1. Self-operated business: a back-end high-level repair team was set up and many business can be operated by our own, such as mainboard repair, three-in-one assembly repair ,DOA refurbishment and so on. Meanwhile the total expenses were controlled strictly, which can be shown by the decrease of overall after-sales costs from 3% to 2.4% with 20% drop in a year, and the reduction of TAT from 7 working days to 5.2. Optimization of service centers: customer re-call system and SOP operating standards were re-established. Based on future sales planning and current sales data, 500 service centers were optimized to 300. Overall control of service teams, service providers were enhanced, in order to improve more in service level, operating quality and customer satisfaction.3 Resource Introduction: after-sales cooperation business of Imars was successfully introduced and increased revenue of 500,000 for Coolpad India. 4. Quality improvement: after-sales operation data was reviewed and analyzed on monthly basis, and regularly analysis the indicators such as quality, spare parts, operation cost ,CRM, process etc. I also assisted the quality team of HQ to track the quality performance of sold products and offered valuable suggestions about marketing and products ,and improved the quality of products with them together。 5. Expenses liquidation : By virtue of my excellent business negotiation skills and resource integration ability, I successfully handled with nearly 600,000 yuan idle stock cost and labor cost of service provider which left over by history, optimized warehouse space, and created a win-win situation, which was praised by the CEO.

1.Organization building:1.1.After-sales service center: I succeeded in the team establishment and 6 service functional modules building, including domestic repair, spare parts support, technology support, system development& management, overseas service management and customer service support. And I made more than 8 after-sales policies, regulations and procedures. 1.2.Overseas service: I established overseas service centers in Poland, Russia and Nigeria by authorizing third-party service providers within one year, which was much helpful for overseas sales of products and greatly boosted the company's influence in overseas markets.2.Intelligence upgrade: I led the redesign of the after-sales section of the company's official website, led the development of after-sales service APP, mobile phone simple upgrade tool and after-sales service management system. These efforts made after-sales service system of our company became more intelligent, convenient, visual and efficient, and ensured it able to provide mobile, fast, convenient and high-quality service for customers whatever inbound or outbound

1.Service system: according to the company's overseas service strategy, I led the establishment of mobile phone after-sales service system in Indonesia ,in the case of everything was started in this market of our business.2.Business planning:2.1.Market development : I independently selected and built up the 6 LAVA exclusive service centers, and selected Unicom, which has 38 service centers in Indonesia to be our service provider.2.2.Quality management: I tracked the performance of products quality after it was launched, provided various quality analysis reports and corresponding support and cooperation.2.3.Operating performance: I led the after-sales operating into the right track gradually, the repair business volume in Indonesia has been increased from 0 to 3000-4000 units per month , with annual after sales cost rate controlled at 3% and below. After-sales spare parts turnover rate and planning accuracy improved greatly. Inventory accuracy always above 98%, customer satisfaction always above 90%, DOA refurbishment timeliness controlled within 2 weeks3.Management system:3.1.Organizational system: I set up after-sales service headquarters, spare parts warehouse and call center in Jakarta, Indonesia, and creatively cooperated with local logistics Bex express to complete the layout of quick repair business in combination with the call center, so that end-users can enjoy efficient and fast after-sales service of mobile phone at home.3.2.Information system: I led in promoting the launch and operating of the after-sales service management system in Indonesia, which became the model of LCS launch firstly in overseas countries in our company, 4.Service evaluation: according to the service quality evaluation requirements of the headquarters, I set the service quality evaluation indexes for our exclusive service centers and third-party service providers, such as accuracy of job sheets, rate of TAT achievement, rate of repeated repair, etc.

1.Department construction: based on the strategic objectives of the group, I established the functional structure of the after-sales department and the teams from nothing and made department's strategic plan, domestic and overseas service policies and the after-sales systems& procedures. The implementation of the strategies by stages, to ensure the success of the management objectives and business objectives. 2.Customer service:2.1.Service response: I integrated the resources of various departments, quickly and efficiently responded to the requirements and problems of 10 core enterprise customers (Indian MMX/LAVA/Kabornn, Vietnam M1, Russia FLY, etc.) and other customers and promoted the improvement of product quality and R&D ability. And the complaint resolution timeliness was improved by 30%.2.2.Crisis management: I have been to Vietnam and India to deal with product quality problems. By virtue of my excellent crisis handling ability, I dealt with all customer complaints successfully and won high recognition from the senior leaders of customers, which laid a foundation for the company's following cooperation and upgrading.3.Material management: I Introduced scientific material management mode. The preparation and delivery of spare parts are all based on the sales agreement or PO and the product failure model, etc. and customers can be notified timely for the last time buy of spare parts of EOL products. The spare parts input cost was decreased by 20% in 2 years.4.Management optimization: I focused on reviewing the after-sales terms in the sales agreement according to avoiding futures service disputes and low-cost operating principle, and signed the service guarantee agreement with the suppliers for the purchased products. I arranged tasks reasonably, paid attention to the assessment, incentive, training ,ability promotion of team ,and created a positive team atmosphere.

1.Channel operation: in 2010, I was sent to London ,UK to carried out the certification and introduction of 4 after-sales service providers (Anovo, SBE, UTL, Regenersis) of ZTE in UK. and was responsible for the operation and management of the four service providers.2.Inventory control: I supervised 5 countries’ after-sales spare parts works at the same time, that is, Britain, France, German, Ireland and Serbia. The turnover days of spare parts were reduced to 40-50 days, the inventory accuracy rate was increased to 98%, and the inventory status always kept above a safety level.3.Cost control: I reduced the overall after-sales operation cost to less than 1.7%, by optimizing the input of spare parts, improving the repair quality, reducing the labor cost, controlling operators’ handling fee and other major measures, which is 0.3% lower than the standard requirements of the headquarters.4.Quality tracking: I wrote the market quality analysis report of new and old products on a weekly and monthly basis, and assisted them to solve the quality problem which happened in UK. The end-user satisfaction in the UK was kept at over 95% during my service.5.Service provider management:5.1.After-sales supervision: I supervised the repair status of each service provider according to the KPI requirements of HQ, mainly including: TAT achievement rate, open job sheet, repeated repair rate, etc. The achievement rate of the main KPI “TAT” was finally increased to over 95%, the return rate decreased year-on-year.5.2.Technical promotion: I deeply explored the business requirements of operators or service providers, provided service improvement and technical support in the first time, promoted various after-sales tools independently, such as the job sheets collection system, one-click upgrade tool, NFF detection tool, etc. The local after-sales modern intelligent management level was greatly improved.

1.Warehouse management: I was promoted to the warehouse supervisor in 2007, began to be responsible for the warehouse management planning and supervision of stock in & out, etc. of the handset warehouse of ZTE mobile phone, including the handset stock in ,stock out , storage, inspection, stocktaking, accounts reconciliation, etc. the accuracy rate of the accounting was rapidly improved to more than 99%.2.Job highlights: I rewrote and updated the warehouse management rules and operation procedures, which were applied in the company and won widespread high praise