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研究生:曾幸怡
研究生(外文):Tzeng, Shing-Yi
論文名稱:客服中心之營運模式建立及執行規劃
論文名稱(外文):Call Center Services: Modeling and Implementation Planning
指導教授:張力元張力元引用關係黎正中黎正中引用關係
指導教授(外文):Charles V. TrappeyLi, Chang-Chung
學位類別:碩士
校院名稱:國立清華大學
系所名稱:科技管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2002
畢業學年度:90
語文別:英文
論文頁數:106
中文關鍵詞:客服中心顧客關係管理外包經營模式
外文關鍵詞:Call Center ServicesCustomer Relationship ManagementOutsourcingBusiness Models
相關次數:
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隨著電腦科技以及網際網路的蓬勃發展,消費者意識高漲與激烈的競爭環境,越來越多企業開始重視「客戶關係管理」(CRM, Customer Relationship Management),客戶服務中心 (Call Center) 是企業從事「顧客關係管理」的最直接也是最重要的工具,經由客服人員以面對面的方式直接回應,或使用電話、傳真機、網際網路等工具和顧客雙向溝通,提供多元化的服務管道和服務內容,達到企業和顧客雙贏的境界。但是客服中心的建置是龐大的資金支出,事前規劃和耗費的時間成本、日後因業務擴張隨之增加的人事成本與管銷費用也是鉅額的投資。因此,基於功能和成本的考量,將顧客服務中心的建置外包交由專業廠商代為規劃籌建,對中小型企業而言不失為良好的替代方案,尤其是目前以中型小企業為經濟主體的台灣,委外(outsourcing)客服中心將是必然趨勢,其市場商機也必然可觀。
本研究之目的,除了探討以「顧客服務管理」觀點出發的客戶服務中心對電子化企業的必要性及其相關的技術要求。此外,本研究將以資源不足的中小企業為研究主體,討論其客服中心的委外可行性,分析台灣地區的委外客戶服務中心的產業趨勢與發展前景,以及委外客服中心業者的成立條件及其營運的商業流程。希望本研究結果對於有志從事委外客戶服務中心業者有所助益。
With the global acceptance of Internet, intensive consumerism, and keen competition, increasing numbers of companies are investing in Customer Relationship Management (CRM) implementation strategies and practices. These companies hope to improve the total performance of their enterprise by boosting customer satisfaction and by winning and maintaining customer loyalty. The Internet provides a new means by which companies interact with customers and deliver services 24 hours a day and 7 days a week (24/7). By extensively collecting customer information and feedback from the web and other media, a CRM system can analyze and forecast customer demand accurately and immediately using real time data. The information collected provides a means to improve customize services, keep track of demand, and build marketing strategies that target real needs. This type of approach is tailored to the specific needs of targeted customers and builds long lasting customer relationships. Therefore, the call center, which is at the heart of enterprise efforts to collect customer information and build relations, is not only a strategic tool but also a necessary investment for all companies.
There has been a radical change to the business models of CRM because of the Internet. E-business companies handle the increased flow of digital information by investing in new call center technology. CRM technology covers databases, Computer Telephony Integration (CTI), new types of Public Branch Exchanges (PBXs), and a growing variety of integrated software solutions. Regardless of the size of a company, the trend is to provide call center services in-house or outsource the task to contract services companies that maintain customer loyalty for a fee. Establishing a call center requires finding the space (or renting space), hiring and training staff, and investing in the technology infrastructure. However, the investment in prior planning, time, personnel and management have an uncertain pay-off in the long run that can impact the profits of a company. Mismanagement of a call center can not only waste the initial investment but also distance existing customers. Given the required initial investment in hardware, software, facilities and specialized manpower; outsourcing call center services has become a popular option for many companies, particularly for small and mid-size companies. Even when companies reach an economy of scale and size to justify the investment in running their own call centers, some larger companies still choose to outsource the call center services to companies that are specialized in the business and can keep up with the information technology and management techniques underlying CRM.
This research considers the necessity and technologies of a call center based on the CRM needs of enterprises. The research question is whether or not small and medium enterprises will elect to outsource CRM services to a call center or attempt to develop services in-house. The research analyzes of the development of the call center industry in Taiwan and describes the key functions, the operational flows and conditions of services offered by the call center services providers. The outcome of the research provides a detailed description of business processes employed by call center service operators. The description of the business processes provides the basics of operating call center services in Taiwan, particularly services targeting the special needs of small and medium enterprises. From the analysis of the needs of business, the model for a call center service provider is derived.
1. Introduction ----------------------------------------1
1.1 Research Motivation --------------------------------1
1.2 Research Objectives --------------------------------3
1.3 Thesis Organization --------------------------------5
2. Background ------------------------------------------7
2.1 The Development of CRM Theories --------------------7
2.2 The Importance of CRM in Customer Services ---------9
2.3 The Development of Call Center Services in Taiwan--13
2.4 The Trend of Outsourcing Call Center Services------16
3. The Definition of Call Center Services -------------18
3.1 The Framework of a Call Center --------------------18
3.2 The Scope of Call Center Services -----------------22
4. Methodology ----------------------------------------29
4.1 Research Design -----------------------------------29
4.2 Survey Pretest ------------------------------------38
4.3 Data Analysis -------------------------------------40
4.4 Limits of the Research ----------------------------41
5. Data Analysis --------------------------------------42
5.1 The Reliability and the Validity of the Survey ----42
5.2 Descriptions of Data Collected --------------------46
5.3 The Analysis of the Results -----------------------49
5.4 Correlation Analysis ------------------------------54
5.5 Multiple Liner Regression Analysis ----------------60
5.6 Summary of the Results ----------------------------65
6. Business Models for Call Center Services -----------68
6.1 Inbound Applications ------------------------------68
6.2 Outbound Applications -----------------------------73
6.3 Management of Call Center Services ----------------75
7. Conclusion -----------------------------------------78
References --------------------------------------------82
Appendix ----------------------------------------------87
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