CUSTOMER SUPPORT AGREEMENTS (CSAs)
Over the years, Caterpillar dealers had packaged services into customer service agreements (CSAs)—flexible contracts that could include virtually any services that customers wanted and that dealers could provide. These customer services agreements could be highly customized in content, length, and cost—many involving total maintenance and repair contracts where customers outsourced the entire machine product support of all of their equipment. The agreements were sold separately from the machines at purchase and were delivered through the dealer product support organizations. CSA for larger customers had demonstrated significant benefits regarding the risks and costs of unplanned machine downtime and resulted in high levels of customer loyalty. The current degree of customization and complexity, however, limited the CSA marketability and the dealer's operational efficiency to serve the growing number of customers in the general construction market.
The smaller and simple contracts, called preventive maintenance agreements (PM CSAs), were purchased by many small customers. Preventive maintenance contracts basich.lly involved the provision of superior Caterpillar oils and filters at predetermined service intervals and were delivered through a dealer field technician who traveled to customer sites. Some technician activities, such as visual machine inspection, monitor-
ing of the condition of the machine, and feedback discussions with the customer, were not built explicitly into the contracts. They were extra services but were not neceserally
CUSTOMER SUPPORT AGREEMENTS (CSAs)
Over the years, Caterpillar dealers had packaged services into customer service agreements (CSAs)—flexible contracts that could include virtually any services that customers wanted and that dealers could provide. These customer services agreements could be highly customized in content, length, and cost—many involving total maintenance and repair contracts where customers outsourced the entire machine product support of all of their equipment. The agreements were sold separately from the machines at purchase and were delivered through the dealer product support organizations. CSA for larger customers had demonstrated significant benefits regarding the risks and costs of unplanned machine downtime and resulted in high levels of customer loyalty. The current degree of customization and complexity, however, limited the CSA marketability and the dealer's operational efficiency to serve the growing number of customers in the general construction market.
The smaller and simple contracts, called preventive maintenance agreements (PM CSAs), were purchased by many small customers. Preventive maintenance contracts basich.lly involved the provision of superior Caterpillar oils and filters at predetermined service intervals and were delivered through a dealer field technician who traveled to customer sites. Some technician activities, such as visual machine inspection, monitor-
ing of the condition of the machine, and feedback discussions with the customer, were not built explicitly into the contracts. They were extra services but were not neceserally
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