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呼叫中心的精细化管理 2006 年 8 月 22 日 PowerPoint PPT Presentation


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呼叫中心的精细化管理 2006 年 8 月 22 日. 目录. 呼叫中心精细化管理 呼叫中心排班管理 呼叫中心流程管理 呼叫中心绩效管理. 精细化管理部分要探讨的问题. 什么是精细化管理 为什么要实施精细化管理 有效实施精细化管理的关键 呼叫中心的精细化管理综述 呼叫中心管理标准参考. 精细化管理. 精细化管理的本质就在于它是一种对战略和目标分解细化并且落实的过程,是让企业的战略规划能有效贯彻到每个环节并发挥作用的过程,同时也是提升企业整体执行能力的一个重要途径。. VS. 为什么实施精细化管理. 市场竞争日益激烈 趋于成熟和复杂的消费群体诞生

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呼叫中心的精细化管理 2006 年 8 月 22 日

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2006822




VS.





1 (Service)

A

B

C

D


2 (Quality)

A

B

C

D


3 (Satisfaction)

A

B

C

D


4 (Cost)

A

B/

C


5 (Profit)

A

B

C



ISO

International Organization for Standardization

  • ISO1947


SCP

Support Center Practices

  • SSPA(Software Support Professionals Association)


CCCS-OP

Customer Contact Center Standard for Operation performance

  • 2003 CCCS


COPC-2000

Customer Operation performance Center

  • COPC1996MicrosoftCompaqDellIntelMotorola








720,000

x 1.12 + 12% (?)

806,400

x .071

57,254

/31

1,847

x 1.469

2,713

x .055 10:00 to 10:30

149 10:00 to 10:30

:

1)

2).

S M T W T F S

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

:

.210 .143 1.469

.170 .143 1.189

.165 .143 1.154

.165 .143 1.154

.150 .143 1.049

.095 .143 0.664

.045 .143 0.315


?

?

?

  • Erlang C

500


Erlang C

  • Erlang

  • Erlang C


Erlang C





50%

350

3

95%


?

?

?

!

350+3

500

353x500=176500

13600176500

49

3600x95%x50%=1720

500

1!1!


500


76

44

44

21

8

--


--











-

-

-


  • ;

  • ;

  • ;

  • ;





-


//

KPI

/

KPI


-

    • ()


-


-


ANSI






  • --


  • KPI

  • 6







Plan

Do

Check

Action



Performance

KPI

  • Key

  • Indicators


KPI


SMART

Specific

Measurable

Attainable


SMART

Realistic

Time bound


CUIKA

CUIKA


CUIKA

CUIKA


CUIKA

  • Collected

  • Useable

  • Integrity

    • (Relevant)

    • (Accurate)

    • (Representative)

    • (Objective)


CUIKA

Knowledgeable

Action


  • KPI



-

  • CTI:

  • PBX :

    IVR

  • IVR:

  • ACD:


-

  • 10086CSRCSR


  • 10086


    • IVR+

    • IVR

    • :


    • ACD


-

  • Login/Logoff

  • CSRCustomer Service Representative

  • ASAAverage speed of answer

  • ATTAverage Talk Time

  • AHTAverage Hold Time

  • ACWAfter Call Work

  • AHTAverage Handle Time

  • AUX (Auxiliary)



  • PBX PBX Calls Volume

  • IVR IVR Calls Volume

  • ACD ACD Calls Volume

  • ACD ACD Abandoned Calls Volume

  • ACD ACD Abandoned Rate



PBX PBX Calls Volume

IVR.

IVR IVR Calls Volume

IVRACD


ACD ACD Calls Volume

ACD

ACD ACD Abandoned Calls Volume

ACD


  • ACD ACD Abandoned Rate

    ACD

    • ACD

    • 3

    • 3%3%-5%



-

*Notes:

Day time: 8:30am-8:30pm

Night time: 0:00am-8:30am & 8:30pm-0:00pm


KPI


ACD

IVR

50000

45000

41983

37995

40000

36448

34475

33828

34502

34726

35000

29685

28788

29134

30000

27111

Total Calls to ACD

24248

25000

14611

20000

14868

15000

10000

5000

0

6

7

8

9

10

11

12

ACDIVR


IVR//



  • Service Level

  • Average Speed of Answer

  • Average Handle Time

  • Average Talk Time

  • Average Hold Time

  • Average After Call Work Time



Service LevelY/X

X

20X80%20Service Level80/20


100%

99.6%

100%

99%

99%

98%

97%

96.0%

96%

95%

94%

92%

90%

1

2

3

4

5

6

7

Service Level

KPI


Service level 20 Sec.

Service level 20 Sec.

100%

98%

97%

97%

97%

97%

97%

96%

96%

Avg.

95%

95%

94%

94%

93%

90%

85%

KPI

80%

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec


  • 90/201%

  • 80/20,

  • 80/3090/601%5%

  • 80/6090/12080/3005%15% 10%15%

  • 100/0


Attainable



  • (Average Speed of Answer)

=



  • (Average Talk Time)

=


ATT KPI


=

  • (Average Hold Time)


  • ( Average After Call Work Time)

=


  • (Average Handle Time)

=

+


50

40

30

20

10

0

Agent1

Agent2

Agent3

Agent4

Agent5





X 100%

=


X 100%

=



X 100%

=


X 100%

=


X 100%

=






X 100%

X 100%

=

=


1

2


210/200 100 6

230200CSR200510CSR1QC5CSR2CSR2005CSR


X 100%

X 100%

=

=


=

X 100%



Top Two Box

Client


X 100%

=







=

  • InboundOutboundNon-phone


=





  • Account Size

  • Account Called


100%

=

  • Called Rate

  • Calling Attempt



100%

=

  • Account Corruption

  • Corruption Rate


100%

=

-

  • Reachable Accounts

  • Reachable Rate


100%

=

  • Unreachable Accounts

  • Refuse Interview Rate


100%

=

  • Successful Accounts

  • Hit Rate





4917

6000

5.7

5.7

5068

4834

4855

5.6

5.6

5000

5.5

3868

5.5

5.5

4000

5.4

5.3

3000

5.2

1560

5.2

2000

1060

1035

956

914

5.1

1000

5.0

0

4.9

/



100%

100%

=

=

  • Average Monitoring

  • Customer Complaint



100%

100%

=

=

  • Average Efficiency

  • Utilization Rate





100%

=

  • Hit Cost






()



10086

10086


Any Questions?

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