本文選題：呼叫中心 + 服務(wù)質(zhì)量��； 參考：《寧波大學(xué)》2015年碩士論文

【摘要】：呼叫中心始于上世紀(jì)30年代,而內(nèi)地呼叫中心成長(zhǎng)于今只有30多年的歷程,但在近幾年,呼叫中心已逐漸演變?yōu)橐环N新興產(chǎn)業(yè)。然而呼叫中心產(chǎn)業(yè)的崛起也面臨諸多亟待解決的問(wèn)題,如對(duì)服務(wù)的認(rèn)識(shí)不到位,服務(wù)未形成規(guī)范的標(biāo)準(zhǔn)和流程,繼而導(dǎo)致服務(wù)質(zhì)量無(wú)法達(dá)到客戶(hù)的期望。對(duì)于商業(yè)銀行而言,未來(lái)的競(jìng)爭(zhēng)將不再是產(chǎn)品的競(jìng)爭(zhēng),而是服務(wù)和客戶(hù)體驗(yàn)的競(jìng)爭(zhēng)。呼叫中心作為客戶(hù)服務(wù)體驗(yàn)的第一線(xiàn),那么如何有效評(píng)價(jià)其服務(wù)質(zhì)量,找到改進(jìn)服務(wù)的關(guān)鍵質(zhì)量點(diǎn),并制定切實(shí)有效的改進(jìn)方案,已經(jīng)變成呼叫中心質(zhì)量管理的主旨和實(shí)質(zhì)。目前我國(guó)關(guān)于呼叫中心的服務(wù)質(zhì)量改進(jìn)研究較多,而基于定性研究和定量研究相對(duì)較少,通過(guò)對(duì)國(guó)內(nèi)外大量有關(guān)服務(wù)質(zhì)量的文獻(xiàn)研究,以確定評(píng)價(jià)和改進(jìn)服務(wù)質(zhì)量的措施,并建立商業(yè)銀行呼叫中心服務(wù)質(zhì)量評(píng)價(jià)模型,形成包括有形性、可靠性、反應(yīng)性、保證性、關(guān)懷性5個(gè)質(zhì)量屬性,以及10個(gè)評(píng)價(jià)項(xiàng)目,通過(guò)滿(mǎn)意度調(diào)查打分的方式,同時(shí)結(jié)合六西格瑪理論,最后直觀定量地給出服務(wù)質(zhì)量的水平。在評(píng)價(jià)模型建立后,針對(duì)得到的服務(wù)質(zhì)量水平進(jìn)行有效分析,根據(jù)模型中的5大質(zhì)量屬性對(duì)應(yīng)的關(guān)鍵質(zhì)量點(diǎn),找出引發(fā)滿(mǎn)意度不足的原因以及對(duì)應(yīng)的KPI指標(biāo),之后分別通過(guò)AK Erlang話(huà)務(wù)量理論、戴明控制圖理論、峰終定律、服務(wù)質(zhì)量五要素等國(guó)內(nèi)外先進(jìn)的研究理論及方法有的放矢對(duì)相關(guān)KPI作改進(jìn),進(jìn)而有針對(duì)地提升商業(yè)銀行呼叫中心服務(wù)質(zhì)量。為鑒定服務(wù)質(zhì)量改進(jìn)方案的有效性,我們對(duì)浙江泰隆商業(yè)銀行呼叫中心進(jìn)行案例分析,先根據(jù)已有的服務(wù)質(zhì)量評(píng)價(jià)模型,通過(guò)不同的形式對(duì)泰隆銀行呼叫中心的存量客戶(hù)作服務(wù)質(zhì)量滿(mǎn)意度調(diào)查,進(jìn)而得出五大質(zhì)量屬性的分值及六西格瑪質(zhì)量水平,然后再通過(guò)服務(wù)質(zhì)量改進(jìn)方案,對(duì)現(xiàn)有的KPI指標(biāo)進(jìn)行分步改進(jìn),最后再通過(guò)各種調(diào)研方式對(duì)客戶(hù)作滿(mǎn)意度調(diào)查,并與原來(lái)五大質(zhì)量屬性得分作比較,發(fā)現(xiàn)六西格瑪水平有了明顯的改善。
[Abstract]:The call center began in the 1930s, but the mainland call center has only grown up for more than 30 years. However, in recent years, the call center has gradually evolved into a new industry. However, the rise of call center industry also faces many urgent problems, such as the lack of understanding of service, service has not formed a standard and process, resulting in service quality can not meet the expectations of customers. For commercial banks, the future competition will not be the competition of products, but the competition of service and customer experience. Call center is the front line of customer service experience, so how to evaluate its service quality effectively, find out the key quality point of improving service, and formulate effective improvement plan, has become the gist and essence of quality management of call center. At present, there are many researches on the quality of service improvement of call center in China, but there are few qualitative and quantitative studies. Through a large number of literature studies on quality of service at home and abroad, the measures to evaluate and improve the quality of service are determined. And establish the commercial bank call center service quality evaluation model, including tangible, reliability, responsiveness, assurance, solicitude 5 quality attributes, as well as 10 evaluation items, through the satisfaction survey to score the way, At the same time, combined with six Sigma theory, the level of service quality is given intuitively and quantitatively. After the establishment of the evaluation model, the effective analysis of the quality of service level is carried out. According to the key quality points corresponding to the five attributes of the quality in the model, the causes of the lack of satisfaction and the corresponding KPI index are found out. Then, through the advanced theories and methods of AK Erlang traffic theory, Dai Ming control chart theory, peak-to-end law, quality of service and so on, the relevant KPIs are improved. And then to improve the quality of commercial bank call center service. In order to evaluate the effectiveness of the service quality improvement scheme, a case study on the call center of Zhejiang Tailong Commercial Bank is carried out. Firstly, according to the existing service quality evaluation model, Through the investigation of the service quality satisfaction of the stock customers in the call center of Tyrone Bank in different forms, the scores of the five quality attributes and the six Sigma quality level are obtained, and then the service quality improvement scheme is adopted. The existing KPI index is improved step by step. Finally, the customer satisfaction is investigated by various investigation methods, and compared with the original five quality attributes, it is found that the six Sigma level has been improved obviously.
【學(xué)位授予單位】：寧波大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

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本文編號(hào)：2029743