中国质量新闻网讯（记者 庞鹤） "第十二届全国售后服务大会"于2025年12月19日在北京举行。恒洁卫 浴集团有限公司客服中心运营总监饶铁山出席并演讲。 谈及服务标准，饶铁山强调要让"放心"成为可标准化的产品。他说："恒洁率先在行业内制定统一的安 维收费标准；恒洁实施全国联保，超长质保，在卫浴行业率先提出智能坐便器整机6年质保、 R9产品8 年质保的超长服务承诺。另外，恒洁实现线上、线下服务标准统一。" ...

专题：第十二届全国售后服务大会暨标准宣贯活动 "第十二届全国售后服务大会"于2025年12月19日在北京举行。恒洁卫浴集团有限公司客服中心运营总监 饶铁山出席并演讲。 谈及服务标准，饶铁山强调要让"放心"成为可标准化的产品。首先，恒洁率先在行业内制定统一的安维 收费标准。第二，实施全国联保，超长质保。恒洁是卫浴行业首家提出智能坐便器整机6年质保、 R9产 品8年质保的超长服务承诺。第三，全渠道服务统一。服务实现线上、线下服务标准统一。 责任编辑：梁斌 SF055 专题：第十二届全国售后服务大会暨标准宣贯活动 谈及服务标准，饶铁山强调要让"放心"成为可标准化的产品。首先，恒洁率先在行业内制定统一的安维 收费标准。第二，实施全国联保，超长质保。恒洁是卫浴行业首家提出智能坐便器整机6年质保、 R9产 品8年质保的超长服务承诺。第三，全渠道服务统一。服务实现线上、线下服务标准统一。 责任编辑：梁斌 SF055 "第十二届全国售后服务大会"于2025年12月19日在北京举行。恒洁卫浴集团有限公司客服中心运营总监 饶铁山出席并演讲。 ...

在数字化浪潮的推动下，市场环境正经历根本性变革。多元化网络丰富了消费者获取信息的途径，一定 程度上消解了信息壁垒，促使大众在购买决策中的主导地位持续加强。 当前，家居市场已进入存量时代，消费者的信息获取渠道和购买决策过程变得更为复杂。近年来，地产 下行对家居产业造成巨大冲击。在市场体感普遍较冷的背景下，家居服务行业仍保持逆势增长。今年年 初，欧睿国际发布行业市场地位声明称，以2024gmv计，万师傅系互联网家居安装维修平台全国规模与 市场占有率双第一。与此同时，今年11月，万师傅于12周年前夕迎来订单量第二次破亿。 值此时机，我们特邀万师傅创始人CEO田晓正先生进行专访，探寻行业发展的确定性机遇。 Q：历经12年发展，您认为万师傅目前处于怎样的成长阶段？ 田晓正：我认为还处于成长期，万师傅仍是很年轻的公司，还有很大的进步空间。 Q：近年来，互联网家居服务赛道上百花齐放，同类平台层出不穷，您认为万师傅的优势是什么？ 一个企业的成长不能脱离整个行业的发展阶段来看。我们所处的家居服务行业，整体上依旧是较为混 乱、无序、缺乏标准的状态。大量服务需求与分散服务供给之间缺乏高效匹配的桥梁，服务质量参差不 齐、价格不透明、 ...

《中国民航报》、中国民航网 记者徐业刚 通讯员许嘉薇 报道：为深入践行"人民航空为人民"理念，检 验贵宾服务标准化成果，浙江省空港贵宾服务有限公司12月18日成功举办首届"禧悦杯"服务技能大赛。 来自杭州、宁波、温州三地各服务单位及协作外包单位组成的7支精英队伍同台竞技，以赛促进，以比 促学，充分展现了新时代民航贵宾服务人员的精湛技艺与职业风采。 作为深化"禧悦"服务品牌建设、夯实人才队伍根基的重要载体，大赛以"以赛促学强技能，以赛促练提 服务"为宗旨，在破解服务竞赛量化难、呈现难、应用难的痛点上，通过别具创新的赛事编排，实现了 三方面的突破性尝试。一是设置仪容仪表、业务实操、应急处置、语言应用等多要素多维度的核心竞赛 模块，充分以实战化场景考核，全面检验选手专业素养；二是赛题框架提前一月公布、选手名单赛前一 周随机产生、赛题细节比赛当日抽取，以此方式促使参赛单位全员备赛，充分达到以赛促练的目的；三 是赛后各单位按照"深复盘、找差距、强短板，对标杆"的脉络，将比赛成果延伸运用，搭建起全员技能 交流、经验共享的优质平台。 选手进行水果拼盘比赛 赛场上，选手们在各模块中展现出扎实的业务功底、高效的应急能力与卓越的 ...

