工商管理外文参考文献翻译.docx
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工商管理外文参考文献翻译.docx
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工商管理外文参考文献翻译
工商管理外文参考文献翻译
外文参考文献翻译
题目:
城市之星客户服务管理浅析
学院:
经济管理学院专业:
工商管理班级:
0601学号:
200607080130
学生姓名:
雷月茜导师姓名:
胡琳
完成日期:
2010年04月23日
一、外文参考文献原文
Alltoooften,marketersofhomogenousproductsfailtoidentifytheircompetitiveadvantage,resultingindismalresults.Similarly,SMEparticipantsfinditdifficulttoidentifysuchcompetitiveadvantages.Fortunately,theFranchiseModelfacilitatesthenotionof‘beinginbusinessforyourself,butnotonyourown’.Thereasonforthiscaseistofacilitate
competitiveadvantagewithinaHomeEntertainmentSMEFranchiseenvironment,enablingparticipantstosuccessfullycompetewiththecorporateenvironment.TheoutcomeistoidentifyandimplementServiceProfitChain(Heskettetal,1997)initiatives,linkingcustomer
servicetolongtermprofitabilityandgrowth.
Thehomevideoindustryisaproductoftechnology.PriortotheintroductionofthehomeVCRin1976,therewasnowaytowatchmoviesathome,exceptasshownonbroadcasttelevision,andnoonehadthoughtofaretailstorewheremoviescouldberentedforthenight.Inthecourseofthepastquarter-century,thoseVCR'sandthosevideorentalstoresbecamethefoundationforaUS$17billionindustry.
ThisstudyresearchestheHomeEntertainmentVideoRentalindustry,consistingpredominantlyofSMEhomeentertainmentoutlets.TheparticularanalysisisinaleadingSouthAfricanFranchisesystem,consistingoffamilyowned‘Franchisees’.
Theserviceprofitchainwillcentreonanalysisfromthe'gurus'onthetopic,specificreferenceto"TheServiceProfitChain-howLeadingCompaniesLinkProfitandGrowthtoLoyalty,Satisfaction,andValue,asdepictedbyHeskett.J,Sasser.W,Schlesinger.L,(1997).Concepts,modelsandframeworkswillalsoberesearchedfromleadingcustomerserviceorientedorganizations,includingSouthwestAirlines,Xerox,Wal-mart,TacoBell,AuBonPainRestaurants,BritishAirways,andotherrelevantleadersintheirrespectivefields.Theserviceprofitchainwillbeanalysedfromtheabovesources,wherebycustomersatisfaction,customerloyaltyandcustomervaluearelinkedtothelongtermprofitabilityandgrowthofBlockbustersVideo.
CRMsystemshavebecometheruleforcustomerservicecenters.Nowmanagersaretakingthenextstep;toarmtheiragentswithaknowledgebasethatcandeliverfast,accurateanswers.TheyarereapingthebenefitsofintegratingatrueknowledgemanagementsystemwithCRM-suchasdecreasingescalationrates,shortercalltimesandincreasedfirstcallresolution.
Customerrelationshipmanagement(CRM)solutionshavebeenwidelyacceptedby
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globalenterprisesseekingtoimprovecustomersatisfactionandretention.Butittakesmorethanjusttechnologytomaintaincustomerrelationships.Ittakesimprovedbusinessprocessesandamethodforprovidingcustomerswiththeinformationthattheydemandinanefficientandeffectivemanner.Thisiswhereknowledgemanagement(KM)comesintoplayinthecustomerinteractioncenter.
Today,industryexpertsrecommendcustomerserviceandsupportknowledgebasesasacriticalcomponentofsuccessfulCRM.AccordingtoTimHickernell,senioranalystwiththeMETAGroup,"Servicestrategiesthatincludeknowledgebases,accessibletobothagentsandcustomersacrossalldeployedpointsofinteraction,canoptimizecostofserviceandincreasecustomersatisfactionbyprovidingamoreconsistentcustomerexperience."METAconcludesthatby2004,companiesseekingcustomerservicesuperioritywilladdcross-channelknowledgebasesandescalationcapabilities.
Knowledgemanagementisoftenanenterprisewideinitiative...adisciplinethatencompassesmanagingandsharingknowledgeacrossalldepartmentswithinanorganization.However,quiteoftenorganizationschoosetokick-offKMonadepartmentalbasis.Withcustomersatisfactionasamission-criticaldriverforallbusinesses,especiallytodaywhenrepeatbusinessfromexistingcustomerscanmakeorbreakacompany,manycompaniesarechoosingtoinvestinknowledgemanagementfortheircustomercontactcenters.OthercommonimplementationsoccurwithinIThelpdesks,humanresourcesdepartmentsandsalesorganizations.It'simportanttorememberthatorganizationsmusttailorKMprocessesandtoolstothespecificneedsandgoalsofeachdepartment.
Today,knowledgemanagementisnotjustforagentsaccessingaknowledgebase.Allowingcustomeraccesstoself-serviceknowledgebasesisamust.ThebonusofWebself-service(alsoreferredtoase-serviceoronlineself-help)isthatcustomersarehappierwithyourcompanyiftheycanquicklyandeasilyfindanswerswithouthavingtocontactthecallcenter,andcompaniescanreduceoperatingexpensesbydeflectingqueriestotheWeb.
