【摘要】：2006年中國保險(xiǎn)市場(chǎng)的全面開放,為中國保險(xiǎn)業(yè)的發(fā)展帶來巨大機(jī)遇和挑戰(zhàn),并促使中國保險(xiǎn)業(yè)全面發(fā)展和升級(jí)。隨著保險(xiǎn)市場(chǎng)競(jìng)爭的日益激烈,“服務(wù)是影響顧客購買的關(guān)鍵因素”、“服務(wù)是降低經(jīng)營成本的有效途徑”已經(jīng)成為很多企業(yè)尤其是金融服務(wù)型企業(yè)的一種共識(shí)。 本文以PA數(shù)科客服門店作為研究對(duì)象,立足于實(shí)際現(xiàn)場(chǎng)調(diào)研和工作經(jīng)驗(yàn),以服務(wù)運(yùn)營管理理論為指導(dǎo),運(yùn)用定性分析和定量分析相結(jié)合的方法,探索提升客服門店服務(wù)滿意度的問題。首先,搭建了PA客服門店運(yùn)營服務(wù)管理的分析框架,指出該單位在服務(wù)流程、員工激勵(lì)、客戶排定等候、和柜面環(huán)境設(shè)施、改善業(yè)務(wù)流程五個(gè)方面存在問題。其次,以圍繞客戶為中心為出發(fā)點(diǎn),從柜面的員工管理、柜面環(huán)境、業(yè)務(wù)流程等角度,分析服務(wù)不標(biāo)準(zhǔn)、客戶排定等候時(shí)間長、員工考評(píng)系統(tǒng)不完善等問題及產(chǎn)生的原因。最后,提出優(yōu)化柜面服務(wù)管理措施,制定標(biāo)準(zhǔn)柜面內(nèi)務(wù)管理手冊(cè)；制定柜面員工激勵(lì)方案；制定以客戶體驗(yàn)為出發(fā)點(diǎn)的客戶接觸點(diǎn)規(guī)范流程。使柜面管理從人治走向法制,從粗放式管理走向精細(xì)化運(yùn)作的管理模式。 客服中心柜面作為服務(wù)窗口,是公司的品牌及形象代言入,做好柜面服務(wù)工作是增強(qiáng)企業(yè)競(jìng)爭力的重要條件。因此,本文關(guān)于客服中心柜面運(yùn)營服務(wù)提升管理作為研討課題具有十分重要的意義。
[Abstract]:The opening of China's insurance market in 2006 brings great opportunities and challenges to the development of the Chinese insurance industry and promotes the overall development and upgrading of the Chinese insurance industry. With the increasingly fierce competition in the insurance market, "service is the key factor affecting customer purchase" and "service is an effective way to reduce operating costs" has become a common understanding of many enterprises, especially financial service enterprises. This article takes the PA department customer service store as the research object, based on the actual field investigation and work experience, takes the service operation management theory as the instruction, uses the qualitative analysis and the quantitative analysis unifies the method, Explore how to improve customer service satisfaction. First of all, the analysis framework of PA customer service store operation service management is set up. It points out that the unit has problems in five aspects: service flow, employee motivation, customer waiting schedule, cabinet environmental facilities, and improvement of business process. Secondly, from the point of view of employee management, cabinet environment, business process and so on, the paper analyzes the problems of service substandard, long waiting time for customers, imperfect staff appraisal system and so on. Finally, the paper puts forward the measures to optimize the counter service management, makes the standard cabinet internal affairs management manual, formulates the cabinet employee incentive plan, and formulates the customer contact point standard flow based on the customer experience. Make cabinet management from the rule of man to the rule of law, from extensive management to fine operation of the management model. As the service window, the customer service center cabinet is the brand and image of the company. It is an important condition to strengthen the competitiveness of enterprises to do a good job of counter service. Therefore, this paper about the customer service center counter operation service promotion management as the research topic has the very important significance.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F842.3

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本文編號(hào)：2226472