現今各式各樣新興的網站及網路服務正在改變上網人口的習慣與模式，由Tim O’Reilly提出的Web 2.0的概念正說明了許多新網站新服務的平台本質。過去單方面由網站提供給使用者資訊內容的模式被改變了，網站的使用者自行提供內容，瀏覽網站內容的使用者同時也是內容的創造者，而網站只是個交流的平台，透過此平台將各個來自世界各地的使用者聯繫在一起，彼此分享交流。 客戶關係管理透過蒐集、儲存、分析客戶資訊，希望以一完善的資料庫幫助企業管理與客戶的關係，針對銷售、行銷、客戶服務與支援改善更好的流程，達成較高的客戶滿意度，進而增加企業營收，達成追求企業成長的目的。 以Web 2.0的角度來看，網站的使用者同時也是內容提供者，使用者所消費的內容其實是別的使用者所創造的而非網站本身，網站所扮演的只是提供服務以供使用者建置內容，對於網站所提供的服務本身並不是決定使用者是否留下來的關鍵因素，而是在於提供此服務所創造出的社群是否吸引人；以企業看客戶的角度而言，希冀能有效的連結客戶，讓客戶間互相支援，幫助企業創造應提供的產品或服務。 本研究以微軟為個案研究對象，探討其Web 2.0環境下的客戶關係管理做法，透過目前網路上各型態網路客戶服務的個案分析與客戶社群經營的各種做法比較，並以SWOT分析網路客戶服務及客戶社群的關鍵成功因素。

企業將客服中心委外執行雖然能降低成本，但是企業與專業客服中心之間的交易過程會產生相當多成本，包括洽談合約、維持廠商關係及監督廠商依約行事等。這些和廠商有關的合約、管理費用即稱為交易成本。 本研究目的是以交易成本理論探討企業客服中心的委外服務決策，亦即以事前協商成本、資產專屬性、不確定性、供應商因素、委外的外顯單位效益成本等變數分析企業客服中心的委外決策，同時加入產業別、企業規模及企業態度三個組織特性因素，分析對企業客服中心委外決策的影響。 本研究是採用調查研究的研究方法，以郵寄問卷的方式來蒐集資料，回收有效問卷為103份。 本研究實證結果顯示，資產專屬性及委外的外顯單位效益成本愈高則企業客服中心的委外態度將愈低，對客服中心愈熟悉的產業其企業客服中心的委外態度愈高，企業規模愈大其企業客服中心的委外態度愈低。 本研究建議可進一步評估企業將客服中心委外執行的績效，或是以其他理論或其他變數進行企業客服中心委外服務之研究。此外，可以考慮改由專業客服中心的觀點進行檢驗，探討如果專業客服中心與企業的關係由現有的契約關係發展為較密切的策略夥伴，是否能夠為專業客服中心帶來更多委外的案件。 / Corporate which outsources the call center can reduce operating cost, but the transaction between corporate and call center outsourcing companies would generate much cost, including negotiation, keeping relation and monitoring companies. The cost mentioned above is so-called transaction cost. The main purpose of this study is to analyze the elements which influence the decision process of outsourcing of call center. This study uses negotiation cost, asset specificity, uncertainty, supplier, outsourcing cost / utility to analyze the outsourcing decision of call center, and incorporates organization characteristics such as category of industry, corporate scale, and corporate attitude to analyze the influence of outsourcing decision of call center. This study uses survey research method and then collects 103 copies of valid questionnaires. The results are as follows. Asset specificity, outsourcing cost utility, category of industry and corporate scale have significant influence on outsourcing decision of call center. It shows that both asset specificity and outsourcing cost / utility are negatively related to outsourcing possibility. Companies in certain industry familiar with call center tend to outsource call centers. Corporate of large scale is unwilling to outsource call center. This study suggests that further investigation of evaluating the performance of outsourcing call center can be taken and other theories or variables can be used to analyze the elements influencing the outsourcing decision of call center. Besides, following researchers can also explore that if corporates engage in close partnership rather than sign an outsourcing contract can bring more profit or cases to the call center outsourcing companies from its point of view.

