Report on Customer service needs.docx
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Report on Customer service needs.docx
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ReportonCustomerserviceneeds
ReportonCustomerserviceneeds
10December,2010
TableofContents
ExecutiveSummary1
Backgrounds2
Finding3
1.Customerservicestrategies3
1.1Designatedindividualsandgroups3
1.2Customer’srequirement3
1.3Problem3
1.4Customerservicestrategiesandopportunities4
2.Importanceofcommunicationofresponsibilitiesforservice5
3.Resourcesofcustomerservice5
3.1Resourceidentification5
3.2Allocatetheresources6
4.Customerservicesatisfaction6
4.1Serviceperformance(KPIs)7
4.2Internalmanagement9
Reference11
ExecutiveSummary
Justasthesayinggoes:
“Itissuccessfulintheprice,andfailedintheservice.”Customerserviceisamulti-facetedworksuchasthequalityofemployees,corporatecultureandworkprocesses.Company'sfuturearedependedonthequalityofcustomerserviceandthelevelofservice
Thepracticeofmarketcompetitionhasmadeitincreasinglyclearunderstandingthatthefundamentaltaskoftheenterpriseistodiscoverandmeetcustomerneeds.Broadlyspeaking,customerserviceisthemostimportantjobtodiscoverandmeetcustomer’sdemand.Thematteroffact,itistheriseandfallofstrategicbusinessissues.
ThisarticleistoanalyzediscussseveralcustomerservicesissueswhichareaboutthecorporatestrategyandChinaMobileoperatorswork.Tothisbasis,therearesomecustomerservicereformsmeasurestoincreasethequalityofcustomerserviceanddecreasethecomplaintsfromcustomers.
Backgrounds
OfficiallyestablishedonApril20th,2000,ChinaMobileCommunicationsCorporation(“ChinaMobile”forshort)hasaregisteredcapitalof51.8billionRMBandassetsofover400billionRMB.ItfullyholdstheequityofChinaMobile(HK)GroupLimited.Currently,intermsofitsmarketvalue,ChinaMobileLimitedisthelargestamongalltheoverseaslistedChinesecompaniesandamongallthetelecomcarriersinAsia.
ChinaMobilehasbeenplayingaleadingroleinthedevelopmentofthemobilecommunicationsindustryinChinaandholdsanimportantpositionintheinternationalarenaaswell.Afterovertenyearsofefforts,ChinaMobilehasestablishedacomprehensivenetworkwithlargecoverage,highquality,richvarietyofbusinessesandfirst-classcustomerservices.
ChinaMobileisnotonlyaprofitablecompanywithrobustfinancialperformanceandstablecashflow,butalsotheonewithgrowingpotentialsandprospects.Lookingforward,ChinaMobiledefinesitsstrategicgoalof"becomingaworldwideleaderinthetelecommunicationsworldandachievingleapfrogevolutionfromexcellencetopreeminence".
OneofthecustomerservicesinChinaMobileis10086NationalServiceHotline.ChinaMobileisextremelyproudofitshighly-trained,bilingualstaffatits10086NationalServiceHotline.ChinaMobile'soperatorsaretrainedtoanswerhundredsofquestionsaboutChinaMobile'sservices,feesandpolicies.TheycanevenhelptailoryourChinaMobilesubscriptionplantosuityourneedsandinmanycasestheycaninitiatenewphoneservicesifyouwish.(CMCC,2000)
Iamoneofmanagersin10086NationalServiceHotlineDepartment.Allthestaffsarehighly-trainedandgivethebestservestocustomers.Butitstillhassomeproblemsinphoneservice.Objectivetoincreasethequalityofourcustomerserviceanddecreasecustomercomplaints,wedoareportforit.
Finding
1.Customerservicestrategies
Eventhemostingeniousplantotransformyourcustomerserviceintoamodelofexcellenceispointlessunlessyouhavepromoteditproperlytothosewhowillberesponsiblefor,oraffectedby,itsintroduction.(Brown,2003)
1.1Designatedindividualsandgroups
Thesedesignatedindividualsandgroupsmayinclude:
•Supervisors
•Customers
Thisisamissionthatrelatedbusinesspurposeclosely.Fornow,ourcustomersarelocalcustomersthatrequirecommunicationservices.
•Colleagues
•Committees
•Linemanagement
•Externalorganizations
1.2Customer’srequirement
Ofcourse,customerswantmoreandbetterservices,fromaprofessionalpointofviewistomaximizethecustomerdeliveredvalueisthecostpaidbycustomersleavingthecorrespondingminimumvalueofthemaximum.
AccordingtoKotler'stheory,customerdeliveredvalue=TotalCustomerValue-thetotalcustomercost=[productvalue+service+value+valueoftheimageofthevalueofstaff]-[thecurrencyprice+timecost+cost+physicalcostofeffort].(Kotler,2003)
Customerdeliveredvaluegivesusthetheoreticalsystemofthoughttomeetcustomerneeds.
