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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/29917

    Title: 金融業客服中心銷售營運模式與提昇轉介效果策略之研究
    Other Titles: The study on the customer service center is operating model and the strategy to elevate referral sales effectiveness in the financial industry
    Authors: 張明杰;Chang, Ming-chieh
    Contributors: 淡江大學全球華商經營管理數位學習碩士在職專班
    蕭峯雄;Shiau, Feng-shiong
    Keywords: 教育訓練;顧客關係管理;客服中心;獎酬制度;Consumer Behavior;Education training;CRM;Call Center;Reward System
    Date: 2009
    Issue Date: 2010-01-10 23:04:09 (UTC+8)
    Abstract: 本研究的目的欲先了解客服中心最佳銷售營運模式與提昇轉介成效之策略研究。
    The study’s objective lies in providing a strategic study on discerning an optimal sales operating model for customer service center and on enhancing their referral yield
    As derived from examining pertinent archival data and by comparing the practical implementation at several customer service centers, the sales modes on the customer service center of banking industry can be divided into direct sales and referral sales. The thesis’s analysis found that the two sales models have their advantages and disadvantages, in that the shortcoming of direct sales being that it takes longer time for a customer to be forwarded to a customer service representative, and that the shortcoming of referral sales rests on the dispute of profit sharing among departments. And taken into account that the mission of customer service center has been to service the customers, and to analyze from the perspective of the customer, referral sales is relatively more acceptable to the customer.
    Also in terms of the tangible yield of referral sales, it has been found after conducting in-depth interviews with customer service center representatives that a customer service representative’s motivation and his/her ability to draw the customer to be interested in the product are the keys that impact the referral yield, hence methods for enhancing the
    referral yield encompass an effective use of customer data, the correct training method, an attractive reward system and products that meet the marketing unit’s characteristics.
    In recapping the foresaid study findings, the thesis presents three recommendations: In the aspect of the system, a customer service center needs to operate on a system-wide marketing operating system, where the system’s functions need to allow the service representative to discern a customer’s background in the shortest time, and provide marketable products and the latest accurate information; in the aspect of personnel staffing, it is advisable that the training mode takes to a tangible simulation course, with rewards primary in the form of bonuses and shift scheduling; in the aspect of the operations, it is advisable that a collaboration model be instilled between the inbound customer service center and the outbound telephone marketing that would excel a company to achieve a greater overall operations yield.
    Appears in Collections:[全球華商經營管理數位學習碩士在職專班] 學位論文

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