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THE DIFFERENCE IS IN THE SERVICE

Kyocera Mita’s comprehensive and forward-looking service strategy has made us big in EMEA. In parallel to the establishment of EMEA key accounts, our comprehensive service philosophy and its high standards are harmonised and implemented in all 14 countries where Kyocera Mita has subsidiaries, plus the countries where Kyocera Mita does business through select distributors. All of the 14 responsible European service managers at Kyocera Mita have implemented an aligned service structure in their respective territories. The basic structure consists of three components:

  • Technical product support for Kyocera Mita products and solutions
  • Customer support, covering both dealers and end-users
  • Service planning, including service organisation and all other back office tasks

 

ORGANISATIONAL ADAPTATION AND DEMANDS
The offering of different products and platforms requested for a tender business require continuous organisational adaptation of the service divisions. Additional demands stem from continuous product improvements and new developments.

There is a special service programme covering large international customers, organised by the Kyocera Mita service department in close collaboration with the EMEA Key Account Team. A good example is an international insurance company with its headquarters in Germany, which required a unique product range combined with the assurance of global service availability in over 60 countries. Kyocera Mita succeeded in acquiring this tender business and was awarded the contract. Kyocera Mita is now responsible for organising the service roll-out in all those countries, beginning with the delivery of the equipment, its installation and initial operation, and provide ongoing after-sales support.

Of course, the international tender business can only succeed if a reliable service organisation is available across EMEA and beyond. In this regard, service plays an equally important role to our distribution. The importance of service in the decision-making process at large corporations is often proportionally greater than that of the product and its commercial features.

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