基于等待容忍度的银行动态排队服务系统

发布时间：2018-01-15 04:08

本文关键词：基于等待容忍度的银行动态排队服务系统　出处：《陕西师范大学》2012年硕士论文　论文类型：学位论文

【摘要】：银行营业厅排队是一个常见而又棘手的问题,对于银行客户而言,排队等待早已成为接受银行服务过程中无法回避的、特有的一种经济现象。因为等待是在浪费顾客的时间资产,所以几乎没有顾客愿意将大量的时间都耗费在排队等待上根据有关银行满意度的调查统计结果显示,顾客最不满意的问题就是排队等待时间过长。随着中国加入WTO,银行业之间的竞争十分激烈,服务也已日益成为赢得消费者满意的重要筹码。对银行排队服务系统进行有效的运营管理,主要是基于对银行服务质量、服务流程和服务水平等重要环节的多重提高与改善,从而直接缩短顾客等待的时间。一定程度上,“排队管理”成为银行获取消费者满意、增加竞争优势的营销措施。要从根本上解决银行排队问题必须从顾客、银行和员工三方面综合考虑加以系统实施。针对营业厅排队等待现象,银行一般通过传统的运营管理方法加以控制和解决,而很少从顾客心理认知的角度出发,寻求行之有效的解决途径。通过传统运营管理手段解决营业厅排队问题的,也尚未将顾客所能容忍的等待时间纳入排队服务系统的指标体系。等待时间有两个维度,即实际等待的时间和感知等待的时间。研究表明要避免顾客产生不满意的感知与评价,最直接办法就是缩短顾客实际的等候时间。等待容忍度包含渴望等待时间和适当等待时间两个边界范围,适当等待时间是顾客所能接受的等待时间底线。事实上,除了通过运筹理论来缩短顾客实际等待时间,采用心理认知的管理方法可以有效缩短顾客等待的知觉时间,重视顾客在排队等待时的一系列心理反应,进而采取相应的服务措施是对于运筹管理方法的有效补充。通过二者的相互配合可以实现让顾客愉悦舒适地接受排队等待的目的。从银行运营管理的角度看,银行为减少排队服务系统中拥挤现象,就要调整服务设备的数量,但是增加服务设备又会引起投资的增加,还可能发生设备的空闲和浪费；减少服务设备又可能会加剧客户的排队现象,对银行客户和社会带来不利的影响。因此,在二者之间谋求平衡,提高银行服务系统的效率,提高银行服务水平和顾客满意度是服务营销管理中的重要课题。对于银行服务系统的成本与收益而言,意义重大。从顾客的角度看,银行只有充分了解顾客的心理诉求,才能真正做到有的放矢。因为采用心理认知的管理理论主要基于：顾客主要是通过其自身的认知来判断银行服务满意度的高低。换言之,不管实际排队等待时间有多长,只要顾客认为可以接受,就不会对银行产生消极评价。因此,分析顾客在排队等待过程中的心理,采取一定的营销手段可以增加顾客满意度。同时我们也可以注意到,相比传统的运营管理,心理认知的管理方法成本低廉,容易实施且效果较好。本文利用运筹理论和心理认知管理方法研究银行营业厅的排队服务系统。通过网上和网下的调研,利用相关数据进行统计检验,由于顾客到达率(λ)服从泊松分布,服务时间(T)服从负指数分布,进而可以建立M/M/C单队多服务台模型。在满足顾客适当等待时间范围内,寻求最少的窗口设置,实现银行动态的最优运营管理,同时应用心理认知的管理方法缩短顾客感知的等待时间,二者相得益彰提高银行的服务水平和效率,增加顾客满意度,通过实例为银行的管理者针对营业厅排队现象提供解决问题的思路和方法。
[Abstract]:The queuing of bank business offices is a common and intractable problem . For bank customers , queuing is waiting long to be a unique economic phenomenon that cannot be avoided in the course of accepting banking services . Since waiting is a waste of customer ' s time assets , there is almost no customer willing to spend a lot of time waiting in line for the investigation statistics on bank satisfaction . The problem that customers are least satisfied is that the queue waiting time is too long . With China ' s entry into WTO , the competition between banks is very fierce , and the service has become an important chip to win consumers ' satisfaction . There are two dimensions of waiting time , namely the time of actual waiting and the time to wait . The research shows that to avoid the customer ' s dissatisfaction perception and evaluation , the most direct way is to shorten the customer ' s actual waiting time . From the point of view of bank operation and management , the bank needs to adjust the quantity of the service equipment in order to reduce the congestion in the queuing service system . However , it is also possible to increase the investment and the idle and waste of the equipment . Therefore , it is important to seek a balance between the two , improve the efficiency of the banking service system , improve the service level of the bank and customer satisfaction , and is an important issue in the service marketing management . From the point of view of customer , the bank can only fully understand the customer ' s psychological demands , so that it can really do it . In other words , regardless of the actual queuing waiting time , the customer ' s satisfaction can be increased . In other words , the customer ' s psychology in the waiting process is analyzed , and the customer satisfaction can be increased . At the same time , we can also notice that the management method of psychological cognition is low in cost , easy to implement and good in effect compared with the traditional operation management . This paper studies the queuing service system of the bank ' s business hall by means of the theory of operation and the method of psychological cognition management . According to the research on the network and the network , the service time ( T ) is subject to the distribution of Poisson distribution , the service time ( T ) is subject to the negative exponential distribution , and then the M / M / C single - team multi - service desk model can be established .

【学位授予单位】：陕西师范大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

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