This paper aimed at constructing a structure for strategic themes in after-sales services of a manufacturing technology center. After-sales service operations and strategy are reviewed and the research methodology, and the findings of a case study in an industrial electronic equipment manufacturer were presented. The method included team work that together with experts developed a structure composed of four strategic themes and twenty-three after sale competitive factors. The structure was tested by a questionnaire administered to operations managers of the company. The company's importance and performance in terms of competition structure were investigated. It was found that the repair of parts on the bench or in the shop has more performance than importance, and it is overvalued by the company's management. It was also found that accelerated tests, design and warranty reliability, and employment of information systems in new business prospecting and customer relationship are undervalued and should receive more financial support with a reformulation of after-sales service strategy. Other factors seemed to be balanced: the results of evaluated performance were similar to those of the attributed importance. Further research will address the company's retailers that adopt after sale strategies.
After-sales services; Performance assessment; After-sales strategy
