天津港A集装箱码头新服务模式研究与构建

发布时间：2018-04-04 08:52

本文选题：港口　切入点：集装箱码头　出处：《河北工业大学》2013年硕士论文

【摘要】：受全球经济的影响，我国各主要港口集装箱吞吐量进入相对平缓增长阶段。同时，港口的结构性产能过剩进一步突出，港口间竞争将日益激烈，尤其是环渤海地区已经成为沿海港口竞争最激烈的地区之一。各港口在腹地、货源结构、业务模式等方面高度重合或雷同，竞争已经到了白热化阶段。集装箱码头企业的发展将更多的依赖于对外服务水平和内部精细化管理水平的高低。转变服务模式、创新管理方式已成为集装箱码头企业发展的客观要求，并得到了越来越多的认同。天津港作为中国北方乃至全国的重要港口，2011年全年货物年吞吐量超过4.5亿吨，在世界港口吞吐量排名中跃居第四位，集装箱吞吐量1149.41万标箱，名列全球第十一位。天津港集团明确将“创新服务管理体制机制，优化资源配置，提高效益效率”作为装卸服务产业发展的重要目标之一，并将“全面提升优质服务管理水平，不断创新服务质量管理手段，拓展服务功能”作为重要的保障措施。天津港A集装箱码头公司作为集团六大集装箱码头公司之一，同样面临着同质化竞争的压力，为了适应新的发展环境，进一步转变发展方式，提出了“服务产品化”的客户服务理念，提出了建设“客户服务中心”项目。本文主要探讨和研究新型“客户服务中心”构建和创新模式，借鉴行业内外先进的服务组织形式，在国内港口首次系统地开展以客服电话为基础的多维度客户服务模式的研究，并通过系统地研究、分析集装箱码头企业为客户提供服务与客户需求之间的差距，提出了切实可行的新型服务模式。形成以客户为中心的“自下而上”式服务响应机制，进而整合客服窗口和平台资源，统一各项业务服务标准。同时，以客户服务中心作为发掘客户需求，研发服务产品的分析和研究中心，进而形成集装箱码头新的商业服务模式，颠覆传统的客户服务中心作为成本中心的角色，这种新型的客户响应模式是从服务触发机制入手，，使之成为新的利润中心。新型“客户服务中心”的建立，将进一步贯彻落实天津港集团产业发展战略，深入实践A码头公司提出的“特色经营”和“体验式服务”理念，以调整优化体制机制的手段革新服务模式，促进并带动A码头对外服务品质的提升，实现质的飞跃。
[Abstract]:Under the influence of global economy, container throughput of major ports in China has entered a relatively slow growth stage.At the same time, the structural overcapacity of ports is more prominent, and the competition between ports will become increasingly fierce, especially in the Bohai Sea region, which has become one of the most competitive areas in the coastal ports.Ports in hinterland, source structure, business model and other aspects of high coincidence or similarity, competition has reached a white-hot stage.The development of container terminal enterprises will depend more on the level of external service and the level of internal fine management.Changing service mode and innovating management mode has become the objective requirement of container terminal enterprise development, and has been more and more recognized.Tianjin Port, as an important port in northern China and even in China, has an annual cargo throughput of more than 450 million tons in 2011, ranking fourth in the world port throughput and 11.4941 million TEUs in container throughput, ranking 11th in the world.Tianjin Port Group explicitly regards "innovating service management system and mechanism, optimizing resource allocation and improving efficiency" as one of the important goals of the development of loading and unloading service industry, and will "comprehensively upgrade the level of quality service management,"Continuous innovation of service quality management means, expansion of service functions "as an important safeguard measures."Tianjin Port A Container Terminal Company, as one of the six major container terminal companies of the Group, is also facing the pressure of homogeneous competition. In order to adapt to the new development environment and further change the mode of development,This paper puts forward the concept of customer service and the project of building customer service center.This article mainly discusses and studies the new "customer service center" construction and the innovation mode, draws lessons from the industry inside and outside the advanced service organization form, for the first time in the domestic port carries on the multi-dimensional customer service pattern based on the customer service telephone as the research,Through systematic research, this paper analyzes the gap between the service provided by container terminal enterprises to customers and customer demand, and puts forward a feasible new service model.To form a customer-centered "bottom-up" service response mechanism, and then integrate customer service windows and platform resources, and unify the service standards.At the same time, using the customer service center as the analysis and research center to explore customer demand and develop service products, the new business service model of container terminal will be formed, and the role of traditional customer service center as cost center will be changed.This new customer response mode starts with the service triggering mechanism and makes it a new profit center.The establishment of the new "customer service center" will further implement the industrial development strategy of Tianjin Port Group, and further implement the concept of "characteristic management" and "experiential service" put forward by A Wharf Company.By means of adjusting and optimizing the system mechanism, the service mode should be innovated to promote and promote the improvement of external service quality of Terminal A and realize the qualitative leap.
【学位授予单位】：河北工业大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F274;F552.6

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