【摘要】：Z物流集團(tuán)的空運(yùn)業(yè)務(wù)部門客服工作流程在公司發(fā)展過程中一直處于一成不變,這些工作流程陳舊且低效,步驟繁瑣,甚至還不時(shí)出現(xiàn)重復(fù)現(xiàn)象。這些因素直接導(dǎo)致了客服工作效率低下,但是這些流程并沒有隨著業(yè)務(wù)量的增加得到改進(jìn)也沒有隨著管理水平的提高而得到改善。作為Z物流集團(tuán)空運(yùn)業(yè)務(wù)部門中除了銷售人員外最先與客戶接洽的客服人員來說,運(yùn)用這樣的陳舊、低效的流程來工作已經(jīng)無法滿足客戶多樣化的服務(wù)需求,特別是在空運(yùn)業(yè)務(wù)部門中,所有的工作都需要“快速”完成的工作環(huán)境下。也正因?yàn)槿绱?Z物流集團(tuán)空運(yùn)業(yè)務(wù)部門客戶的滿意度一直得不到有效提高,使得空運(yùn)業(yè)務(wù)部門的競爭優(yōu)勢(shì)在同行業(yè)中越來越不明顯。所以,本文的研究課題旨在尋求Z物流集團(tuán)空運(yùn)業(yè)務(wù)部門客服人員的流程中可以得到改進(jìn)優(yōu)化之處,并且提出切實(shí)可行的優(yōu)化改進(jìn)的方法,通過提高客服人員工作效率,為企業(yè)爭取到更多的客戶,提高企業(yè)的整體服務(wù)質(zhì)量,樹立在客戶中良好的企業(yè)形象。本文在對(duì)現(xiàn)有流程的分析以及綜合客戶的反饋意見,運(yùn)用專家打分法,得到影響流程效率的若干問題,通過風(fēng)險(xiǎn)識(shí)別和專家評(píng)估法對(duì)風(fēng)險(xiǎn)做出評(píng)價(jià),分析找到在這些若干問題中一些影響效果比較大、但是可以通過自身努力得到改進(jìn)的、并且改進(jìn)的成本較小的問題。在流程具體的改進(jìn)過程中,運(yùn)用ESIA和ECRS原則,刪減一些不必要環(huán)節(jié),使流程在原效用得到維持的基礎(chǔ)上得到簡化。并通過建立承運(yùn)商選擇模型,幫助客服人員提高工作效率。通過對(duì)流程優(yōu)化前后的工作時(shí)間及客戶轉(zhuǎn)化率(訂單客戶／總咨詢量)進(jìn)行對(duì)比,驗(yàn)證了流程優(yōu)化確實(shí)對(duì)客服人員的工作效率和客戶轉(zhuǎn)化率的提高起到了一定的作用,但是在優(yōu)化過程中的一些取消與合并改變,也使公司對(duì)于新客戶的誠信掌控力度下降了,帶來了一定的風(fēng)險(xiǎn)。本文最后通過QPR(服務(wù)質(zhì)量、價(jià)格、風(fēng)險(xiǎn))制約模型的建立,運(yùn)用SLA模型提升整個(gè)空運(yùn)業(yè)務(wù)部門的服務(wù)質(zhì)量,使流程的改進(jìn)起到更好的效果。
[Abstract]:The customer service workflow of Z logistics group's air transportation business department has been in the same place in the development process of the company, these work processes are old and inefficient, the steps are tedious, and even the phenomenon of repetition appears from time to time. These factors directly lead to the inefficiency of customer service, but these processes have not been improved with the increase of business volume or with the improvement of management level. As one of the first customer service personnel in Z Logistics Group's air transportation business department to contact customers in addition to sales personnel, using such an old and inefficient process to work has been unable to meet the diversified service needs of customers. Especially in air operations, all work needs to be done in a "fast" working environment. Because of this, the customer satisfaction of Z logistics group's air transportation business has not been effectively improved, which makes the competitive advantage of air transportation business less and less obvious in the same industry. Therefore, the purpose of this paper is to find out where to improve and optimize the flow of customer service personnel in the air transportation business department of Z Logistics Group, and put forward a feasible method to optimize and improve the work efficiency of customer service personnel. Win more customers for enterprises, improve the overall service quality of enterprises, establish a good corporate image among customers. In this paper, by analyzing the existing process and synthesizing the feedback of customers, we use the expert scoring method to get some problems that affect the efficiency of the process, and evaluate the risk through risk identification and expert evaluation. The results show that some of these problems have great effect, but they can be improved by their own efforts, and the cost of improvement is small. In the process of process improvement, the principle of ESIA and ECRS is used to reduce some unnecessary links, so that the process can be simplified on the basis of maintaining the original utility. And through the establishment of carrier selection model, to help customer service personnel to improve work efficiency. By comparing the working time and the customer conversion rate (order customer / total consultation quantity) before and after the process optimization, it is proved that the process optimization has played a certain role in improving the work efficiency and customer conversion rate of customer service personnel. However, some cancellations and merger changes in the process of optimization also lead to a decline in the integrity of the company's control over new customers, which brings certain risks. Finally, through the establishment of QPR (quality of Service, Price, risk) constraint model, the SLA model is used to improve the service quality of the whole air transportation business department, so that the improvement of the process can play a better effect.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F259.23

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本文編號(hào)：2340525