It'snotenough,however,toputtheinformationontheWebandaskyourcustomertogofindit.Youneedtomaketheinformationtimely,accurate,easytofindandintheformatthatmostcustomerswant.Byknowledge-enablingyouronlinecustomerservice,youempowercustomerstofindanswersquicklythroughdynamicFAQsorknowledgesearchengines.BothFAQsandsearchenginesmustgeneratedynamicresponsesinordertobeuseful,meaningthattheymustlearnandadaptfromusage.Thistypeoftechnologyisreferredtoasaself-learning
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searchengine.Tobeconsideredatrueself-learningsearch,thesystemmustlearnfrompreviousexperienceshadbycustomerswithsimilarissues.Itmustbeself-organizing,inthatitisalwaysmovingthemostrelevantinformationtothetopofthesearchresults.Italsomustbetiedintoareportingsystemthatmonitorsknowledgeusage-whichitemsintheknowledgebasearebeingusedmostfrequentlyandwhicharenotbeingaccessed.
Atitssimplest,customerserviceisbeinginfluencedandrevitalizedbyinformationtechnology.Regardlessofhowonevisualizescustomerservice,eitherfromalogisticsormarketingperspective,informationtechnologynowassumesanimportantroleincustomerservice.Informationtechnologyisapowerfultoolorenablerinthearenaofcustomerservice.Informationtechnologyisessentiallyintheprocessofmigration,fromthesupportfunctiontothefront-linefunctionswherethecustomerisserved,asindeediscustomerserviceitself.
Inparticular,thedegreeofmarketingorientationanditsrelationshiptobothcustomerserviceandinformationtechnologyrequiresfurtherquantitativemeasurement.Agreaterunderstandingwouldfacilitatemarketingmanagersinidentifyingotherareasinwhichinformationtechnologymaybeofuse.
Oneofthemostremarkablefeaturesofthedebateonworkplaceskillsoverthelastfewyearshasbeentheincreasingemphasisplacedonsoftskillsandattitudes.Inpartthisisbecauseworkitselfischanging.Theriseoftheservicesectorhasmeantthatincreasingnumbersofpeopleinemploymentare(atleastinpart)deliveringaserviceandarethemselvespartoftheprocessbeingsold.Thisisperhapsmostdramaticallyapparentwherethe‘service’isitself
entertainment.InDisneyworldstaffareexpectedtobephysicallyattractive,friendly,helpful,smilingandabletofollowscriptedexchanges(VanMaanen,1991).Butthesedramaticelementsandtheemphasisonaestheticandemotional‘skills’arenotrestrictedtothe
entertainmentindustry,rathertheyareincreasinglyacceptedasa‘normal’aspectofservice
work(HancockandTyler,2000).Sostaffinrestaurants,barsandhotelsarehiredon(andgroomedin)aspectsoftheirlooks(Nicksonetal.,2001);flightattendantsaremonitoredon
looks,weightandconsistenthelpfulness(Hochschild,1983);andcallcentreworkersareexpectedtoinfusetheirvoicewithappropriateemotions(CallaghanandThompson,2002;Wray-Bliss,2001;TaylorandTyler,2000).Evenofficialreviewsofthestateofthenation’s
skillsemphasispersonalqualitiesandattributes(SkillsTaskForce).Work,itseems,isincreasinglyaboutappearing,beingandfeelingaswellasdoing.
Thepicturepresentedintheseorganisationsisnotoneofopeningthepublicsectorto
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marketforcesorresponsivenesstocustomersbutofconfusion.Hereadditionallevelsofmonitoringandnewperformancemeasuresareintroducedandcustomerservicewasemphasisedoftenoverareaswherethoseservinghavelittlecontrol.Asmightbepredicted,theimplicationsforemployeeskillsarealsomixed.Atoneleveltraining,atleastinareasrelevanttocustomerservice,isincreasingatotherstechnicalskillsstillneededtocompletetheworkarenotbeingreproducedanditisdifficulttosee,rhetoricalorstructurally,manyincentivesforthemtobedevelopedinthefuture.
Mostchiefexecutivessaythatcustomersatisfactionisanumber-onepriorityfortheircompanies.Givenalittlebackgroundinformationonwhathasreallytranspiredintheircompanies,however,manywilladmitthatpressuresforshort-termresultscreatethinkingprocessesanddecisionsthatoftennegativelyimpactscustomerservice.Managementneedstocarefullyandcriticallyassesshowtheircompanieshaveperformedatdevelopingandimplementingacustomer-focusedservicestrategy.
Toomanycompanieslimpalongwithlessthantop-notchcustomerservice.
Well-intentionedgoalstoachieveandsustainahighlevelofcustomerserviceoftenexist.Yet,customerserviceisoftenoneofthoseperpetualproblemsintheprocessofbeingsolved,butwithoutmeasurableresults.Executivemanagementisoftenveryfrustratedwiththeseeminginabilitytosolvethecustomerservicecompetitivedilemmaonceandforall.
Customerserviceisacompetitiveweaponthatcaneasilydifferentiateonesupplierfromanother.Alotoftalktodayiscenteredonquality,newprocessesandsystems,co
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