Práticas de gestão e competitividade em operações de serviço:estudo multicasos de serviços pós-venda em concessionárias de automóveis
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Tipo de produção
Dissertação
Data
2018
Autores
Marton, W. H.
Orientador
Alliprandini, Dário Henrique
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Citação
MARTON, W. H. Práticas de gestão e competitividade em operações de serviço: estudo multicasos de serviços pós-venda em concessionárias de automóveis. 2018. 108 f. Dissertação (Mestrado em Engenharia Mecânica) - Centro Universitário FEI, São Bernardo do Campo, 2018 Disponível em: . Acesso em: 27 jul. 2018.
Texto completo (DOI)
Palavras-chave
Serviços,Automóveis,Concorrência,Concessionárias de automóveis
Resumo
Diante do crescimento do setor de serviços nos últimos anos e a sua notória participação no PIB brasileiro, empresas do setor de serviços estão se tornando cada vez mais competitivas. O foco no consumidor, prover serviços com excelência e o uso de novas tecnologias podem trazer benefícios, aumentar a competitividade da empresa e até mesmo torná-la uma referência frente aos seus concorrentes. Para isso, as empresas de serviços podem estruturar suas atividades com base no modelo de estágios evolutivos de competitividade e aplicar conceitos de estratégias com o intuito de aperfeiçoar suas operações. Os serviços e manutenção dos milhões de veículos no Brasil correspondem a aproximadamente 30% das receitas das concessionárias, o que mostra a importância do estudo do setor, principalmente em um momento que essas empresas procuram melhorar suas práticas de gestão. Assim, o objetivo deste trabalho é analisar as práticas de gestão de operações de serviços de pós-venda em concessionárias de automóveis, bem como verificar o nível de evolução das operações dessas empresas pelo modelo dos estágios de
competitividade das operações de serviço. Foi realizada uma pesquisa de campo pelo método de estudo de caso em quatro concessionárias de automóveis, e com base nas evidências encontradas pode-se dizer que as principais práticas de gestão de operações das concessionárias estudadas são: atender as expectativas dos clientes; possuir um back-office que é igualmente valorizado como o front-office e desempenha um papel fundamental; entender as variações das necessidades dos clientes e propor soluções personalizadas; necessitar justificar a aquisição de uma nova tecnologia através da economia de custos e melhoria do serviço; possuir uma força de trabalho disciplinada, eficiente, que segue procedimentos; possuir gestores que estão disponíveis para os clientes e que controlam tanto o processo quanto os colaboradores; e por fim a necessidade de seguir os procedimentos estipulados pelas montadoras, indicando que elas encontram-se predominantemente no estágio 3 ou em transição do estágio 2 para o estágio 3 do modelo dos estágios da competitividade das operações de serviço.
Given the growth of the service sector in recent years and its notorious participation in the Brazilian GDP, service companies as well as industries are becoming increasingly competitive. The focus on consumer, providing services with excellence and use of new technologies, can bring benefits, increase a company's competition and even become a benchmark for its competitors. Therefore, as service companies can structure their activities based on the evolutionary stages of competitiveness model and apply strategies concepts in order to improve their operations. The services and maintenance of the millions of vehicles in Brazil correspond to approximately 30% of the revenues of the concessionaires, which shows the importance of the study of the sector, especially at a time when these companies seek to improve their management practices. Thus, the objective of this work is to analyze the practices of management of after-sales service operations in automobile dealerships, as well as to verify the level of evolution of the operations of these companies by the model of the stages of competitiveness of service operations. A field study was conducted by the case study method in four car dealerships, and based on the evidence found, it can be said that the main operations management practices of the concessionaires studied are: meet customer expectations; have a back-office that is equally valued with the front-office and plays a fundamental role; understand the variations of customer needs and propose customized solutions; need to justify the acquisition of a new technology through cost savings and service improvement; have a disciplined, efficient workforce that follows procedures; have managers who are available to customers and who control both the process and the employees; and finally the need to follow the procedures stipulated by the automakers, indicating that they are predominantly in stage 3 or in transition from stage 2 to stage 3 of the stage model of the competitiveness of service operations.
Given the growth of the service sector in recent years and its notorious participation in the Brazilian GDP, service companies as well as industries are becoming increasingly competitive. The focus on consumer, providing services with excellence and use of new technologies, can bring benefits, increase a company's competition and even become a benchmark for its competitors. Therefore, as service companies can structure their activities based on the evolutionary stages of competitiveness model and apply strategies concepts in order to improve their operations. The services and maintenance of the millions of vehicles in Brazil correspond to approximately 30% of the revenues of the concessionaires, which shows the importance of the study of the sector, especially at a time when these companies seek to improve their management practices. Thus, the objective of this work is to analyze the practices of management of after-sales service operations in automobile dealerships, as well as to verify the level of evolution of the operations of these companies by the model of the stages of competitiveness of service operations. A field study was conducted by the case study method in four car dealerships, and based on the evidence found, it can be said that the main operations management practices of the concessionaires studied are: meet customer expectations; have a back-office that is equally valued with the front-office and plays a fundamental role; understand the variations of customer needs and propose customized solutions; need to justify the acquisition of a new technology through cost savings and service improvement; have a disciplined, efficient workforce that follows procedures; have managers who are available to customers and who control both the process and the employees; and finally the need to follow the procedures stipulated by the automakers, indicating that they are predominantly in stage 3 or in transition from stage 2 to stage 3 of the stage model of the competitiveness of service operations.