1.3Problem
Telecomcustomerservicedepartmenthaveaspecialcustomersatisfactionsurveyeachyear,whichyoucanseetheserviceandcustomerspecificdemandgap.Themostdirectexpressionofthesegapsistheweakeningofourcompetitiveposition,manifestedintheriseincustomerchurnratesandreducedmarketshare;indirectenterprisestrengthisthedeclineinperformance,manifestedinoperatingmargins,returnoncapitalandequityrateofdecline.
Themainreasonsareasfollow:
•Competition
•Macroeconomicmanagement
•Alternatives
•Customers
•Customerpenetration
•Technology
1.4Customerservicestrategiesandopportunities
Identifyproblemsmatchingservicedeliverytocustomers,itneedstocreatesolutionsthatfitintoorganizationalrequirements.Manyfactormaycomeintoplaythatguideorrestrictproposedchangesinservicedelivery.Thesemayfallunderthefollowingcategories:
(Brown,2003)
•Legalobligations
•Occupationalhealthandsafetypolicies,programsandprocedures
•Confidentialityandsecurityrequirements
•Anti-discriminationandrelatedpolicy
•Companybest-practicepolicy
•Qualitymeasures
•Continuousimprovementprocesses
•Ethicalstandards
•Pricinganddiscountpolicy
•Replacementandrefundprocedures
•Paymentanddeliveryoptions
•Designatedresourceparameters
Fivecustomerservicestrategygoalsofmobileoperatorenterprise:
Dialecticalanalysisoftheabove,basedonthethreemobileoperators,enterprisecustomerservicestrategicobjectivesare:
tobecomethemostsatisfiedcustomersmobileoperatorstomaintainabsoluteleadershippositionintheindustry.
Thisstrategicobjectivewillbereflectedinthefollowingspecifictargets:
1.MaintainCustomersatisfactioncontinuedtothefirst;
2.Marketsharecontinuedtothefirst;
2.Importanceofcommunicationofresponsibilitiesforservice
"Divisionoflabor"isthefirstoffourteenprinciplesthatismadeaFrenchentrepreneurHenriFayol.(2008)Stresstheimportanceofspecializationsothatemployeesworkmoreefficiently,therebyimprovingworkoutput.
ThisislikedivisionoflabororworkinspecializedareasbyAdamSmith.Suchastheneedleindustry,Smithdeclared:
10workerseachinaspecializedneedlework,canproduceabout48,000needlesaday.Ifeachpersonindividuallytocompleteallneedlework,eachday,canonlyproduceabout10needles!
Smithconcludedthatdivisionoflaborhasbeenabletoimproveproductionefficiency,becauseitincreasestheskillsandflexibilityofeachworker,savingthewasteoftimeontaskswitching.
3.Resourcesofcustomerservice
3.1Resourceidentification
Tofulfillcustomerserviceobjectiveswithcompleteprofessionalism,customerservicecentreneedtoidentifyandallocatesuitablebudgetresources.
Theseresourcesmayincludethefollowing:
•Money(foradvertisement,cashflow)
•Products
•Equipment
•People(Skill,knowledge,attitudeandexperience)
•Time
3.2Allocatetheresources
Thisisalong-termprocess.Resourceplanningisnotaspontaneousfunction.Toimprovethecustomerservicethroughtheresources
•Identifytheneed
•Countthecost
•Allocatetheresources
Resourceidentificationandallocation
4.Customerservicesatisfaction
Improvethequalityofbasicservices,andeffectivelymeetcustomerdemandforservices:
(1)Enhanceefficiencyofoperatingroomandshortenthelengthofqueue
ChinaMobileeffortstooptimizebusinessresources,shortenthelengthoftimeofqueue,increasetheeffectiveandserviceinfivemeasures:
•Adjustoperatinghours
•Setupamobileoperatingroominthebusyurbanfareboxormobilecountercharges
•Dealwithcustomercopythenecessarydocumentswhilecustomerswaitingforoperatingroompre-work
•Strengthenthemanagementofproductsandmarketingcampaigns,optimizetheproductdesignandmarketingactivities,streamlineprocessingproceduresandshortentheprocessingtimeforcustomerservice
•Improvetheoperatingroomfacilities,additionalself-serviceterminalsintheBusinessChamber,computersandotherequipment
(2)Enhancethequalityof10086hotlineserviceeffectivelyandimproveproblem-solvinghotline
10086customerservicehotlineisthehighestrateofcustomercontact,oneofthechannelsofservice.InordertoenhancethequalityofservicehotlineofChinaMobileeffectively,theprincipleofsimplifiedprocessformostcustomers’networkneedsofaunifiedself-serviceprocessoptimization.Toenhancetheself-serviceclarityof10086effectively,findthenecessaryservicesquicklyforcustomersandmeetcustomerdemandeasilyintheshortesttime.
4.1Serviceperformance(KPIs)
Reviewandimprovethecompany’scurrentserviceperformanceinKPIs.
Keyperformanceindicatorscomeinthreetypes:
•ProcessKPIsmeasuretheefficiencyorproductivityofabusinessprocess
•InputKPIsmeasureassetsandresourcesinvestedinorusedtogeneratebusinessresults.
•OutputKPIsmeasurethefinancialandnonfinancialresultsofbusinessactivities.
4.1.1PerformanceMeasurementasaProcess
Phase1:
Decidewhattomeasure
Defin
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