论文部分内容阅读
近几年来,在西方国家,“呼叫中心”为各类公司的运作带来了直接的效益,并产生了重要的正面影响。尽管电子通信作为一种有效的商业工具能使公司与众不同,但是它未能发挥创造名牌产品效应的商业作用。如何才能充分发挥这种商业作用?回答是建立一种能够反映公司长远战略规划和上层领导在技术选择中所承担责任的决策管理机制。促使这种机制形成有两方面的原因:一是普遍认为,失去一个老客户所造成利润的损失可能要由六七个新客户来弥补;二是客户的需求发生了变化,即客
In western countries in recent years, “call centers” have brought direct benefits to the operation of various types of companies and have had a significant positive impact. Although electronic communications can make a difference from a company as an effective business tool, it fails to deliver the commercial power to create a brand-name product effect. How can we give full play to this commercial role? The answer is to establish a kind of decision-making management mechanism that reflects the company’s long-term strategic planning and the responsibility of upper-level leaders in technological choices. There are two reasons for the formation of such a mechanism: First, it is generally accepted that the loss of profits caused by the loss of an old customer may be offset by 67 or more new customers. Second, the demand of customers has changed.