Core Insights - The rise of "outsourced children" services reflects the emotional needs of elderly individuals living alone in an increasingly aging society in China [1] - The demand for home care services is growing due to the increasing number of elderly individuals, with 14.2% of seniors living alone and a significant shortage of professional caregivers [2][3] - The establishment of a standardized system for home care services is crucial for improving service quality and meeting the needs of the elderly [4][5] Group 1: Industry Challenges - The demand for elderly caregivers in China has reached 6 million, while only about 500,000 are currently available, leading to a significant gap in service provision [2] - Many elderly individuals face difficulties in accessing services due to limited digital skills and a fragmented market, which complicates the process of obtaining care [2][3] - The lack of a unified standard for service content and personnel qualifications results in unclear service boundaries and responsibilities, leading to inconsistent service quality [3][4] Group 2: Standardization and Quality Assurance - The absence of mandatory national standards for home care services has led to the gradual inclusion of relevant requirements in various standard systems, such as the "Basic Norms for Home Care Services" implemented in 2023 [4] - The China Quality Certification Center (CQC) has developed an evaluation system for home care services based on four core dimensions: basic assurance capabilities, service process standardization, professional service capabilities, and user satisfaction [5][6] - Companies like Ping An have successfully implemented these standards, achieving a five-star rating for their home care services, highlighting the importance of resource coordination and professional qualifications [6][7] Group 3: Service Innovations - Ping An's home care service integrates smart technology and professional care, providing a comprehensive solution that includes insurance and personalized care plans [7] - The service has expanded to cover 100 cities, with nearly 240,000 clients receiving home care services, demonstrating significant market penetration [7] - Future service models are expected to shift from standardized offerings to personalized solutions tailored to individual health conditions and preferences, enhancing the overall care experience for the elderly [7]

Core Viewpoint - The article emphasizes the importance of quality as the foundation for high-quality development and the enhancement of people's well-being, highlighting the initiatives taken by Jinan Energy Group during the "Quality Month" activities to promote quality improvement and public service [1][15][17] Group 1: Quality Initiatives - Jinan Energy Group's "Energy Steward" service has been approved as a national standardization pilot, becoming one of three public utility sector pilots in the country for the year 2024 [5] - The group has developed 260 service standards and established a five-in-one standardized service model, enhancing service efficiency and customer experience [5][7] - The "Energy Steward" service model has gained recognition as a provincial benchmark, showcasing its effectiveness in improving public service quality [3][15] Group 2: Service Enhancements - The group has implemented various standardized service measures, including a one-stop service for gas and heating applications, 26 shared service halls, and a 24-hour service center [7][10] - A dedicated service hotline "96969" has been established, integrating with emergency services for real-time support [7] - Over 1,200 energy stewards are actively engaging with communities, addressing customer needs, and providing timely responses to service requests [7][12] Group 3: Community Engagement - During the "Quality Month," the group conducted community outreach activities, visiting over 1,800 households and resolving more than 1,700 heating and gas issues [16] - The group has collected 223 suggestions from residents and distributed 18,000 informational materials related to heating and gas services [16] - Social supervision activities were organized to gather feedback from community service supervisors, leading to the establishment of a problem rectification ledger [16] Group 4: Quality Recognition - The "Energy Steward" service has received multiple honors, including "Good Product Shandong" and "泉城好品," reflecting its commitment to high-quality service [8][15] - The group's focus on quality management and standardization has positioned it as a quality benchmark in the gas and heating industry [16][17] - The initiatives taken by Jinan Energy Group demonstrate its role in contributing to the national "Quality Strong Country" strategy and enhancing the quality of life for residents [17]

Core Insights - Chinese home appliance brands have historically focused on performance growth and factory production in overseas markets, neglecting service system development, leading to a perception of a service void in these markets [1] - Haier Smart Home is breaking this perception by achieving the highest user satisfaction on Vietnam's largest appliance retail platform DMX by July 2025, through digital service models and optimized dispatch systems [3] Group 1: Service Efficiency Improvements - Haier Smart Home is addressing slow service times in Vietnam by implementing digital collaboration to enhance service efficiency, achieving nearly a 20% improvement in service timeliness through pilot projects and system integration with DMX [3] - The company has initiated a direct dispatch model for service orders, achieving a 98% direct dispatch rate, with plans to expand this model to third-party networks and other regional countries [3] Group 2: Enhanced User Experience - The introduction of the "5S" service standard across five Southeast Asian countries has improved user satisfaction, with over 40,000 users benefiting and a 70% improvement in user reputation [4] - In the first half of the year, despite market pressures, Haier Smart Home experienced an 18.29% growth in the Southeast Asian market, maintaining its position as the top player in the white goods sector, particularly in Vietnam [4] - The company's experience indicates a shift in overseas market competition from sales to service, suggesting that a digital and localized service system may become a new pillar for brand premiumization [4]