現在的航空產業是一個高度競爭的產業。隨著全球化的來臨、競爭的增加、網際網路事業及相關觸及全球客戶之設備的發展。而電子購物的發展，及遠距服務可行性，使航空公司了解到將營運集中管理的綜效，能發揮更多的效益。藉由設立後勤支援平台，提供消費者一個簡單容易的銷售及服務渠道。 銷售與服務中心之于企業的地位日趨重要 ，在國際企業中更甚之。銷售與服務中心是企業在與消費者間搭建的橋樑， 它整合公司的資源， 提供公司及客戶相關的資訊。 並為公司蒐集有效消費行為資料。將顧客的要求調整到符合公司的政策。發展出各式的產品，並減少客製化的服務，能引導客戶消費於公司具利潤之產品政策。論文中，將以客戶管理與傳統傳呼中心為架構， 談及銷售與服務中心的演進， 對公司營運得貢獻， 何如去設立銷售與服務中心 本研究目的，是要以銷售與服務中心，去解決原組織銷售後勤作業不統一，公司資源分散 和 客戶資料不集中、不完整的問題。文中亦會完整說明它現階段性存在產業中的角色地位，及其階段性與未來使命 銷售與服務中心對於企業的最大貢獻，在於綜效和成本降低，並且讓企業給市場提供一個中央平台。它階段性任務將循企業電子商務的發展成為一個全方位的後盾，確保電子商務帶來的利潤及立即回應消費者的需求。企業更可進一步的從銷售與服務中心，取得有效的消費行為資料，以作為公司的營銷戰略方向，以反應市場的變化和以維持在直接銷售業務上的領先地位。 / The airlines industry is nowadays a highly competitive industry. Development of e-Purchase & the availability of distant services, airlines realized that Synergy, a centralization of the operation, can be expected even more. By creating a back-office support platform, airlines can provide a simple sales channel for their product with service. The Position of Sales & Service Center is becoming more and more important in the enterprises, especially in multi-national enterprises. Sales & Service Center is a bridge between Enterprises and customers. It integrates company’s resources, provides useful information to customers and company, and also collects and processes customer data for the use of marketing strategy or even new product development in order to reduce the tailor-made service and lead the customer to choose the designed products. In this research, it explain what Sales & Service Center is, descript the evolution of Sales & Service Center, the role and the contribution of Sales & Service Center to Enterprises and how to set up a Sales & Service Center in enterprises from the frame of reference of Customer Relationship Management and call center. The purpose of this research is to solve the problem of inconsistent service standard, a loose sales force organization and customer database not integrated in the enterprises. Per the theme of this paper, a complex discussion of Sales & Service Centre’s position will be explored then following by its future role within the enterprises. As result of Sales and Service Center’s role, Synergy and cost down are the benefits are the main benefits to a company by providing a central platform to the customers. And its periodical mission in the enterprises would follow the e-development to become its solid back-up to prevent the lost of E-commerce to reply the immediate needs from consumers. It would be also the source of company’s marketing strategic orientation with all the access of customers’ data base in order to react on the market’s change and strengthen its market position.

客服中心是企業提供客戶服務的關鍵部門，隨著商業模式不斷創新，各企業紛紛運用客服中心作為提升顧客體驗及拓展客群的手段。尤其近來雲端技術的興起，導入新技術勢必造成客服中心在服務流程上的驟變，如何安排客服中心業務流程、提供客服人員舒適的工作環境、強化顧客滿意度以及提高客服中心的營運效率，已成為一個亟需解決的問題。 精實原則致力於消除生產流程中的浪費並專注於加強業務流程中有價值的部分。在過去精實原則常被應用於製造業的生產工廠中，用以改善流程中的浪費，以達成無縫的拉式生產，然而近年來許多研究顯示此法應用於純服務環境亦同樣能有效的降低成本。 本研究起因於研究對象電力公司之客服中心面臨營運問題，包括過高的營運成本、人力配置不均以及人員流動率過高，另外還包含未妥善利用訊系統導致客服人員話務量增加與組織內部各單位資訊不同步造成資訊不準確等問題。為了解決這些問題，以客服中心之電話服務流程為主要研究範圍，採用精實方法之價值流圖(Value Stream Mapping, VSM)作為流程分析方法，剖析造成上述問題的原因，並基於精實原則(Principles of Lean)來思考，除了找出客服中心營運上的浪費之外，並針對個案公司所面臨的問題提出改善建議。 / Call center is an important unit in contemporary enterprise. As more and more innovative business model appears, enterprises use call center as a means to provide high quality services and explore more customers. Along with importing advanced information technology, there would be a drastic change in the process of customer service. It has become an essential issue to arrange customer service process efficiently, provide comfortable working environment, and promote customer satisfaction in the call center. The concept of the principles of lean concentrates on eliminating waste and focuses on enhancing valuable parts in business process. Lean principles were usually used in manufactory in the past to create smoothly seamless pull production. However, there are some researches show that using it in pure service environment will efficiently reduce costs as well. The objective of this study is to use principles of lean to eliminate wastes and find the potential problems in the phone call service process of call center in the case company. The value stream mapping is used to analyze and assess the process of information and material flows currently required in the phone call customer service process. First, we establish a current state map, then we refine it iteratively and build Kaizen burst map. Finally, based on the kaizen burst map we provide some advices for optimizing phone call process of customer service for the case company.

