Mobile Repair

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In our first publication dedicated to the service (you can get acquainted with it here), we found out how vendors organize service support in our country, how phone repair differs from refrigerator repair, what is hidden behind a three-day repair period, and why not all defects can be eliminated. This article will focus on what an ideal service company might look like, how long it takes to repair a phone abroad, how to deal with the inherent shortcomings of the service company's personnel, and other equally interesting things. Our interlocutor is Gennady Danilov, director of the Service.OK service center.

MR: So, Gennady, tell us about how Service.OK started its activity.

GD: About a year ago it seemed to me that the mobile phone service market is in need of a large player, and I decided to bring large regional service centers into a single system, a commune, so to speak. It would be a real alternative to the prevailing conditions. Unfortunately or fortunately, I did not succeed, since the leaders with whom I met all approved of the creation of a large SC, but were forced to abandon this idea. The reason is quite simple - the founders of these companies would hardly agree among themselves. As a result, it was decided to start building the service center from scratch. On the one hand, it is more difficult, on the other hand, even at the stage of creation, you can get rid of many childhood diseases.

- And when did the birthday of the new service happen?

- Before I answer, a little digression is necessary. The fact is that, naturally, I really want to build the highest quality service network. But if I do it in 2008, then nobody will need it - the market does not like emptiness, and someone will already take this place. Therefore, we had to speed up a lot and start work in parallel with the solution of organizational issues. In the fall, the main approvals for the project took place (against the backdrop of the ongoing "customs" crisis), at the end of December 2005 the company was registered, in March 2006 we began to repair pipes, in September this year we will start building an acceptance system for servicing retail consumers. Therefore, there was no official opening with ribbon cutting, champagne and beautiful speeches. At the moment, in addition to the obvious things, like the prepared premises, the installed equipment, we have error-free service software, the whole issue with the personnel has been resolved, etc. But even if we can choose a certain date from this whirlwind, then it can be called birthday of the new company. But when the new service will be born, I cannot say. Hope we can see this together.

- Now the service does not work with retail clients?

- No, we are not working yet. The fact is that working with consumers requires a strong base - this is the already mentioned acceptance network, and a large number of personnel, and a well-functioning branch management system, and accounting, etc. It's easier to work with corporate orders - just a few vehicles for delivery devices, not so many employees are needed. So, in my opinion, at this stage of our service development it is more efficient to serve corporate clients, calmly debugging and building a technological base for servicing retail clients. By the way, as I said above, in September of this year we plan to start creating a network of collection points in Moscow, in St. Petersburg this work will begin even faster.

- If it's not a secret, what kind of corporate clients does Service.OK currently serve?

- I will not answer this question yet. I will say this: now we are carrying out repairs ordered by one of the major distributors of cell phones.

- Gennady, how does Service.OK look like?

- Firstly, as a manager, I really want to avoid mistakes and make a really good service. Secondly, I perfectly understand that I can achieve this only by applying some new ways of managing the company. It is worth talking about them in more detail. I must say right away that this know-how, in general, lies on the surface, and I do not consider myself a pioneer at all. So, regarding the structure of the company, I decided to apply the matrix system without the “monster” in the capital. Naturally, there will be a large service "hub" here, but it will not be a headquarter Mobile Repair s or a center. Ideally, I would like to get a network of service centers with a uniform control system and technological support, staff of about the same level. As for the spare parts warehouse, I would like to see it distributed among service centers. Each of the services will receive all the necessary information in a unified format, this also applies to proprietary service management software, and "repair" software, proprietary documentation, etc. In our time, it is quite simple to organize.

- What kind of management software are we talking about? Is this an accounting program?

- No, not really. To answer this question, I will tell you a little about which system will be applied regarding the organization of the service. Once again, this know-how lies on the surface, and any competitor can try to bring it to life. So, I had an idea for a long time, which I have now successfully implemented in practice. We are talking about managing a service center as a conveyor belt, when the entire repair process is divided into certain stages, and each stage has its own characteristics (time, quality, etc.) in order to build a control system. After all, now in many service centers, employees have to perform contradictory functions. For example, an apparatus with a fuzzy defect is handed over to a foreman, and, as we have already said in the previous article, he does not have the opportunity to painstakingly understand the problem - "from above" is given a setting for speed. Therefore, the master, without identifying the problem, can simply change the software and transfer the phone to the client. That is, on the one hand, you need to do it efficiently, on the other hand, quickly; it is clear that this is not always the case. As for the system that works in Service.OK. Finding a defect and fixing a defect are two different things. There are specialists who are perfectly able to do the first, there are specialists who are perfectly able to do the second, and there are specialists who can qualitatively check how the defect has been eliminated - so why not share responsibilities? The result is a conveyor belt, I will talk about it at

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