金融業客戶管理及服務組織架構之研究

A Study for Financial Institution’s Organization Structure on Customer Management and Services

陳立新(Charles Chan)

指導教授 ： 李賢源

國立臺灣大學/管理學院/財務金融組/碩士(2007年)

https://doi.org/10.6342/NTU.2007.10025

摘要

本研究依金控公司之客戶服務經營所遭遇到的難題與解決方法為核心，並鑽研金融公司客戶服務管理問題的根本解決之道，以提供金融企業經營者參考與建議，更進一步創造優質的客戶滿意服務，期望提昇金控企業整體營運績效。
　　造成銀行服務現況與理想情境之落差的原因為何？是經營者與使用者對於客服服務的期盼過高？是現有資訊技術所能支援的客服系統功能不足？亦或是人員應變能力不夠、教育訓練內容不豐富？還是組織架構與管理層面的問題？
　　客服中心發展至今已有相當一段長的時間，不論從系統建置維運、組織架構到人員的培訓與管理，企業不斷的嘗試最先進的作法，希望對於客服中心的投資能夠轉換成實質的獲利。然而身為企業第一線的門面，客服中心究竟該如何定位？它在於提昇企業形象，增加企業獲利的功效上，真正發揮了幾分？
　　針對客戶服務管理的功能、組織深入探討，發掘影響客戶服務績效的原因，再根據各種解決方法與成效的歷史經驗，本研究期望提供真正顧客導向之全方位客戶滿意服務規劃建議。

關鍵字

客服中心 ； 顧客導向 ； 客戶滿意 ； 客戶管理

並列摘要

This study is to discuss the ways of most of Taiwan’s financial holding groups interacting with their customers. Although most established organizations had invested quite a lot of resources in activities or systems like call center, Customer Relation Management (CRM) systems, or even VIP type of special financial services, the synergy of such activities is underachieved; thus does not have great impact on customer satisfaction and retention.
This study shows that the main reason for the above failure, in fact, is caused by improper organization structure that limits the cooperation of the business units within the organization. To further to prove our argument, this study shows our research result on five major banks which all have structured not ready for effective and efficient customer management. At the conclusion of this study, a new organizational structure is proposed to better serve the customer -- a customer centric approach, rather than a job/responsibility assignments approach as conducting by most of current financial institutions.

並列關鍵字

Call Center ； Customer Orientation ； Customer Satisfaction ； Customer Management

參考文獻

12. 葉雅青，組織結構、領導風格、組織策略及創造力機制與創新績效之關聯性研究，國立成功大學企業管理碩士論文，民國93 年。

16. 蔡易霖，客服人員教育訓練對員工績效與組織績效的影響－以金控公司銀行為例，崑山科技大學企業管理研究所碩士論文，民國95 年。

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