T公司北京呼叫中心服务流程优化研究

发布时间：2018-01-25 23:08

本文关键词： 呼叫中心流程再造客户体验系统化培训　出处：《首都经济贸易大学》2016年硕士论文　论文类型：学位论文

【摘要】：随着客户经济时代的到来,所谓“得客户者得天下”,想拥有更多的市场份额,客户是商家必争之地,提升客户体验,培养客户忠诚度,是各公司管理工作不可或缺的重要组成部分。作为跟客户联系的紧密窗口,客户服务部门承载着维系客户,开发客户和服务客户的重任,对于客服部门的有效管理也就意义更为重大。如何为客户提供跟市场相比差异化的服务,如何更好地留住客户,成为各企业不断探索和努力的方向。随着市场竞争的白热化,大型的物流快递公司都相继成立了集中化的客户服务部门或者呼叫中心,T公司也于2008年开始,在北京,上海和广州成立了3个专业的呼叫中。多渠道,一体化的专业客户平台,负责全国33家分公司的客户询价,货物跟踪,下单和业务咨询等。呼叫中心直接跟客户打交道,直接影响公司的营业收入,所以对于呼叫中心的有效管理也尤为重要。T公司北京呼叫中心自成立以来没有完全实现其最初的目标,即实现1、有利于集中管理,让跨部门协作更加顺畅2、对于呼叫中心的工作更加专业化,提高工作效率和产能3、实现规模化效益,降低人工成本。在呼叫中心的日常工作中发现有很多工作迂回现象发生,降低了工作效率,给跨部门协作造成了干扰,没能完全实现规模化效益,人员编制不断攀升。基于流程再造理论,通过外部客户满意度调查和内部关键岗位的访谈,发现了呼叫中心核心工作流程中的症结点所在,通过对呼叫中心现有工作流程的梳理,做出相关流程的优化方案,不断提升呼叫中心专业化服务水平和工作效率,提升客户体验,提高跨部门协作效率,实现规模化效益,有效控制人力成本。为了持续提升呼叫中心专业化服务水平,呼叫中心还搭建了系统化培训机制,标准化培训机制,让呼叫中心的工作流程更加规范化,提升呼叫中心的整体专业知识和服务水平。T公司北京呼叫中心的流程优化将作为呼叫中心长期性工作,以满足市场客户需求不断变化的需求,在市场竞争中占据优势,为公司业务的市场占有率提供强有力的支持。
[Abstract]:With the arrival of the customer economic era, the so-called "get the customer world", want to have more market share, the customer is a necessary place for businesses, enhance customer experience, cultivate customer loyalty. As a close window to contact with customers, customer service department carries the important task of maintaining customers, developing customers and serving customers. For the effective management of customer service department is more important. How to provide customers with different services compared with the market, how to better retain customers. With the fierce competition in the market, large logistics express companies have set up centralized customer service department or call center. T company also started in 2008, in Beijing, shanghai and Guangzhou has set up three professional call in. Multi-channel, integrated professional customer platform, responsible for the national 33 branches of customer inquiries, goods tracking. Place orders and business consulting. Call centers deal directly with customers, directly affecting the company's operating income. Therefore, for the effective management of call center is particularly important. T company since the establishment of Beijing call center has not fully achieved its initial goal, that is, to achieve 1, conducive to centralized management. Make cross-departmental collaboration more smooth 2, for the call center work more specialized, improve work efficiency and productivity 3, achieve large-scale benefits. Reduce labor cost. In the daily work of call center found a lot of work circuitous phenomenon, reduce the efficiency of work, to inter-departmental collaboration caused interference, failed to achieve full scale benefits. Based on the theory of process reengineering, through the investigation of external customer satisfaction and the interview of internal key posts, we find the crux of the core workflow of call center. Through combing the existing workflow of the call center, the optimization of the related processes is made to continuously improve the professional service level and work efficiency of the call center, enhance the customer experience, and improve the efficiency of cross-departmental collaboration. In order to continuously improve the professional service level of call center, call center also set up systematic training mechanism and standardized training mechanism. Make the workflow of call center more standardized, improve the overall professional knowledge of call center and service level. T company Beijing call center process optimization will be the long-term work of call center. In order to meet the changing needs of market customers, in the market competition advantage, for the company's business market share to provide strong support.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F259.23;F542.6

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