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從聯(lián)絡(luò)中心戰(zhàn)略角度管理與運(yùn)營(yíng)呼叫中心

客戶聯(lián)絡(luò)中心運(yùn)營(yíng)的終極目標(biāo)是優(yōu)服務(wù)，高質(zhì)量，低成本”，實(shí)現(xiàn)此目標(biāo)的關(guān)鍵因素是需要有一套符合企業(yè)戰(zhàn)略和團(tuán)隊(duì)現(xiàn)狀的合理績(jī)效制度”，合理的績(jī)效制度不能單純從運(yùn)營(yíng)角度來設(shè)定，需要站在戰(zhàn)略的角度（顧客、管理者、一線）出發(fā)，將客戶需求轉(zhuǎn)化成考核指標(biāo)，用人員、流程和技術(shù)滿足并超過客戶期望。

•	理解電話、非電話渠道的業(yè)務(wù)和績(jī)效數(shù)據(jù)（例如：服務(wù)水平、棄呼率、業(yè)務(wù)到達(dá)模式） Understanding transaction and performance data (e.g. service level, abandonment rate, and transaction arrival patterns) from both phone and non-phone contact channels
•	人事管理——招聘、培訓(xùn)和實(shí)際績(jī)效監(jiān)控 People Management – Recruit, Train, Monitor Actual Performance
•	運(yùn)用數(shù)據(jù)測(cè)量績(jī)效改善行動(dòng)的結(jié)果 Using data to measure the results of performance improvement initiatives
•	按照業(yè)務(wù)到達(dá)模式進(jìn)行人員配備與排班——以及這樣做對(duì)服務(wù)水平、成本以及顧客滿意度的影響 Staffing and scheduling to transaction arrival patterns-- how this impacts service levels, costs, and customer satisfaction
•	運(yùn)用業(yè)務(wù)監(jiān)控來管理及改善流程績(jī)效 Using transaction monitoring to manage and improve process performance
•	呼叫中心效率監(jiān)控 Monitoring Efficiency of the Call Centre
•	測(cè)量和監(jiān)控顧客滿意度 Measuring and Monitoring Customer Satisfaction
•	…以及更多

•	學(xué)會(huì)制定聯(lián)絡(luò)中心戰(zhàn)略規(guī)劃及年度規(guī)劃 Strategic and Annual Planning for the contact center
•	確定并應(yīng)用服務(wù)質(zhì)量及顧客滿意度改善策略 Identify and apply tactics of Quality and Customer Satisfaction improvements
•	確定、建立、溝通和實(shí)施關(guān)鍵績(jī)效指標(biāo)改善戰(zhàn)略與戰(zhàn)術(shù)，達(dá)成業(yè)務(wù)及顧客需求 Identify, establish, communicate and implement KPI enhancement strategies and tactics to meet business and customer requirements
•	聯(lián)絡(luò)中心電話和非電話業(yè)務(wù)運(yùn)營(yíng)數(shù)據(jù)解讀 Interpret operational data from both phone and non-phone customer contact channels
•	理解服務(wù)-質(zhì)量-成本三者的平衡關(guān)系 Understand the Balance of Service-Quality-Cost

•	聯(lián)絡(luò)中心的成本要素組成 What are the cost components of a contact center
•	確定并理解推動(dòng)績(jī)效的關(guān)鍵效率指標(biāo) Identify and understand key efficiency KPIs that drive performance
•	制定并應(yīng)用推動(dòng)績(jī)效的關(guān)鍵績(jī)效指標(biāo) Develop and implement the key efficiency KPIs that drive performance
•	運(yùn)用統(tǒng)計(jì)數(shù)據(jù)分析技能來預(yù)測(cè)業(yè)務(wù)量，對(duì)人員進(jìn)行排班以滿足預(yù)測(cè)業(yè)務(wù)量的需求，并管理排班遵守情況 Forecast workload using statistical data analysis techniques, schedule staff to meet forecasted workload and manage adherence to schedule
•	招聘、培訓(xùn)和監(jiān)控員工，確保員工交付高質(zhì)量的服務(wù) Recruit, train and monitor staff to ensure they deliver quality

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…以及更多

Chapter 1.聯(lián)絡(luò)呼叫中心戰(zhàn)略管理Contact center strategic management
1.聯(lián)絡(luò)呼叫中心的前景和使命Call center prospect and mission
2.呼叫中心的價(jià)值Call center contribution to the company
3.讓呼叫中心成為差異化因素Using call center to be the differentiator
4.呼叫中心核心競(jìng)爭(zhēng)力建立：四項(xiàng)標(biāo)準(zhǔn)和價(jià)值鏈分析Call center core competitiveness establishment:Four standards and value chain analyses

Chapter 2.聯(lián)絡(luò)呼叫中心戰(zhàn)略規(guī)劃Contact center strategy plan
1.如何保持競(jìng)爭(zhēng)優(yōu)勢(shì)How to maintain the competitive advantage
2.財(cái)務(wù)計(jì)劃及非財(cái)務(wù)計(jì)劃Financial and Non-Financial Plans
3.戰(zhàn)略及業(yè)務(wù)績(jī)效審議Review of strategy and business performance

Chapter 3.聯(lián)絡(luò)呼叫中心戰(zhàn)略執(zhí)行Contact center strategy execution
1.呼叫中心運(yùn)營(yíng)管理與績(jī)效評(píng)估Call center operation management and achievements appraisal
2.呼叫中心人員管理People Management in call centers
3.運(yùn)用數(shù)據(jù)及KPI管理Use of Data and KPI Management
4.知識(shí)庫(kù)更新Update of Knowledge Base
5.管理效率及生產(chǎn)力Managing Efficiency and Productivity

Chapter 4.運(yùn)營(yíng)管理Operations Management
1.排班管理Workforce Management
2.質(zhì)量管理Quality Management
3.關(guān)鍵供應(yīng)商管理Key Supplier Management
4.應(yīng)急規(guī)劃Contingency Planning
5.客戶隱私End User Privacy

Chapter 5.顧客反饋 Customer Feedback
1.顧客投訴與表?yè)P(yáng)管理Management of customer complaints and compliments
2.顧客滿意度與不滿意度管理Management of Customer Satisfaction and Dissatisfaction

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