商业银行呼叫中心服务质量改进研究

发布时间：2018-06-17 04:40

本文选题：呼叫中心 + 服务质量　；参考：《宁波大学》2015年硕士论文

【摘要】：呼叫中心始于上世纪30年代,而内地呼叫中心成长于今只有30多年的历程,但在近几年,呼叫中心已逐渐演变为一种新兴产业。然而呼叫中心产业的崛起也面临诸多亟待解决的问题,如对服务的认识不到位,服务未形成规范的标准和流程,继而导致服务质量无法达到客户的期望。对于商业银行而言,未来的竞争将不再是产品的竞争,而是服务和客户体验的竞争。呼叫中心作为客户服务体验的第一线,那么如何有效评价其服务质量,找到改进服务的关键质量点,并制定切实有效的改进方案,已经变成呼叫中心质量管理的主旨和实质。目前我国关于呼叫中心的服务质量改进研究较多,而基于定性研究和定量研究相对较少,通过对国内外大量有关服务质量的文献研究,以确定评价和改进服务质量的措施,并建立商业银行呼叫中心服务质量评价模型,形成包括有形性、可靠性、反应性、保证性、关怀性5个质量属性,以及10个评价项目,通过满意度调查打分的方式,同时结合六西格玛理论,最后直观定量地给出服务质量的水平。在评价模型建立后,针对得到的服务质量水平进行有效分析,根据模型中的5大质量属性对应的关键质量点,找出引发满意度不足的原因以及对应的KPI指标,之后分别通过AK Erlang话务量理论、戴明控制图理论、峰终定律、服务质量五要素等国内外先进的研究理论及方法有的放矢对相关KPI作改进,进而有针对地提升商业银行呼叫中心服务质量。为鉴定服务质量改进方案的有效性,我们对浙江泰隆商业银行呼叫中心进行案例分析,先根据已有的服务质量评价模型,通过不同的形式对泰隆银行呼叫中心的存量客户作服务质量满意度调查,进而得出五大质量属性的分值及六西格玛质量水平,然后再通过服务质量改进方案,对现有的KPI指标进行分步改进,最后再通过各种调研方式对客户作满意度调查,并与原来五大质量属性得分作比较,发现六西格玛水平有了明显的改善。
[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.
【学位授予单位】：宁波大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F832.33

【参考文献】