依財政部保險司每半年對壽險申訴案件的統計觀察，客戶對壽險公司提出申訴的件數有逐年遞增的趨勢，申訴原因多為理賠給付、契約保全服務、業務員招攬、保費收費糾紛、商品條款及法規等爭議。客服員若能於第一時間以專業的知識回應申訴問題，勢必可減少申訴數量。但面對浩瀚的壽險各領域知識，客服中心的成員不易具備所有足以應付客戶問題的知識，實施知識管理將組織內各種知識公開化、標準化、制度化、科技化，已成為刻不容緩的任務。 為解決壽險客服中心因取得壽險專業知識的障礙而無法提供客戶滿意的服務，本研究對客服中心可能應用的各種知識，探討已被發表的知識管理分類、呈現與檢索等應用的相關技術，提出符合客服中心需求的以知識本體為基礎的壽險知識問題檢索架構，除了提供壽險專業知識的建立、搜尋、分享環境，並將原始文件儲存為XML或RDF的語意文件，做為將來跨平台與跨應用系統資料交換的基礎，提升客服中心服務效率、節省客服人力與行政成本，留住忠誠的客戶以達成CRM的目的，進而提升企業競爭力。 / According to the regular semi-annual statistic report from Insurance Department of MOF Taiwan, the complain cases from policy owners are increasing year by year. The reasons of complain are claims, underwriting, policy services, marketing, premium collections, policy clauses and regulations. If the customer service representatives (CSR) could solve the problems at the right time with their domain knowledge of life insurance, the volumes of complain should be descended explicitly. But it is hard to ask a CSR to play the role with variety domain knowledge of life insurance. Implement the knowledge management mechanism to standardize and enrich the organization memory are the first priority in life insurance companies. In order to overcome the barrier of dissatisfaction about customer service, this research try to study the related theories and technologies of knowledge classification, knowledge representation, knowledge acquisition tools, inference and problem solving methods. The results of this research announce an architecture of ontology based customer relationship management for Life Insurance Company to build, represent, search, and share the life insurance domain knowledge. Addition, to save the original semi-structured or unstructured documents into semantic formats of XML or RDF. It could provides the data exchange between heterogeneous databases and platforms. The advantages are more efficiency and cost down for the customer service departments, retain the royalty customers and get more competence advantage for the company.