Core Insights - The "accompanying economy" addresses the gap in life needs caused by changes in family structure and social dynamics, providing market-driven solutions for companionship services [1][3] Group 1: Market Dynamics - Various companionship services, such as medical accompaniment and urban photography, are becoming increasingly common, offering direct and efficient access to companionship while alleviating the psychological burden of owing favors [1] - The rise of the "accompanying economy" is rooted in social changes, including increased mobility and a focus on emotional value among new consumers who are willing to pay for customized and professional companionship experiences [1][3] Group 2: Service Standards and Quality - The initial phase of the "accompanying economy" may slow market expansion due to the need for standardization, which is essential for long-term development [2] - Organizations are beginning to establish service standards and protocols, such as the "Elderly Accompaniment Service Standards" released by the China Social Welfare and Elderly Service Association, which outlines service processes and complaint mechanisms [2] Group 3: Future Market Potential - The "accompanying economy" is expected to play a crucial role as family sizes shrink and the aging population increases, with a projected market size of 50 billion yuan by 2025 [3] - The growth of this sector reflects a higher pursuit of quality of life and the adaptability of social services to new changes, emphasizing the importance of investing in human connections and leveraging technology [3]

Industry Overview - The automotive service industry in China, driven by over 359 million vehicles, is undergoing a significant transformation, with the market expected to reach 1.9 trillion yuan by 2025 and 2.2 trillion yuan by 2030 [1] - The industry is characterized by a fragmented competitive landscape, comprising 4S dealerships, large chain platforms, regional chains, and numerous independent repair shops [1] Market Dynamics - The automotive after-market is currently in a deep adjustment phase, with a reported 5% decline in cumulative output value and a 4% decrease in service visits in the first half of 2025 [3] - Despite the overall market contraction, leading companies like Tuhu Car Maintenance have reported positive financial results, with a 10.5% year-on-year increase in revenue to 7.88 billion yuan and a 14.6% rise in adjusted net profit to 410 million yuan [3][4] Company Performance - Tuhu Car Maintenance's stock price surged by 11.44% following the release of its strong financial results, highlighting the impact of its sustained investment in technology and operational efficiency [5] - As of June 30, 2025, Tuhu has expanded its service network to 7,205 locations, a 14.2% increase year-on-year, with a significant focus on lower-tier cities [6] Strategic Initiatives - Tuhu has implemented various support measures for franchise stores, enhancing their operational vitality and achieving over 90% profitability among stores operating for more than six months [6] - The company employs a dual-track strategy, collaborating with both international brands and domestic manufacturers to cater to diverse consumer needs [7] Growth Areas - The fast repair segment has seen over 60% revenue growth, driven by increasing demand as vehicle ages rise [7] - Tuhu's new energy vehicle (NEV) segment has also experienced substantial growth, with NEV transaction users increasing by 83.5% year-on-year [8] Technological Advancements - Tuhu has integrated AI technology across its operations, enhancing service quality and operational efficiency, with a focus on data-driven decision-making [12][13] - The company has developed a comprehensive automotive parts database with a 99.99% accuracy rate, significantly improving inventory management and service delivery [12][14] Customer Experience - Tuhu's commitment to high service standards is reflected in the implementation of over 1,700 service SOPs and the use of AI for quality control, resulting in high customer satisfaction rates [11][14] - The company boasts a user base of 150 million registered users, with a 95% satisfaction rate and a 64% repurchase rate, reinforcing its market position [14][15]

Core Viewpoint - The article emphasizes the importance of adhering to Standard Operating Procedures (SOP) in the airline industry to ensure consistent and fair service delivery, rather than relying on subjective interpretations of service quality [13][18][25]. Group 1: Service Quality Perception - Service quality in the airline industry is highly subjective, with passengers' experiences varying widely based on personal expectations and interactions [2][3]. - The perception of service can be influenced by the behavior of flight attendants, where some may strictly follow SOPs while others may attempt to provide overly personalized service, leading to mixed results [6][7]. Group 2: Importance of SOP - SOPs are designed to ensure fairness, safety, and order within the airline service framework, outlining what must be done, what is optional, and what should not be exceeded [13][14]. - Airlines should uniformly apply SOPs to avoid confusion among passengers regarding service standards, ensuring that all passengers receive the same level of service based on their ticket class [15][16]. Group 3: Consequences of Deviating from SOP - Deviating from established procedures can lead to operational chaos and dissatisfaction among passengers, as seen in examples where flight attendants' attempts to provide extra care resulted in complaints [8][10][20]. - The article warns against the pitfalls of emotional decision-making in service delivery, which can create unrealistic expectations among passengers and lead to perceptions of unequal treatment [19][22][29]. Group 4: Professionalism in Service - True professionalism in the airline industry involves executing tasks within the framework of established rules, ensuring that passengers understand that their treatment is based on clear policies rather than individual whims [28][30]. - The article advocates for maintaining standards and clarity in service delivery to prevent future complications for airline staff and to uphold trust with passengers [24][26].