DHL客户服务部结构流程现状及对策的研讨.pdf

1目 录 摘要································································1 Abstract························-···································2 第一章前言··················一·····································．4 1．1课题的背景······················································．4 1．2课题的任务······················································．4 1．3公司简介················································-········5 第二章客户服务的概述················································6 2．1客户服务的传统概念和作用·········································6 2．2新形势下客户服务部的新角色新作用······················-··········7 第三章DHL客户服务部结构流程现状的分析·······················-····略 3．1DHL客户服务部的基本情况········································．8 3．1．1DHL客户服务部的结构组成·······················-·············8 3．1．2DHL客户服务部各职能组的职责·································9 3．1．3客户服务在DHL的地位和作用·································10 3．2DHL客户服务部结构流程的现状···························-········12 3．2．1普遍存在的在线交谈率低，每日的服务水平指标达成低············12 3．2．2意见回复报告批复处理周期长响应速度慢························16 3．2．3分公司月报告名目繁多，月月报告结论雷同······················17 3．2．4提请MSS流程客户数目增多，刻板流程意见最多·················18 3．2．5电话量居高不下，多月客户服务部KPI没有达标··················19 3．2．6新信息系统上线时间大大长于培训计划预期时间··················20 3．2．7每月现金转化率总是很低······································20 3．3DHL客户服务结构流程中应解决的问题····························23 第四章DHL客户服务结构流程优化的对策研究····-····················23 4．1公司结构的调整必然导致工作流程的标准化························．23 4．2减少管理层人数取消非必要的管理层岗位使组织结构扁平化··········24 4．3合并分区统一作业流程分析更有价值的区域数据····-···············．25 4．4精简刻板流程节约通话成本实施临时应急计划······················27 4．5大力推广电子商务的功能，提供更多信息互动新平台·················27 0······29 4．6取消逐级培训，采用员工教练制度······················-··0 4．7增设CashDesk项目组，提高现金转化率，扩大收益·················29 第五章启用优化方案的评估···········································30 第六章结束语·······················································37 参考文献·····························