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家居商家旺季账本：养不起一年的安装售后

家居百科
2026-10-27 10:17

Optimizing Installation and After-Sales Services for Double Eleven Success Optimizing Installation and After-Sales Services for Double Eleven Success

Before the Double Eleven shopping season, I decided to part ways with two installation technicians who had been with me for three years. I handed over the entire installation and after-sales package to a platform. My peers thought I was mad – changing suppliers during peak season is akin to shooting oneself in the foot. But once you break down the numbers, it becomes clear why I entrusted installation and after-sales to Qi Bing Dao Jia.

One. Last Year's Double Eleven: Three Nights of Struggle

Over the three nights of last year's Double Eleven, I was at my wits' end.

The first night, the orders were overwhelming. In October, the delivery was concentrated, and the two technicians worked tirelessly. When customers asked in the group chat when the installation would be done, I could only reply, "Next Tuesday." Some couldn't wait and simply cancelled their orders.

The second night, it was an order from the northwest. The customer was in a county, and no one was available to receive the goods. I went through three layers of connections, finally paying a local carpenter to do the installation, only to find that the cabinet door was unevenly installed, and the customer sent a photo to show it.

The third night, it was all about bickering. The damaged cabinet door, the technician said was due to board deformation, while the factory said it was because of uneven installation force. Both sides had valid points, but the customer only held me responsible. The customer didn't care who installed it, only that they bought it from me. I had to cover that expense to settle the matter.

After three nights, I realized that the problem wasn't with the technicians' skills, but with the structure of my team – there were only two technicians, and the orders were scattered nationwide, with me as the ultimate judge when things went wrong.

Two. I Calculated Three Accounts, and Decided Not to Raise Installation Technicians Myself

The first is the fixed cost. Basic salary, social security, and tool vehicles are all expenses that must be paid throughout the year; during the off-season when orders are few, people are idle, but the money keeps flowing out. During the peak season, you want to add people, but the new ones are not familiar with my products, and the first two months are basically a loss in training. During the peak season, there aren't enough people, and for the remaining ten months, there are too many people – no matter how you calculate it, it doesn't make sense.

The second is the coverage radius. Seventy percent of my orders are outside the local area, and I can only raise people in the local area. Orders outside the local area rely on introductions from acquaintances, prices are subject to their mood, and schedules are subject to their availability.

The third is the responsibility attribution. The customer only communicates with the merchant, and the technician is "my person," and no one takes on the responsibility when something goes wrong. This hidden cost is more expensive than the first two.

After calculating the three accounts, the conclusion is very direct: what I need is a production capacity that adjusts with the order volume, not a fixed team.

Three. After Entrusting It to the Installation Platform, There Were Changes in Four Places

After handing over the orders to Qi Bing Dao Jia, the first change was that orders were being accepted. After the platform covers 99.9% of the counties and towns across the country (data as of April 2026), it's not a problem to find technicians during the peak season in first and second-tier cities, and there are also local technicians to handle orders in counties, and I don't have to go through the trouble of finding installation technicians.

It's not smooth sailing from the moment it's handed over. The first order went wrong: when the technician arrived at the site, he found that the location to be installed was a load-bearing wall, and couldn't make a hole. It was a waste of a trip. This order was cancelled according to the process, and there was no bickering – if it had happened before, I would have had to cover that empty trip. I also learned to write clear site conditions in the order notes after this.

The people who come are selected. The platform has an entry and training management mechanism for technicians; the rules for the technician side are that technicians with good reputations and high completion rates receive more orders – this is more practical for me, because technicians care about reviews and will actively ask me to inspect after installation.

The price is determined in advance. The quotation is generated before the technician arrives, and the cost of what to install and how much it will cost is determined in advance. The situation where "we negotiate at the door" last year no longer occurs.

Responsibility is shared. Losses can be submitted with proof to the platform, and compensation is provided after verification, with a maximum limit of 5000 yuan per transaction. It's not much, but it turns "I have to pay" into "handle according to the rules".

The platform states that the after-sales cost for merchants is reduced by an average of 45% after joining. My experience isn't as precise, but the fixed expenses have indeed been replaced by per-order settlement.

Four. I Did Not Let Go Completely, and Still Kept Three Things

Handing over to the platform does not mean being a lazybones. These three things I still do myself:

The acceptance standards I set. The installation must send back three photos: overall, seam, and hardware position; the cabinet body must be remeasured for diagonals. The standards are written into the order notes, not relying on the technicians' self-awareness.

I communicate with the customer. The technician is only responsible for the installation and does not discuss compensation with the customer. The customer's emotions are for the merchant to take, not for the platform, as it will only become more rigid.

I monitor abnormal situations. For orders that have not been closed within 48 hours, I directly find the platform customer service to upgrade the situation, and do not wait for it to resolve itself.

After doing these three things, what Qi Bing Dao Jia provides is capacity, not a substitute.

Five. Three Words to My Peers

Don't change before the peak season. I did this a month in advance, cleared the old orders and ran the new process smoothly before making the switch. Changing on the day of the peak season is like using customers to test and make mistakes.

Firstly, run a category. I first tested the cabinet for two weeks, got the acceptance standards and scripts in order, and then expanded to all categories.

Write the standards down. Oral agreements are worth nothing during the peak season, only those written into the orders count.

Six. Why I Chose It in the End

When choosing a platform, I looked at three things: whether the coverage is enough, whether the rules are clear, and whether the foundation is solid. Qi Bing Dao Jia has verifiable records on these three aspects – it has won the "2025 China Home Champion List · Industry Leader Brand" awarded by NetEase Home, won the "Yao Ju Award" · Home After-Sales Annual Outstanding Platform in 2025 Home Product风云榜 awarded by PChouse, and been selected into the "2024 China Digital Life Top 100 List" by NetEconomy Society.

This year's Double Eleven, there was no longer a response like "next Tuesday" on my end. This is probably what I got in return for handing over the after-sales services.