由於資訊科技不斷地快速發展下，企業要滿足消費者的需求，除了要提昇產品價值外，面對市場的競爭策略也從產品差異化到服務差異化來創造企業價值。 要在服務差異化來創造企業價值的最重要利基是要建立一個專業的客服中心，同時，將ITIL的Help Desk的觀念導入客服中心的Service Desk的功能上，進而達到全方位的客服中心。本研究以一家國際快遞物流公司的客服中心導入ITIL的Help Desk功能結合個案公司的客服中心現有的應用系統架構中為實例，並探索客服中心的服務功能面與結合Help Desk的功能整合後，應用在目前的系統與程序將足以提昇顧客滿意與期望。 從本研究實例中，可以發現客服中心系統與資訊總部導入ITIL的模組，藉由ITIL的Help Desk的基本理論與實作導入客服中心的Service Desk與CRM的結合，將可以加強客服中心的功能完整性與顧客滿意度的提昇。同時，不論是企業內的客服中心或專業的客服公司，要如何在維運上讓服務品質能更提昇與控制，在客服中心的處理成本降到最低外，這些問題要在客服中心三大組成要素的範疇內，包含「人」、「系統」、「程序」。同時，以Help Desk導入客服中心，發現在後送處理的流程中，對客服中心的服務滿意度及專業度也會有非常顯著的表現。 / In order to satisfy the increasing requirements from customers and to face the rapid innovation of information technology, enterprise not only needs to improve its product value but also to change its business model from product-centered to service-centered competitive strategy. The market competitive strategy has been reshaped from product differentiation to service differentiation that creates the business value. One of the imperative key points to create business value through service-differentiation is that we have to build a professional customer service center. And ,we need to deploy the ITIL Help Desk concept to enhance the service desk functionalities of the customer service center. This study demonstrates the deployment of the ITIL Help Desk functionalities to the customer contact center using an international express and logistics company as a case study. By integrating customer service center service capability and the Help Desk new functionalities, the customer satisfaction and expectation can be improved. In this case study, we the deployment of ITIL model for customer service center system and the information data center can be found. Based on the theory of ITIL Help Desk and the integration of customer service center Service Desk and CRM, it is expected the customer service center functionalities and the customer satisfaction can be enhanced and improved respectively. How to operate a customer service center; improve and control its service quality and minimize the operational costs is very important to the enterprise. Three major elements including people, system and process that form the customer service center are also need to be considered. Deploying ITIL Help Desk in customer service center shows high satisfaction and professionalism when shipment is being processed and delivered.

在現在競爭激烈的企業環境中，企業從過往以製造與低成本為競爭優勢的供應鏈管理，逐漸轉型為以顧客需求為核心之需求鏈管理，強調企業發展之策略重點需能符合顧客需求的趨勢。顧客心聲，是了解顧客需求的重要資訊。 企業客戶服務中心，能夠協助企業將顧客心聲中粹取出重要的顧客意見回饋，透過資訊轉化，傳達至企業內部功能單位，成為企業內部決策與管理改善之重要依據，讓顧客意見能夠參與企業的決策過程。本研究主要探討之內容為企業客戶服務中心之四大營運模式，包含「客戶服務中心」、「客戶關懷中心」、「行銷媒體回應中心」與「電話行銷中心」，分別收集的顧客心聲影響企業八大價值活動的深度與強度；企業八大價值活動包含「品牌認同」、「產品研發」、「製程與品管」、「行銷活動」、「通路管理」、「服務流程」、「營業收入」與「顧客經驗」。 本研究透過實務界三個研究個案的實證分析與歸納，有以下之研究發現： 一、 透過客服中心的四種營運模式，企業具體蒐集顧客心聲，轉化為對顧客需求之了解，進而針對消費者需求提供適合的產品或服務。 二、 透過客服中心所收集顧客心聲(Voice of Customer)，經過內部資訊傳遞，可驅動企業主要八大價值活動「品牌認同」、「產品研發」、「製程與品管」、「行銷活動」、「通路管理」、「服務流程」、「營業收入」、「顧客經驗」。 三、 本研究推論當企業可採取不同的客服中心營運模式以協助企業達到不同的策略目標。 本研究之結論如下： 一、 企業客服中心，可以收集重要顧客資訊，並透過跨部門之資訊交流與管理，轉化為重要策略之參考依據，影響企業需求鏈管理的八大價值活動。 二、 企業客服中心可以協助企業驅動需求鏈管理之「了解顧客需求」(Understand Demand)、「管理顧客需求」(Manage Demand)與「創造顧客需求」(Create Demand)。 / In the more and more eager competition business environment, enterprises’s competences are transformed from supply-chain management to demand chain management. Customer-oriented is an important policy and reference for enterprises to determine development strategy. Customer contact center could collect most customer data and information which could facilitate company extract important customer insight and opinions from them. There are four operation models of customer service center, which includes”Customer service center”、”Customer care center ”、”Marketing response center”、”Telemarketing Center”. The objective of the research is want to find out how the customer insight collected from these four operation center interactive the eight major company value activities. The research is analyzed and investigated through 3 real cases, and we have the research finding as following, I. Through four models of customer contact center, enterprises could collect customer insight and transform them into the understanding of customer demand and modify the business strategy accordingly. II. The voice of customer collected from customer contact center could facilitate the eight major company value activities. III. The finding of the research inferred that the four models of customer contact center could help enterprises achieve different strategic objectives accordingly. Key word：Call Center、Demand Chain Management、Customer Insight、Customer Service

摘要 有鑑於銀行產業是國家重要的戰略產業，是整個社會資金流通及資金分配的平台，是受到高度監理的行業。卻在近十年來，受到信用卡、現金卡違約風暴及金融海嘯的影響，使得銀行產值逐年下滑，相較其他鄰近國家的銀行競爭力薄弱。然而，伴隨著兩岸經貿往來頻繁、兩岸金融市場的開放，政府政策採取積極鼓勵開放的態度，對銀行產業帶來新的契機。由於資通訊科技的廣泛應用，消費者對銀行的金融服務有了新的期待，這將會對銀行產業產生新的衝擊。種種現象的發生，造成金融環境的動盪，對銀行產業的發展是利還是弊？銀行產業該如何因應？銀行客服中心面臨銀行轉型下的策略發展方向為何？ 本研究從金融政策、國內外經濟情勢、科技環境及社會環境分析總體環境的形勢。再以麥可波特的五力分析，從既有競爭者競爭程度、新加入者的威脅、替代品的威脅、供應商議價能力及客戶議價能力，對銀行產業結構進行分析，瞭解該產業結構的競爭態勢。然後，以某個案銀行為例，進行探討其面對市場變化的挑戰，所採取的因應策略。同時，探討個案銀行客服中心在個案銀行轉型過程中的發展策略。 經過本研究分析後，瞭解台灣銀行產業競爭激烈，且各家銀行的競爭動態相互影響力大、產品或服務的同質性高。現行的總體環境及產業結構下，布局海外成為區域性銀行是各家銀行的發展策略目標之一。為達到此目標，壯大在台灣市場的占有率及強化銀行本身的獲利能力是策略的主軸。銀行客服中心為因應這轉型策略，必須重新定位，以創造利潤為主要策略，並發揮服務價值、營銷價值及戰略價值，以取得服務差異化的競爭優勢。

客服中心在顧客量龐大的產業中扮演非常重要的角色，為企業與顧客互動的一個重要環節。近年來，客服產業快速成長，企業紛紛藉由客服中心的建置來提升顧客滿意與經營績效，然而建置客服中心所需投入的精力與成本，對企業而言卻是一個不小的負擔，因此有了承接客服中心委外業務的專業客服公司出現，成為企業建置及運作客服中心時的另一個選擇。 本研究的主要目的即在進行客服中心委外決策的探討，從委外利益與成本的角度出發，釐清影響客服中心委外決策的關鍵考量因素，一方面做為企業制定委外決策時的參考依據，一方面也有助於專業客服公司瞭解企業客戶之真正需求，提升委外客服產業之服務水準，使最終顧客因此受益。 由於國內這方面的研究尚在起步階段，因此本研究採個案研究法進行探索性的研究，分別訪談了五個產業別的十三家企業機構，進行個案的分析探討。本研究發現企業機構在制定委外決策時的考量因素可分為兩大類：「委外利益」與「交易成本」方面的考量；「委外利益」的考量因素包括降低成本、提升服務品質以及專業化的人力與設備；「交易成本」的考量因素則包括客戶資料外洩、代理問題、管理監督不易以及不能主動快速因應。企業機構在制定委外決策時，會同時考量「委外利益」與「交易成本」的考量因素，而研究發現「委外利益」的考量對委外決策有正向的影響，「交易成本」對委外決策則有負向的影響。 本研究亦發現不同的組織特性也會影響客服中心的委外決策，這些組織特性包括產業類別、客服中心規模、業務內容、主事者的態度、本土或外商公司、公私部門等。分析發現：(1)產業類別會影響客服中心委外決策的制定，且不同產業類別所著重的委外考量因素有明顯差異；(2)中型規模客服中心委外的可能性較大型與小型客服中心高；(3)客服中心的業務內容愈單純委外的可能性愈高。(4)主事者的態度在客服中心的委外決策中具有關鍵性的影響；(5)外商公司委外的可能性較本土企業低；(6)公部門委外的可能性較私部門高，且公部門在進行委外決策時，主要集中在「委外利益」的考量上；而私部門則集中在「交易成本」的考量上。 客服中心扮演著企業與顧客間互動的橋樑，若能運作順暢，對企業而言等於是累積了一份長久的資產，因此，企業應該認真思考客服中心的定位以及企業所賦予的使命。此外，專業的委外客服公司在客服產業的經驗與能力，仍然可供許多企業借鏡與學習，企業應採取更為開放的心胸，將外部資源納入企業運作時的策略性思考中，增加運作的彈性與籌碼。 / Call center plays an important role in the industries where the population of existing and potential customers is enormous. In recent years, call center industry grows rapidly. In order to raise customer satisfaction and improve business performance, many corporate devote to establish their own call centers. Nevertheless, the cost needed to build a call center represents a large burden for many of these corporate. This has lead to the emergence of many call center outsourcing companies recently and become another option for the corporate who wish to establish their own call centers. The main purpose of this study is to analyze the elements which influence the outsourcing decision of call center. From the angle of both the benefit and cost of outsourcing, the research wants to clarify the issue on how do the critical elements affect the call center outsourcing decision. However, research of this particular field in Taiwan is still at its infant stage, therefore this explorative study adopts the case study research method. The research interviews thirteen cases in five different industries, including corporate and institutions. The finding of this study suggests that the elements which affect corporate consideration on whether to outsource or not could be categorized into two groups: i) Benefit gained from outsourcing; ii) Transaction Cost. Benefit gained from outsourcing may include reducing cost, raising service quality, and seeking professional agents and equipments; Transaction Cost includes disclosing customer data, agent problems, supervise difficulty, and unable to respond automatically and rapidly. The corporate would consider both the benefit gained from outsourcing and the transaction Cost when making the outsourcing decision. Our finding suggests that the benefit gained from outsourcing has the positive effect on outsourcing decision, while the transaction Cost has the opposite effect. In addition, this research also finds that the characteristics of an organization which include the industry categories in which an organization belongs to; the scale of call centers, business contents of call center, the attitude of the decision maker; the differences between local and foreign firms; and the differences between private and public sectors, would also have certain degree of influences on the outsourcing decision of call center. Different industry categories make different influences in both outsourcing decisions and outsourcing considerable elements. (1) The middle scale of call center is more possible to be outsourced than the large and small ones. (2) The simpler of business contents of call center, the more possible to outsource the call center. (3) The attitude of decision maker has the critical effect in outsourcing decision of call center. (4) The foreign company is less possible to outsource the call center than the local company in the same industry. (5) The public sector is more possible to outsource the call center than the private sector.

近年來，顧客關係管理在各企業間的風行，使得客服中心的重要性跟著提升，而分析客服中心績效的因素，發現客服人員的影響十分重要。各企業為了找尋適合的人擔任客服人員，投入許多的時間與精力。近年來十分流行利用人格特質測驗來徵選適合的員工，在徵選客服人員時也會運用到相同方法。人格特質對於工作績效的影響已經被許多研究所證實，但是卻沒有任何研究探討一個重要的議題，那就是客服人員的人格特質與工作績效到底有何關係？ 本研究希望利用近年來頗受注目的人格特質分類-『五大人格特質』，以五大人格特質的觀點切入，探討五大人格特質與客服人員工作績效之間的關連性，期望能夠提供給企業徵選客服人員的理論參考。經過業界訪談後，決定以客服人員最大宗的業務「進線服務」作為研究的範圍，研究的目的在於瞭解客服人員的人格特質對其工作績效之影響，以期提升客服人員的素質，更進一步提高客服中心的績效表現。 本研究經由問卷分析的結果發現，五大人格特質中的勤勉正直性、親和性以及情緒敏感性會直接影響到客服人員工作績效的總分。影響分別是，勤勉正直性為正向相關性，親和性為正向相關性，情緒敏感性為負向相關性。本研究更發現，一般認為會對工作績效會有正向影響的開放學習性，在對於客服人員工作績效的影響卻是負向的。開放學習性對於客服人員工作績效內客觀評核工作指標，會有顯著的負向影響。 五大人格特質對於客服人員工作績效的影響，確實存在且經過本研究的驗證。企業可以利用五大人格特質當作徵選依據，藉以找到適合的人擔任客服人員。