As market competition in the building ceramics industry has increased in recent years, some ceramic tile brands have begun to recognize the limitations of industry cognition and have begun to transform into building consumer cognitive brands.  They will undoubtedly encounter a slew of chaotic and complex issues as they progress through this transformation process.  In order to address these issues, a comprehensive, three-dimensional, and multi-angle systemic reform is required.  The problem of after-sales service must be resolved as soon as possible, and we must not give up.

As we all know, the ceramic industry has always struggled with after-sales service.  Because ceramic tiles are a consumer-resistant product, we should give thanks to their material properties for the time being.  On the other hand, because they are a partner in the decoration industry, the after-sales problems associated with ceramic tiles are not as noticeable as they might otherwise be.  However, as market competition becomes increasingly fierce and consumption continues to evolve, the problem of ceramic tile after-sales service will become increasingly prominent.  However, at this time, businesses and dealers are divided over whether it is necessary to address this issue.

What type of enterprise or dealer is the primary provider of after-sales service?

The first step in resolving the problem is to establish who is in charge and who is on the sidelines.  Regarding the after-sales problem of ceramic tiles, the most significant disagreement between manufacturers and dealers may be over who will bear the cost of after-sales service for ceramic tiles.

Manufacturers are now also cognizant of the fact that, as consumer demands continue to improve, the position of after-sales service in future market competition is also improving at an exponential rate.  Nonetheless, for manufacturers, the cost of after-sales service in person can be borne in a specific region; however, if the scope is expanded to include the entire country of China, the cost of after-sales service will be difficult to bear.  The manufacturer can only rely on the dealer to resolve the local after-sales service issue as a result of this.  Of course, some manufacturers have already begun to participate in after-sales service, such as by establishing an after-sales service department to respond to consumers' after-sales demands and allocating resources for processing.  Of course, for the most part, manufacturers must rely on their dealers to provide after-sales support.

Because after-sales service is a difficult problem to solve, not only does the cost factor play a role, but so does the dealer's cognition and mentality as well.  Ceramic tiles have not had to worry about selling for the past 20 years, and there is no need to consider any kind of after-sales service at all.  As the adage goes, "from thrift to luxury, from luxury to thrift," it is difficult for dealers who are accustomed to living in luxury to bend down and be small when they are accustomed to living in poverty.  It also requires the polishing of the social environment.  As a group in direct contact with consumer terminals, some dealers are still stuck in the past, do not have a clear understanding of the importance of after-sales service, and simply do not recognize the positive role of service, making it impossible to pay attention to service; even though some dealers already understand the importance of after-sales service, they are still unwilling to reduce their profits to do so. 

In general, most manufacturers can only rely on their dealers to provide after-sales service.  Second tier brands can participate in this link and allocate resources to resolve it to a certain extent; the head brand can intervene in the entire process, integrate resources to resolve the problem, or be held directly responsible by the headquarters.

2.  The after-sales service is difficult, and the dealer is dissatisfied with the results.

Despite the fact that the dealer is dissatisfied with the after-sales service, the overall performance of the dealer is unsatisfactory.  Of course, some dealers believe they are in the black pot, and some pots belonging to manufacturers and third parties are detained on their own heads.  The tiling workers serve as a third party in the eyes of foshan tiles these dealers.

The majority of the current decoration workers are between the ages of 20 and 40, and they are all trainees.  They haven't had any formalized skill training.  It is possible that they will be unable to keep up with the products that are being updated at an ever-increasing rate by businesses.  Therefore, some problems in the building process will be attributed by consumers to product quality issues, resulting in the need for return and replacement. . . Dealers are understandably apprehensive about such requirements.  Then, as the contradictions and conflicts between the two sides continue to intensify, the after-sales service provided by dealers will unavoidably be criticized.  Consequently, the enterprise will reduce the cost of after-sales service through continuous education and training, as well as indicating on the package of ceramic tiles some precautions to be taken when laying the product on the ground.

Manufacturers and dealers appear to be on the same page on the surface, but disagreements between the two parties are not uncommon.  Furthermore, the greater the size of the manufacturer, the smaller the voice of its dealers.  Companies sell goods to dealers in order to earn material money.  Dealers act as the point of contact between the manufacturer and the terminal market kitchen tiles supplier, and their fundamental interests are not always aligned, and in some cases, they are even at odds with one another.

03.  After-sales service necessitates collaboration with the industry

If dealers and manufacturers want to solve the difficult problem of after-sales service from the inside of the system, it is difficult to do so whether they work alone or in collaboration with one another.  Because it is impossible to solve the problem through endogenous system reform, what about promoting system reform through the introduction of external variables? According to the author, this should be the most practical option.

It is difficult for both parties to deal with the many different types of after-sales service problems that arise, let alone the third party, consumers, who occasionally make light of the situation by cracking jokes.  Using this method, the conflict between dealers and manufacturers will be transformed into a conflict between both parties and a third party.  Even so, the dealer group can be transformed into a force capable of resolving after-sales issues for their former colleagues.