客戶服務中心如何由成本中心轉為利潤中心 －以金融公司為例

How does Call Center Transfer the Role from Cost Center to Profit Center? --Exampled by Financial Service Companies

陳正達(Cheng-Ta Chen)

指導教授 ： 游張松

國立臺灣大學/管理學院/商學研究所/碩士(2005年)

https://doi.org/10.6342/NTU.2005.10132

摘要

早期的客戶服務中心(Call Center)是以解決客戶的客訴為主要目的;近年來,由於電信與電腦科技的結合(CTI)與突破,使客服中心的功能日益強大,應用的層面也越來越廣. 由以前的0800客服專線到現在電信業,金融業,航空業,旅遊業等等大型的客服中心,幾乎涵蓋各行各業. 客服中心的腳色也由早期的成本中心漸漸有自行獲利的能力. 尤其,現在的行銷越來越講求提供個人化的服務,希望讓客戶在服務的過程中,感受貼心親切的服務,以獲得客戶的認同與信任. 客服中心最大的利基,即是可以相對低廉的成本達到個人化行銷的目的. 因此,客服中心將不僅是提供服務的成本中心而已,他更可以積極的扮演第一線的業務尖兵,為企業創造利潤,成為單獨的一個利潤中心.
本研究從台灣與國外客服中心的演進著手,了解各個時期的腳色與定位;透過研究客服中心經營管理的實務與文獻,了解經營客服中心的重點與方法;並且剖析客服中心的成本結構,進而探討如何降低成本;了解客服中心的定位與目標後,進而研究如何增加收益,以達成利潤中心的目標. 並且舉例兩個國內外金融產業的個案,分別代表成本中心與利潤中心的典範,分析其差異並探討轉型策略與方法,以呼應前論述.

關鍵字

客服中心 ； 利潤中心 ； 成本中心

並列摘要

Solving customer complaints has been one of the key objectives for a traditional Call Center. Due primarily to recent year’s breakthrough in Computer and Telephony Integration (CTI) technology, call centers around the world have steadfastly increased their functions and capabilities to handle ever increasing demands. They have transformed themselves from small centers handling simple customer support issues through 800 numbers to large centers capable of processing customer demands derived from such broad spectrum of industries as telecom, financial services, airlines, and tourism. The role of customer service centers has also transitioned from a typical cost center to a self-proficient profit center.
With today’s increased attention to service strategy, which has put heavy emphasis in providing personalized service to customers, it has become a general belief that in order to win customer over and earn their trust, service centers must deliver personalized warm and caring services to their customers. The foundation of a service center making profits lay on its ability to accomplish the goal of providing personalized service at a relative low cost. A service center does not have to be, by default, a cost center. It can be structured as a business unit to play a major role in first line sales and generate profits for the company.
This research studied the progression of domestic and overseas customer service centers in order to appreciate their roles and positioning at each stage. This paper has researched theories and practices of operating customer service centers in order to understand the methodology and importance of running one as a business. This research also analyzed the service center cost structure in an attempt to explore the possibility of lowering operating cost. Based on the understanding of the positioning and goals of a customer service center, this research analyzed different ways to increase service revenue in order to accomplish profit center objectives.
There were two case studies included in this research. Both conducted in the financial services industry. The goal was to exemplify running customer service centers using a cost center model for one and a profit center model for the other. It identified, analyzed, and discussed not only the difference between these two approaches, but also transformation methodologies and strategies.

並列關鍵字

Call Center ； Profit Center ； Cost center

參考文獻

8. 楊錦洲，服務業品質管理，品質協會，民國91年。

3. 陳永鉎，顧客關係管理 CRM 之探討，品質管制月刊，民國90年。

4. 侯明佑，客服中心運用於顧客關係管理、關係行銷及服務品質之實證研究-以B銀行企業金融部門為例，國立成功大學高階管理碩士在職專班為出版碩士論文，民國92年。

一、中文部份

（一）中文書籍