胁...............24 3.6 本章小结..........................24 第四章 S 公司定制家居服务管理调查及问题分析..............................26 4.1 S 公司定制家居客户服务管理调查...............26 4.1.1 终端客户调查基本情况..........................26 4.1.2 供应链经销商服务调查基本情况..........27 4.2 S 公司定制家居客户服务管理存在的主要问题分析..................28 4.2.1 终端客户服务质量有待提高..................28 4.2.2 供应链服务考核管理不到位..................29 4.2.3 经销商服务管理考核不完善..................31 4.2.4 公司客户服务保障能力建设不足..........32 4.3 本章小结..........................34 第五章 S 公司定制家居服务管理改进措施...........35 5.1 推进客户服务质量规范化科学化.................35 5.1.