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论文编号：	15891
作者编号：	2320233991
上传时间：	2025/12/12 10:24:51
中文题目：	N银行远程视频柜台客户体验提升策略研究
英文题目：	Research on the Tactics for Enhancing Customer Experience of N Bank’s Remote Video Counter
指导老师：	任星耀
中文关键字：	银行；远程视频柜台；客户体验；非接触式服务
英文关键字：	Bank; Remote video counter; Customer experience; Contactless service
中文摘要：	在宏观经济动能转换、金融科技集群突破、客群代际变迁与行业竞争升维的多重背景下，远程视频柜台已从补充渠道跃升为银行数字化转型的关键支点。N银行作为区域性中小银行代表，亟须通过远程视频柜台破解“高成本、低频次”的网点困境，基于此，本研究以施密特客户体验理论为指导，探讨“如何以客户体验为抓手，进一步释放远程视频柜台的降本增效价值”这一问题。 论文通过政策、经济、社会、技术四维环境扫描，发现远程视频柜台正处于政策鼓励创新、技术日益成熟与客户需求升级的有利窗口期。继而通过文献研究、案例研究与综合调研，对N银行远程视频柜台的现状、与行业先行者的差距及其痛点与成因进行刻画。研究发现，N银行客户体验尚处于起步阶段，存在柜台真实感薄弱、情感联结缺失、认知负荷高企、自助效能低下以及未形成品牌忠诚度与身份认同感等深层痛点。体验失衡的根源在于客户需求理解不足、运营方向不清晰、技术支撑与交互能力亟待升级与人才储备短缺等多重系统因素交织，导致这一新型交互形态未能释放应有价值。 为破解上述难题，论文提出五维的客户体验提升策略：以双向音视频、智能降噪、触觉反馈与多感官协同打造沉浸式体验；以情绪识别与干预、情感化内容设计，实现由事后安抚向事中干预升级；以人工智能与真人的协同体系降低认知负荷；以场景化重构流程，提升自助效能；以细分老年等客群体验，强化身份认同感。以差异化身份叙事，重塑品牌忠诚度，推动客户从“使用者”向“推荐者”转变。为支持策略落地，论文设计三维的实施保障：运营管理上加强客户需求洞察能力建设，明确“短期补位审核、中长期探索综合服务”的阶段化运营方向；技术研发上优先补齐基础设施短板、中长期提升智能化协同水平；人力资源上以弹性配置与培养体系建设双轮驱动，破解人才供给瓶颈。 论文将施密特客户体验五维框架应用到远程视频柜台场景。一方面，帮助N银行发现现有问题，为N银行提供远程视频柜台客户体验提升思路，在压降成本的同时提升客户自助办理效率和满意度；另一方面，为其他中小银行远程视频柜台客户体验提升提供参考和借鉴，共同探索远程视频柜台的运维和发展思路。
英文摘要：	Against the multiple backdrops of macroeconomic momentum transformation, breakthroughs in fintech clusters, generational changes in customer groups, and escalating industry competition, remote video counters have evolved from a supplementary channel to a key pivot in the digital transformation of banks. As a representative of regional small and medium-sized banks, Bank N is in urgent need of leveraging remote video counters to address the predicament of “high costs and low frequency” in its physical branches. Based on this, this thesis, guided by Schmitt’s customer experience theory, explores the question of “how to further unleash the cost-reducing and efficiency-enhancing value of remote video counters by focusing on customer experience”. Through a four-dimensional environmental scan covering policy, economy, society, and technology, the paper finds that remote video counters are in a favorable window period characterized by policy encouragement for innovation, increasingly mature technologies, and upgrading customer demands. Subsequently, through literature research, case studies, and comprehensive surveys, it depicts the current situation of Bank N’s remote video counters, the gaps with advanced industry pioneers, as well as their pain points and causes. This thesis reveals that Bank N’s customer experience is still in its initial stage, with deep-seated pain points such as weak sense of reality in counters, lack of emotional connection, high cognitive load, low self-service efficiency, and the failure to build brand loyalty and sense of identity. The root causes of the imbalanced experience lie in the interweaving of multiple systemic factors, including insufficient understanding of customer needs, unclear operational direction, urgent need for upgrading technical support and interaction capabilities, and shortage of talent reserves. These factors have led to the failure of this new interactive form to release its due value. To address the aforementioned challenges, this thesis proposes a five dimensional customer experience enhancement tactic: creating an immersive experience through two-way audio and video, intelligent noise reduction, haptic feedback, and multi-sensory collaboration; upgrading from post-event appeasement to in-process intervention by means of emotion recognition and intervention as well as empathetic content design; reducing cognitive load through a collaborative system of artificial intelligence (AI) and human staff; enhancing self-service efficiency by reconstructing processes in a scenario-specific way; and strengthening the sense of identity by optimizing experiences for segmented customer groups such as the elderly. Additionally, it aims to reshape brand loyalty through differentiated identity narratives, driving customers to transition from “users” to “recommenders”. To support the implementation of this tactic, this thesis designs a three-dimensional implementation guarantee mechanism: in terms of operation management, strengthening the capacity to gain insights into customer needs and clarifying the phased operational direction of “filling gaps through short-term review and verification, and exploring integrated services in the medium to long term”; in terms of technology research and development, prioritizing the improvement of infrastructure shortcomings in the short term and enhancing the level of intelligent collaboration in the medium to long term; and in terms of human resources, adopting a dual-driver approach of flexible resource allocation and the development of training systems to resolve the bottleneck of talent supply. This thesis applies Schmitt’s five-dimensional customer experience framework to the scenario of remote video counters. On the one hand, it helps Bank N identify existing problems and provides ideas for improving the customer experience of its remote video counters, so as to reduce costs while improving the efficiency and satisfaction of customers’ self-service. On the other hand, it provides reference for other small and medium-sized banks to enhance the customer experience of their remote video counters, and jointly explore the operation, maintenance, and development ideas of remote video counters.
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