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呼叫中心战略管理与战略行动高级研习班

【课程编号】:MKT006142

【课程名称】:

呼叫中心战略管理与战略行动高级研习班

【课件下载】:点击下载课程纲要Word版

【所属类别】:电话销售培训

【时间安排】:2017年07月14日 到 2017年07月16日8800元/人

2016年07月22日 到 2016年07月24日8800元/人

2015年07月31日 到 2015年08月02日8800元/人

【授课城市】:北京

【课程说明】:如有需求,我们可以提供呼叫中心战略管理与战略行动高级研习班相关内训

【课程关键字】:北京战略管理培训,北京呼叫中心培训

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课程对象:

呼叫中心/客服中心 总经理(General Manager)

呼叫中心/客服中心 总监(Majordomo)

呼叫中心/客服中心 经理(Manager)

或者其他管理人员等。

课程目标:

训练呼叫中心运营经理及为呼叫中心提供支撑的内部服务机构人员,使其掌握联络呼叫中心日常管理所需技能。Train the contact center operations managers and those internal service organizations that support the contact center, with the skills needed to manage contact centers on a day-to-day basis.

基于KPI来进行呼叫中心运营管理是非常实用的方式。本次课程侧重于加深学员对服务、质量、及成本这三者保持平衡的理解。It is a practical approach to KPI-based operational management in a call centre. The workshop focuses on the understanding of the balance of service, quality and cost in operations.

课程概要:

理解电话、非电话渠道的业务和绩效数据(例如:服务水平、弃呼率、业务到达模式)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、培训和实际绩效监控People Management – Recruit, Train, Monitor Actual Performance

运用数据测量绩效改善行动的结果Using data to measure the results of performance improvement initiatives

按照业务到达模式进行人员配备与排班——以及这样做对服务水平、成本以及顾客满意度的影响Staffing and scheduling to transaction arrival patterns-- how this impacts service levels, costs, and customer satisfaction

运用业务监控来管理及改善流程绩效Using transaction monitoring to manage and improve process performance

呼叫中心效率监控Monitoring Efficiency of the Call Centre

测量和监控顾客满意度Measuring and Monitoring Customer Satisfaction

课程收益:

学会制定联络中心战略规划及年度规划Strategic and Annual Planning for the contact center

确定并应用服务质量及顾客满意度改善策略Identify and apply tactics of Quality and Customer Satisfaction improvements

确定、建立、沟通和实施关键绩效指标改善战略与战术,达成业务及顾客需求Identify, establish, communicate and implement KPI enhancement strategies and tactics to meet business and customer requirements

联络中心电话和非电话业务运营数据解读Interpret operational data from both phone and non-phone customer contact channels

理解服务-质量-成本三者的平衡关系Understand the Balance of Service-Quality-Cost

联络中心的成本要素组成What are the cost components of a contact center

确定并理解推动绩效的关键效率指标Identify and understand key efficiency KPIs that drive performance

制定并应用推动绩效的关键绩效指标Develop and implement the key efficiency KPIs that drive performance

运用统计数据分析技能来预测业务量,对人员进行排班以满足预测业务量的需求,并管理排班遵守情况Forecast workload using statistical data analysis techniques, schedule staff to meet forecasted workload and manage adherence to schedule

招聘、培训和监控员工,确保员工交付高质量的服务Recruit, train and monitor staff to ensure they deliver quality

课程大纲:

Chapter 1.联络呼叫中心战略管理Contact center strategic management 1. 联络呼叫中心的前景和使命Call center prospect and mission

2. 呼叫中心的价值Call center contribution to the company

3. 让呼叫中心成为差异化因素Using call center to be the differentiator

4. 呼叫中心核心竞争力建立:四项标准和价值链分析Call center core competitiveness establishment: Four standards and value chain analyses

Chapter 2.联络呼叫中心战略规划Contact center strategy plan1. 如何保持竞争优势How to maintain the competitive advantage

2. 财务计划及非财务计划Financial and Non-Financial Plans

3. 战略及业务绩效审议Review of strategy and business performance

Chapter 3.联络呼叫中心战略执行Contact center strategy execution1. 呼叫中心运营管理与绩效评估Call center operation management and achievements appraisal

