[[alternative]]The study on the customer service center is operating model and the strategy to elevate referral sales effectiveness in the financial industry

碩士[[abstract]]本研究的目的欲先了解客服中心最佳銷售營運模式與提昇轉介成效之策略研究。 依相關文獻及比較各家金融客服中心實務做法發現，金融業客服中心銷售模式分為直接銷售與轉介銷售二種。本文分析發現這二種銷售模式各有其優缺點，直接銷售主要的缺點是客戶需花費較久的時間才能轉接到客服人員轉介銷售主要的缺點為部門間分潤爭議，考量客服中心主要任務是服務顧客故從客戶角度來分析，轉介銷售是較能讓客戶接受的。 另就提昇轉介銷售的成效上，經與客服中心人員進行深入訪談後發現，客服人員的銷售意願及需在短時間內引起客戶對產品的興趣，為影響轉介成效的關鍵，因此提昇轉介成效包含了有效運用客戶資料、正確訓練方式、具吸引力的獎酬制度及符合單位特性的產品。 根據以上研究結果，本文建議有三：在系統方面，客服中心應有一套整合行銷的作業系統，該系統功能需能讓服務人員在最短的時間內了解客戶的背景、可推廣的產品及最新且正確的訊息;在人員方面，建議訓練方式採實體演練的課程、獎酬上則以獎金及特殊排班為主；在作業方面，建議Inbound客服中心與Outbound電話行銷建立合作模式，將可讓公司發揮更大的整體營運績效。[[abstract]]The study’s objective lies in providing a strategic study on discerning an optimal sales operating model for customer service center and on enhancing their referral yield As derived from examining pertinent archival data and by comparing the practical implementation at several customer service centers, the sales modes on the customer service center of banking industry can be divided into direct sales and referral sales. The thesis’s analysis found that the two sales models have their advantages and disadvantages, in that the shortcoming of direct sales being that it takes longer time for a customer to be forwarded to a customer service representative, and that the shortcoming of referral sales rests on the dispute of profit sharing among departments. And taken into account that the mission of customer service center has been to service the customers, and to analyze from the perspective of the customer, referral sales is relatively more acceptable to the customer. Also in terms of the tangible yield of referral sales, it has been found after conducting in-depth interviews with customer service center representatives that a customer service representative’s motivation and his/her ability to draw the customer to be interested in the product are the keys that impact the referral yield, hence methods for enhancing the referral yield encompass an effective use of customer data, the correct training method, an attractive reward system and products that meet the marketing unit’s characteristics. In recapping the foresaid study findings, the thesis presents three recommendations: In the aspect of the system, a customer service center needs to operate on a system-wide marketing operating system, where the system’s functions need to allow the service representative to discern a customer’s background in the shortest time, and provide marketable products and the latest accurate information; in the aspect of personnel staffing, it is advisable that the training mode takes to a tangible simulation course, with rewards primary in the form of bonuses and shift scheduling; in the aspect of the operations, it is advisable that a collaboration model be instilled between the inbound customer service center and the outbound telephone marketing that would excel a company to achieve a greater overall operations yield.[[tableofcontents]]第一章 緒論 第一節 研究背景與動機...................................1 第二節 研究目的.........................................4 第三節 觀念架構.........................................5 第四節 資料搜集方法.....................................9 第五節 研究流程.........................................11 第二章 金融業客服中心發展之分析 第一節 客服中心之定義...................................12 第二節 客服中心的演變...................................14 第三節 客服中心未來之發展...............................17 第四節 以T銀行客服中心轉介成效之探討....................22 第三章 金融業客服中心銷售經營模式之分析 第一節 直接銷售與轉介銷售說明...........................30 第二節 直接銷售與轉介銷售優缺點之分析...................34 第三節 金融業客服中心銷售經營模式之建議.................39 第四章 提昇轉介成效策略之研究與分析 第一節 消費者行為說明...................................41 第二節 關係行銷說明.....................................44 第三節 訪談對象.........................................48 第四節 顧客關係管理對轉介成效影響之分析.................49 第五節 教育訓練對轉介成效影響之分析.....................54 第六節 奬酬制度對轉介成效影響之分析.....................61 第七節 產品特性對轉介成效影響之分析.....................66 第五章 結論 第一節 結論摘要.........................................71 第二節 研究發現.........................................72 第三節 研究建議.........................................75 第四節 研究限制.........................................79 參考文獻................................................80 附錄：訪談資料..........................................86 表目錄 表1-1金融控股公司設立情形表............................1 表2-1客服中心定義內容..................................13 表2-2 T銀行核心價值....................................24 表2-3 T銀行客服中心轉介銷售成功件數表..................27 表2-4 T客服中心轉介銷售成功投資或撥款金額表............28 表3-1客服中心銷售經營模式說明..........................32 表3-2客服中心銷售經營模式比較表........................32 表4-1受訪人員背景資料一覽表............................48 表4-2 T銀行導入系統業績成長表..........................52 表4-3貸款分類表........................................67 圖目錄 圖1-1研究觀念架構圖....................................5 圖1-2研究流程圖........................................11 圖2-1整合通訊概念圖....................................18 圖3-1顧客離開原因分配圖................................39 圖4-1提昇轉介銷售事前規劃建議分配圖....................51 圖4-2教育訓練方式分配圖................................56 圖4-3 E-Learning對轉介銷售是否有幫助示意圖..............57 圖4-4 Role Play對轉介銷售是否有幫助示意圖...............58 圖4-5轉介銷售模式需不需要金融相關證照示意圖............59 圖4-6提供奬酬制度是否有正面的激勵示意圖................63 圖4-7除奬酬制度外，何種因素會影響轉介銷售分配圖........64 圖4-8金融業客服中心適合轉介銷售產品分配圖..............68 圖4-9客服中心專屬的產品特性，對轉介意願是否有正面影響示 意圖..............................................69[[note]]學號: 796670296, 學年度: 9