- 學位論文
金控公司顧客關係管理策略對其子公司客服中心建置之影響
The impacts of call center establishment in subsidiaries from Customer Relationship Management(CRM) of Financial Holding Companies.
摘要
國內金融市場競爭激烈，金融控股公司面對動輒上百萬的顧客，如何將客戶資訊轉換為有效的客戶知識，而在適當的時機、經由適當的通路、提供適當的服務或產品給需要的客戶以滿足客戶需求，有賴顧客關係管理(Customer Relationship Management,CRM)系統的建立，國內各大金控公司在花費鉅資導入CRM系統後，如何運用CRM系統，在行銷、銷售及服務方面取得競爭優勢，為各大金控公司極為重視的課題之一。 在CRM的架構下，客戶接觸管道被視為企業對客戶的最前線關係，客戶服務中心是企業直接面對客戶的第一線，也是CRM的重心；本研究將由文獻探討之理論面與實務操作面深入研究：「在金控公司策略規劃下，金控子公司如何建置一個可以執行金控公司CRM策略及真正符合客戶需求的客戶服務中」。 本研究主要目的在以金融控股公司CRM策略如何影響子公司客服中心建置，及客戶服務中心構成三要素對客服中心成效之影響；CRM策略從母公司整體策略、事業體策略、功能性策略等構面來探討，子公司客服中心建置及營運要素則由系統、流程及人員三大要素深入研究，同時研究該產業的的產品屬性及顧客屬性對客服中心建置的影響。
並列摘要
Financial marketing in Taiwan is absolutely highly competitive. Financial Holding Companies nowadays need handling more than millions of clients. Therefore, how to transfer and utilize these clients’ information as knowledge power, then, turn into a package of appreciative service or product deliver to customers in the right time, right channels to satisfy customer’s needs. The CRM system plays one of the key corporate strategies. Financial Holding Companies have put a lot of efforts to build up the CRM system and utilize it in marketing, sales and customer service to gain the competitive advantage becomes a serious issue to corporation. Under the structure of CRM, the channel of contact point considers as the front line of CRM to corporation, which is the call center. This study is based on the both theoretical research and practical experiences. It examines how the subsidiary to establish the call center under the CRM strategy of strategical plans of Financial Holding companies and execute it to fit into customer’s needs perfectly. The purpose of this study is to examine the impacts of Financial Holding Company in term of call center establishment in its subsidiaries. On the other hand, it also takes into consideration that the performance of call center, which based on the three major critical components. CRM strategy will be further discussed from the different angles of corporate strategies、business units strategies and functional strategies as well. Moreover, the system, process and people are the three major factors to evaluate its performance will be examined in depth and also includes the impacts of product and customer attributes in call center operation to subsidiaries.