2. 呼叫中心人员管理People Management in call centers

3. 运用数据及KPI管理Use of Data and KPI Management

4. 知识库更新Update of Knowledge Base

5. 管理效率及生产力Managing Efficiency and Productivity

Chapter 4.运营管理Operations Management 1. 排班管理Workforce Management

2. 质量管理Quality Management

3. 关键供应商管理Key Supplier Management

4. 应急规划Contingency Planning

5. 客户隐私End User Privacy

Chapter 5.顾客反馈 Customer Feedback 1. 顾客投诉与表扬管理Management of customer complaints and compliments

2. 顾客满意度与不满意度管理Management of Customer Satisfaction and Dissatisfaction

陈老师

拥有30余年客户服务、财务和系统分析经验,无与伦比的丰富经验和洞察力使她能够为她的客户提供绩效改善的有效建议。

有22年担任新加坡航空公司(Singapore Airline)全球客户服务事务副总裁、以及企业服务和内部审计副总裁,充分显示了她作为会计师、投资分析师和系统顾问的才能;后又担任2年新加坡电信公司(Singapore Telecom)客户服务部副总裁,掌管1600人呼叫中心。

从2001-2008年期间,陈女士担任COPC亚太公司的首席执行官,负责在区域内的业务拓展以及提供业务咨询服务。她已经极大地把世界级的绩效标准融入到COPC-2000标准和高绩效管理技巧(HPMT)培训中,这使得亚太区的客户服务中心的满意度水平得到了巨大的提高。

陈女士的业务范围涵盖新加坡、马来西亚、泰国、越南、澳大利亚、菲律宾、印度、中国和韩国。同时她也是COPC公司在亚太区的首席讲师和认证评审官。

陈女士获得新加坡国立大学学士学位以及在英国Surrey管理商学院(Surrey Business School of Management)获得MBA学位;获维多利亚大学电信(呼叫中心)专业认证资格;参与制定了新加坡呼叫中心从业资格国家认证系统;

曾服务过的企业有:

联想集团、上海移动、广州电信、PCCW、佳能、索尼、微软、美国网件、新加坡航空、通用汽车……

Elizabeth has 30+ years’ experience in customer service, accounting and system analysis/implementation.

She runs her own training and consulting business under the company Q-Quest Pte Ltd. Most recently, she was Advisor to the Board of COPC Asia Pacific Inc, and prior to that, she was CEO of COPC Asia Pacific Inc from 2001 to 2008. Before joining COPC Asia Pacific, Elizabeth’s customer service expertise was honed as Vice President of Customer Service at Singapore Telecommunications Ltd and Vice President Customer Affairs at Singapore Airlines. During her tenure at Singapore Airlines, she also served as CEO, Abacus Distribution Systems Ltd, Vice President of Corporate Services and Vice President of Internal Audit, as well as positions where she fine-tuned her skills as senior management staff with relevant experience in business management to share with her audience. She joined COPC in 2001 as Chief Executive Officer for the Asia Pacific Region responsible for the profitability, business development, client relations, public relations and staff deployment of the company. From 2006, she focused on client relationship and service delivery for the company. During that time, she also developed her other businesses, providing WSQ training on Skills Recognition that are endorsed by the Singapore government. She has worked with contact centers in China, Hong Kong, Japan, India, Philippines, the U.S. Iran, Singapore and other countries in S E Asia. Some of the companies she has helped were Lenovo, Shanghai Mobile, Guangzhou Telecom, PCCW (Shanghai), Canon (Hong Kong), Sony (Hong Kong), Microsoft (various parts of the world), Netgear, Singapore Airlines and General Motors. Currently, she is working on a one-year project at a Communications & Mobile Company in Iran.

Elizabeth developed the National Skills Recognition System (NSRS) for Workforce Development Authority for the Call Centre Industry in Singapore. While she was in Singapore Telecom, she spearheaded the efforts to develop the certification and assessment courses for the call centre industry. After this, all Customer Service Agents, team leaders and managers working in the contact centres were trained and assessed and certified if they passed the assessment. The levels of certificates were from Cert 1 (targeting the agents) to Cert 4 (targeting the operations management).

Elizabeth earned her Bachelor's degree at the University of Singapore and MBA at the Surrey Business School of Management in the UK. Elizabeth is a member of the Executive Committee of the Contact Centre Association of Singapore, also a voluntary guide at the Singapore museums and the Singapore National Heritage Board, and the Vice Chairman of the Executive Committee of the Hospice Care Association of Singapore.

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