商业银行呼叫中心项目风险管理研究

发布时间：2018-04-10 06:05

本文选题：呼叫中心　切入点：客户服务中心　出处：《北京邮电大学》2012年硕士论文

【摘要】：随着近些年国内金融市场的高速发展以及入世后大量外资银行的涌入,金融机构间的竞争日趋激烈。呼叫中心作为连接银行与客户的窗口,成为了提升客户满意度、展示银行实力、提高客户忠诚度等的重要途径,呼叫中心管理的优劣直接体现了商业银行的竞争力水平。一个运转高效的呼叫中心,不但可以起到提高服务质量,树立良好的银行形象,增强客户满意度的效果,而且对调整银行的经营管理策略,推动电子商务开展都具有积极意义。而银行作为经营风险的特殊企业,对呼叫中心的建设与管理工作在风险防范方面提出了极高的要求。高标准的风险管理也就成为银行呼叫中心与其他行业呼叫中心的最显著区别。由于我国银行业对客户服务中心的风险管理并没有一个统一的规范或行业标准,所以各家银行的风险防范手段也不尽相同。出于提升管理者对商业银行呼叫中心项目风险认识,有效控制或规避项目风险的目的,本文将通过笔者多年来参与银行呼叫中心建设及运营中积累的实际工作经验,利用COPC-2000(?)绩效管理体系作为理论基础,结合项目风险管理经典理论和商业银行呼叫中心的特点,建立风险管理模型,从系统、流程、人员和绩效四个方面,全面分析商业银行呼叫中心项目中现存或隐藏的风险,并给出适合的管理建议或规避风险的有效策略。希望对商业银行呼叫中心的管理者起到抛砖引玉的作用,通过提升客户满意度,最终达到提高商业银行呼叫中心管理水平的目的。
[Abstract]:With the rapid development of domestic financial market and the influx of a large number of foreign banks after China's entry into WTO, the competition among financial institutions is becoming increasingly fierce.Call center, as a window connecting banks and customers, has become an important way to improve customer satisfaction, show bank strength and improve customer loyalty. The advantages and disadvantages of call center management directly reflect the competitive level of commercial banks.A call center with high efficiency can not only improve the service quality, set up a good bank image, enhance the effect of customer satisfaction, but also has a positive significance to adjust the management strategy of the bank and promote the development of electronic commerce.The bank, as a special enterprise operating risk, puts forward the extremely high request to the call center construction and the management work in the risk prevention aspect.High-standard risk management has become the most significant difference between a bank call center and other industry call centers.There is no uniform standard or industry standard for the risk management of customer service center in China's banking industry, so the risk prevention means of each bank are different.In order to enhance the managers' understanding of the project risk of call center in commercial banks and effectively control or evade the project risk, this paper will use COPC-2000 through the practical work experience accumulated by the author in the construction and operation of the call center of the bank for many years.Performance management system as the theoretical basis, combined with the classic project risk management theory and the characteristics of the call center of commercial banks, set up a risk management model, from the system, process, personnel and performance four aspects,The existing or hidden risks in call center projects of commercial banks are analyzed comprehensively, and appropriate management suggestions or effective strategies to avoid risks are given.It is hoped that the management level of call center of commercial bank will be improved by improving customer satisfaction.
【学位授予单位】：北京邮电大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

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