發(fā)布時(shí)間：2018-03-07 04:23

  本文選題：銀行　切入點(diǎn)：電話銀行中心　出處：《北京交通大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：電話銀行中心是銀行與客戶直接建立溝通聯(lián)系的“一線陣地”�？蛻艨梢噪S時(shí)隨地通過(guò)銀行客戶服務(wù)電話使用電話銀行服務(wù),從而高效便捷地辦理查詢、掛失、咨詢等業(yè)務(wù);銀行也可以通過(guò)電話銀行服務(wù)獲取客戶對(duì)服務(wù)的反饋,及時(shí)了解客戶最亟待解決的需求。但是,在大部分客戶眼中,電話銀行中心是銀行服務(wù)的附庸;在大部分銀行管理者眼中,電話銀行中心是高成本消耗部門(mén)。因此,國(guó)內(nèi)商業(yè)銀行的電話銀行中心普遍面臨著諸如接通率下降、員工離職率升高、客戶滿意度下降等等問(wèn)題,電話銀行中心服務(wù)的競(jìng)爭(zhēng)力也隨之下降,甚至?xí)M(jìn)而影響銀行整體的競(jìng)爭(zhēng)力。本文旨在通過(guò)對(duì)商業(yè)銀行電話銀行中心競(jìng)爭(zhēng)力的分析研究,提升電話銀行服務(wù)產(chǎn)品的競(jìng)爭(zhēng)力,并喚醒銀行管理者對(duì)電話銀行工作的重視。本文以C銀行北京電話銀行中心為具體研究對(duì)象,通過(guò)文獻(xiàn)研究和實(shí)證分析結(jié)合的方法,收集并總結(jié)了商業(yè)銀行和電話客服中心的各自競(jìng)爭(zhēng)力要素構(gòu)成,將二者結(jié)合歸納為電話銀行中心的競(jìng)爭(zhēng)力構(gòu)成。而后通過(guò)對(duì)C銀行北京電話銀行中心運(yùn)營(yíng)數(shù)據(jù)進(jìn)行分析,得出C銀行北京電話銀行中心競(jìng)爭(zhēng)力趨弱的表現(xiàn)。最后通過(guò)規(guī)范分析法提出提升C銀行北京電話銀行中心競(jìng)爭(zhēng)力的策略和建議。本文研究發(fā)現(xiàn),解決C銀行電話銀行中心競(jìng)爭(zhēng)力不足主要思路有兩條。其一是從中心內(nèi)部角度提高運(yùn)營(yíng)管理水平、提升中心員工對(duì)工作的滿意度和積極性;其二是從在宏觀上,將電話銀行中心的經(jīng)營(yíng)理念由成本中心轉(zhuǎn)向利潤(rùn)中心發(fā)展,形成良性循環(huán),擺脫行業(yè)的桎梏。
[Abstract]:Telephone banking center is the "front line" where banks can establish direct communication with customers. Customers can use telephone banking services anytime and anywhere through bank customer service, so as to deal with inquiry, report loss, consultation and other business efficiently and conveniently. Banks can also get feedback from customers through telephone banking services to get timely understanding of the most urgent needs of customers. However, in the eyes of most customers, the telephone banking center is a client of banking services; In the eyes of most bank managers, the telephone banking center is a high-cost consuming sector. Therefore, domestic commercial banks generally face problems such as a decline in connection rates, an increase in employee turnover rates, a decline in customer satisfaction, and so on. The competitiveness of the telephone banking center service will also decline, and even affect the overall competitiveness of the bank. This paper aims to improve the competitiveness of the telephone banking service products through the analysis and research of the central competitiveness of the telephone banking center of the commercial banks. The paper takes the Beijing telephone Bank Center of C Bank as the specific research object, and combines the method of literature research and empirical analysis. This paper collects and summarizes the competitive factors of commercial banks and telephone customer service centers, and sums up the competitiveness components of telephone banking centers by combining them. Then, through the analysis of the operation data of Beijing telephone banking center of C Bank, the paper analyzes the competitive factors of the commercial banks and the telephone customer service centers. Finally, the paper puts forward the strategies and suggestions to enhance the competitiveness of C Bank Beijing telephone Bank Center through normative analysis. There are two main ways to solve the problem. One is to improve the level of operation and management from the inside of the center, and the other is to improve the satisfaction and enthusiasm of the center staff on the job. The management concept of telephone banking center is changed from cost center to profit center, forming a virtuous circle and getting rid of the shackles of the industry.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F832.2

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