G銀行信用卡客戶服務(wù)中心服務(wù)質(zhì)量提升研究
發(fā)布時(shí)間：2020-12-11 01:45
隨著企業(yè)客戶導(dǎo)向意識的加強(qiáng),作為日常與客戶溝通并提供服務(wù)的窗口—客戶服務(wù)中心的地位越來越高,并逐步成為收集客戶心聲,促進(jìn)客戶體驗(yàn)的主要平臺。客戶體驗(yàn)決定客戶滿意度,而客戶滿意度又能有效反應(yīng)客戶體驗(yàn)情況。因此,通過客戶滿意度調(diào)研數(shù)據(jù)分析,能夠有效發(fā)現(xiàn)企業(yè)目前客戶服務(wù)中所出現(xiàn)的問題并進(jìn)行優(yōu)化,以此提高客戶滿意度和忠誠度,加強(qiáng)客戶體驗(yàn),提升企業(yè)競爭力。本文針對G銀行信用卡客戶服務(wù)中心的客戶服務(wù)滿意度進(jìn)行了深入研究。首先介紹了客戶滿意度,客戶體驗(yàn)和服務(wù)質(zhì)量的相關(guān)理論,同時(shí)對公司概況,發(fā)展戰(zhàn)略情況進(jìn)行了介紹。此后,基于呼叫中心行業(yè)客戶觸點(diǎn)和客戶滿意度理論,本文對G銀行信用卡客戶服務(wù)中心的客戶服務(wù)滿意度進(jìn)行了問卷設(shè)計(jì)和調(diào)研,并根據(jù)調(diào)研結(jié)果深入分析得出目前公司客戶服務(wù)中主要存在系統(tǒng)技術(shù)、業(yè)務(wù)流程、質(zhì)量考核標(biāo)準(zhǔn)和培訓(xùn)三個(gè)方面的問題。最后,根據(jù)分析所得出的問題,通過系統(tǒng)優(yōu)化、流程簡化、調(diào)整質(zhì)量考核標(biāo)準(zhǔn)和搭建培訓(xùn)體系等方案,對G銀行信用卡客服中心滿意度進(jìn)行提升優(yōu)化。本文可以實(shí)踐幫助提升G銀行信用卡客戶服務(wù)中心客戶滿意度,并可對相關(guān)行業(yè)提升客戶滿意度提供借鑒與參考。
【文章來源】：廣東外語外貿(mào)大學(xué)廣東省
【文章頁數(shù)】：76 頁
【學(xué)位級別】：碩士
【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
1 INTRODUCTION
1.1 Research Background
1.2 Research Objective
1.3 Methodology
1.3.1 Literature
1.3.2 Questionnaire
1.3.3 Data Analysis
1.4 Research Structure
2 LITERATURE REVIEW
2.1 Customer Satisfaction
2.2 Quality of Service
2.3 Customer Service
2.3.1 Customer Service Management
2.3.2 Customer Relationship Management
2.4 Summary
3 CASE DESCRIPTION
3.1 Company Introduction
3.1.1 Credit Card Center Introduction
3.1.2 Customer Service Center Introduction
3.2 Current Strategy Introduction
3.2.1 Customer Supremacy
3.2.2 Collective First
3.2.3 Employee Development
3.2.4 Fairness and Justice
4 PROBELM ANALYSIS
4.1 The Design of Customer Satisfaction Questionnaire
4.1.1 Questionnaire Form Design
4.1.2 Questionnaire Content Design
4.2 The Distribution and Collection of Questionnaires
4.2.1 Questionnaire Distribution and Basic Statistics
4.2.2 Questionnaire Result
4.3 System Issues
4.3.1 Cumbersome Interactive Voice Response
4.3.2 Unintelligent Customer Service System
4.4 Business Process Issues
4.4.1 Lower Business Acceptance Authority
4.4.2 Unreasonable Business Process Design
4.4.3 Strict Market Activities Conditions
4.5 Quality Assessment and Training Issues
4.5.1 Unobvious Service Orientation
4.5.2 Incomplete Training Mechanism
5 SUGGESTIONS
5.1 System Optimization
5.1.1 Benchmark the Industry,Reduce Interactive Voice Response Menu depth
5.1.2 Develop Intelligent Customer Service System,Increase Channel Collaboration
5.2 Business Process Optimization
5.2.1 Open Business Authority,Prepend Business Progress
5.2.2 Establish Service Improvement Team,Improve the Business Experience
5.3 Quality Assessment and Training Optimization
5.3.1 Simplify Quality Assessment Standards,Strengthen Service Orientation
5.3.2 Create a Cultural Atmosphere,Enhance Service Awareness
5.3.3 Optimize Training Mechanism,Reinforce Talent Echelon Construction
6 CONCLUDING REMARKS
6.1 Conclusions
6.2 Implications
6.3 Limitations
REFERENCE
本文編號：2909676
【文章來源】：廣東外語外貿(mào)大學(xué)廣東省
【文章頁數(shù)】：76 頁
【學(xué)位級別】：碩士
【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
1 INTRODUCTION
1.1 Research Background
1.2 Research Objective
1.3 Methodology
1.3.1 Literature
1.3.2 Questionnaire
1.3.3 Data Analysis
1.4 Research Structure
2 LITERATURE REVIEW
2.1 Customer Satisfaction
2.2 Quality of Service
2.3 Customer Service
2.3.1 Customer Service Management
2.3.2 Customer Relationship Management
2.4 Summary
3 CASE DESCRIPTION
3.1 Company Introduction
3.1.1 Credit Card Center Introduction
3.1.2 Customer Service Center Introduction
3.2 Current Strategy Introduction
3.2.1 Customer Supremacy
3.2.2 Collective First
3.2.3 Employee Development
3.2.4 Fairness and Justice
4 PROBELM ANALYSIS
4.1 The Design of Customer Satisfaction Questionnaire
4.1.1 Questionnaire Form Design
4.1.2 Questionnaire Content Design
4.2 The Distribution and Collection of Questionnaires
4.2.1 Questionnaire Distribution and Basic Statistics
4.2.2 Questionnaire Result
4.3 System Issues
4.3.1 Cumbersome Interactive Voice Response
4.3.2 Unintelligent Customer Service System
4.4 Business Process Issues
4.4.1 Lower Business Acceptance Authority
4.4.2 Unreasonable Business Process Design
4.4.3 Strict Market Activities Conditions
4.5 Quality Assessment and Training Issues
4.5.1 Unobvious Service Orientation
4.5.2 Incomplete Training Mechanism
5 SUGGESTIONS
5.1 System Optimization
5.1.1 Benchmark the Industry,Reduce Interactive Voice Response Menu depth
5.1.2 Develop Intelligent Customer Service System,Increase Channel Collaboration
5.2 Business Process Optimization
5.2.1 Open Business Authority,Prepend Business Progress
5.2.2 Establish Service Improvement Team,Improve the Business Experience
5.3 Quality Assessment and Training Optimization
5.3.1 Simplify Quality Assessment Standards,Strengthen Service Orientation
5.3.2 Create a Cultural Atmosphere,Enhance Service Awareness
5.3.3 Optimize Training Mechanism,Reinforce Talent Echelon Construction
6 CONCLUDING REMARKS
6.1 Conclusions
6.2 Implications
6.3 Limitations
REFERENCE
本文編號：2909676
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