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论文编号：	14361
作者编号：	2320213819
上传时间：	2023/12/12 15:33:17
中文题目：	A银行集约化运营T中心服务管理改善研究
英文题目：	Research On Service Management Improvement Of Intensive Operation T Center Of A Bank
指导老师：	梁峰
中文关键字：	集约运营；智能客服；人工客服；人机协同；服务管理改善
英文关键字：	Intensive operation；Intelligent customer service；Manual customer service；Human-machine collaboration；Service management improvement
中文摘要：	伴随着互联网金融与数字经济的蓬勃发展，客户在金融领域的需求也打破了时间、空间、行业上的限制，对于灵活性、实用性的需求程度也越来越高，依托集约化运营优势打造全天候、流程式、规范化、高质量、高效率的客户服务，成为当前商业银行的服务改善方向。银行业用于承接客户非柜面、非接触式服务的传统的客服中心也正向着综合金融服务集约化运营中心积极迈进。A商业银行的集约化运营中心T中心作为由传统客服中心转型成为非接触式金融服务集约化运营中心的典型代表，始终贯彻“客户为本，服务至上”的发展理念，秉承“让客户满意的服务触手可及”这一目标，积极助力A银行线上服务体系建设，致力于打造同业渠道最全、方式最多、业务最广、规模最大的线上服务体系。 ? 而在中心运营及转型发展过程中，在智能客服阶段、人工客服阶段、人机协同阶段也面临着诸多问题与挑战，本文以调查法、文献研究法、定性与定量结合研究法以及个案研究法为主要研究方法，本着服务管理理论中客户导向的理念，提炼出了T中心在服务管理方面在三个阶段存在的三个问题，即智能客服阶段以智能语音为代表的智能客服分流效果不明显、人工客服阶段人工客服服务资源与服务需求不匹配以及人机协同阶段二者的衔接机制不畅。并在此基础上运用根本原因分析法深入分析了以上问题产生的主要原因，并结合服务蓝图工具进行智能客服阶段、人工客服阶段以及人机结合服务阶段的改善策略设计，同时进行了保障机制建立与实施效果预评估。 ? 通过问题分析和策略设计，本文分别针对三个服务阶段的问题得出如下结论：在智能客服服务阶段，优化语音布局节点、扩展问答库内容以提升其服务能力，从而进一步提高分流率；在人工客服服务阶段，分别依据业务能力和业务难易程度对客服代表及业务流程进行分类管理，并依托自动呼叫分配技术进行二者的精准匹配，提高服务质量和效率；在人机协同服务阶段，通过简化流程冗余环节、构建客服体系间新对接机制等方式，优化协同模式，提高业务全流程的整体运转效率，以实现服务管理改善，提高客户满意度的最终目标。
英文摘要：	With the vigorous development of Internet finance and digital economy, the demand of customers in the financial field has also broken the restrictions of time, space and industry, and the demand for flexibility and practicability is also increasing. Relying on the advantages of intensive operation to create all-weather, process-based, standardized, high-quality and efficient customer service has become the service improvement direction of commercial banks. The traditional customer service center of the banking industry, which is used to undertake non-counter and non-contact services for customers, is also actively moving towards an integrated financial service intensive operation center. A commercial bank's intensive operation center T center, as a typical representative of the transformation from traditional customer service center to non-contact financial service intensive operation center, always implements the development concept of "customer-oriented, service-oriented", upholds the goal of "making customer satisfaction service accessible", and actively helps a bank's online service system. It is committed to building an online service system with the most complete channels, the most ways, the widest business and the largest scale. In the process of operation and transformation development of the center, there are also many problems and challenges in the intelligent customer service stage, the artificial customer service stage and the human-computer cooperation stage. This thesis takes the investigation method, the literature research method, the qualitative and quantitative combination research method and the case study method as the main research methods, in line with the customer-oriented concept in the service management theory. Three problems of T center in the three stages of service management are extracted, that is, the diversion effect of intelligent customer service represented by intelligent voice is not obvious in the intelligent customer service stage, the service resources of manual customer service do not match the service demand in the manual customer service stage, and the connection mechanism between the two is not smooth in the man-machine cooperation stage. And on this basis, the root cause analysis method is used to analyze the main causes of the above problems, and combined with the service blueprint tool, the improvement strategies of intelligent customer service stage, manual customer service stage and man-machine combination service stage are designed, and the safeguard mechanism is established and the implementation effect is pre-evaluated. Through the problem analysis and strategy design, this thesis draws the following conclusions for the problems of the three service stages: in the intelligent customer service stage, optimize the voice layout node, expand the content of the question and answer library to enhance its service capability, so as to further improve the diversion rate; In the stage of manual customer service, customer service representatives and business processes are classified and managed according to business capabilities and business difficulty, and the two are accurately matched by automatic call distribution technology to improve service quality and efficiency; In the stage of human-machine collaborative service, by simplifying the redundant links of the process and building a new docking mechanism between customer service systems, we can optimize the collaborative mode and improve the overall operational efficiency of the whole business process, so as to achieve the ultimate goal of improving service management and customer satisfaction.
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