¡iABSTRACT¡j Three internal fixed network companies started operations one after another in July, 2001. Instantly, telecommunication market is running into a state of intense competition in our country. Besides comparing with each company's price and the quality of product, customers also take the services into consideration. It is thus important to attract customers by conducting the cost and the services for telecommunication companies. That means, it is important to find the differences between products and the services. Thus, to remain a good relationship with customers is indispensable for a successful business. ¡§Call Center¡¨ is the key of the service. According the research, the operational efficacy of the service department is growing quickly. The growing domain is not only increasing the limit but also increasing the content. Thus, the business managers must have different views about their agents. The agents are no more low human resources. A good agent will benefit a focal point of strategic market by training. Call center will be from a ¡uCost Center¡vto a ¡uProfit Center¡v. Besides transmitting to the customers the ideas of the company, the products, the services and the operating ideals, the agents are also the moment of key point between the company and the customers. It needs to go with officials and managers, if an agent wants the customers to feel satisfied. To create the best values and products, the other personnel must help the agents. This research is an exploration, take company A as an example, of the moment of quality of inbound operation that customers call for telecommunication's Call Center with internal customers¡¦ viewpoints and external customers¡¦ suggestions of quality. To do a deeper constructional exploration systematically what kind of serviceable quality does customers need, this research utilizes the technique of QFD (quality Function Deployment) and found: First, customers request the quality of voice (external metrics). The important items are to handle questions correctly, answering rate, and the ability to solve problems. Second, the important items of service quality (internal metrics) include average handling time, percentage of calls handle on the first calls, the capability of solution, percentage of abandonment, and the ability of specializing knowledge. Third, functions of supportive system that effect on the servicing quality (concerning metrics). There are eight important items about it. It Includes the investigation of customer satisfaction, thrust out promote activity, setting up the evaluation of servicing quality, productivity of agents, handling of current working situation, setting up the objective and the measuring standard of servicing quality, thinking highly of call center, and handling of the unexpectedly events. According the documents and the operating system of call center and to promote the service quality, it offers suggestions of the operating system and methods to improve the countermeasure of management. It proves the crucial point of importance of total service systems.

Orientador: Maria Carolina de Azevedo Ferreira de Souza / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-07-31T20:49:15Z (GMT). No. of bitstreams: 1 Eleuterio_SueliAparecidaVarani_M.pdf: 5504418 bytes, checksum: 11ac464165928edb6748b99d5c569d3a (MD5) Previous issue date: 2001 / Resumo: A importância do setor de serviços na economia de diversos países desperta nas empresas o interesse pela qualidade em serviços, em busca de um melhor atendimento aos seus clientes como um fator de diferenciação competitiva. Nesse contexto, devem ser inseridos os serviços externos e os serviços internos, esses últimos caracterizados pela relação cliente-fornecedor interno. Este trabalho aborda a importância das empresas dedicarem maior atenção à qualidade na prestação dos serviços internos fornecidos aos próprios funcionários. Subsidiado por um referencial teórico e com base no Modelo Conceitual da Qualidade de Serviços (Modelo de Gap), foi realizada uma avaliação, utilizando a escala SERVQUAL, com um grupo de clientes internos, sobre a qualidade dos serviços que recebem de um departamento de apoio computacional de uma empresa da região de Campinas. A análise dos dados permitiu observar que, do ponto de vista dos usuários, não há qualidade satisfatória dos serviços prestados pelo departamento. Algumas recomendações foram apresentadas ao departamento, de forma que a empresa possa reavaliar seus processos e prestar serviços com qualidade aos seus funcionários, para que estes, conseqüentemente, possam oferecer excelente atendimento aos clientes externos / Abstract: The importance of service economy in several countries leads the companies towards to service quality, which search to improve the ability of satisfying its customers needs as a competitive differentiation factor. We can inc1ude in this context external and internal services, these last ones characterized by the internal provider-customer relationship. This work is an approach about the importance of companies in dedicate more attention to quality in internal services delivery which have been provided to its own employees. Based on theoretical references and on the Conceptual Model of Service Quality (Gap Model), was carried out an evaluation applying the SERVQUAL instrument with a internal customers group, about the service quality they receive from a technical support department of a company located in the Campinas region. Data analysis have allowed to observe that, by the internal customer point of view, the quality of services provided by the department is not good. Some recommendation were presented to the department, in order to allow it an evaluation of its processes and provide services with quality to its customers and those consequently providing good services to the external customers / Mestrado / Gestão da Qualidade Total / Mestre Profissional em Engenharia Mecanica

Problem definition: In service organizations, front-line employees are considered to be the primary element when providing the organization’s services as they interact directly with customers and influence their perception of service quality. In other words, if the front-line employees are satisfied they will deliver the organization’s services in the best way which will directly lead to customer satisfaction. So it is worth studying how the service organizations use internal marketing tools towards their front-line employees in order to achieve their satisfaction.     Purpose of the Research: The purpose of this thesis is to describe and analyze the human resources practices aimed at front-line employee’s satisfaction that is related to internal marketing at SEB and to show how using the various methods implemented by SEB has took the organization to the position as of now.   Research Questions: How the Internal marketing elements are practiced by human resources at SEB bank in order to achieve front-line employee´s satisfaction?   Methods: In order to fulfil the purpose of dissertation the primary and secondary data has been analyzed based on the theoretical concepts. The theoretical concepts are based on academic data from books and scientific articles. The empirical data consists of both primary and secondary data. The primary data has been collected by conducting two interviews, one with the manager from human resource department at SEB and another with a front-line employee. The secondary data were collected from SEB’s webpage.    Conclusion: This study explores the potential effect the organization can have on the services due to the workings of the front-line employees. It can be concluded from the theoretical and empirical analysis that SEB’s management sees internal marketing practices (such as empowering, motivations and rewarding, job security and training) as a fundamental approaches to achieve their front-line employee’s satisfaction. SEB considers its employees as the most vital asset that can create and achieve its customer’s satisfaction, which has led to its immense growth.

The aim of this study is to investigate the effectiveness of the internal communication, as a dimension of internal marketing, in a global multicultural company. The study was based on a conceptual model that is a miscellany of theoretical concepts of how to create effective internal marketing communication for global organizations. Through the investigation of the company referred to as Alpha, a quantitative study across six countries was conducted to further the knowledge on how to address the needs of internal customers and adjust the internal marketing strategy thereafter. A questionnaire was sent to a random sample, with a response rate of 215 employees that together reflected the total population of 2831. Through the usage of ANOVAs, the findings displayed significant differences of how the employees in all countries perceived the internal communication at Alpha. The study also compared differences within two countries where there was enough data to investigate differences between categories of employees, these results were not significant. In general, it can be said that the results were grouped by the differences of the three European countries against the three non-European countries. Another prominent finding was that China was separated from the other countries, this was also the instance collectively shown for Sweden and Finland as they were often grouped together. The implications are that possible differences in business culture may have affected these results, which further studies need to investigate. The results jointly report that the internal customers are not satisfied with the internal communication. The conclusion is that the needs of the employees at Alpha should be addressed much further, as a part of the company internal marketing communication strategy.

Den snabba teknikutvecklingen i samhället beskrivs ofta som den största förklaringen till agila principers snabba framväxt bland IT-organisationer under de senare åren. Agila arbetsmetoder går ofta ut på att arbetet planeras i kortare iterationer där leverantören kontinuerligt stämmer av kundkraven mellan sprintarna. Ramverket ITIL är även det ett vanligt hjälpmedel IT- organisationer använder sig av för att organisera sitt arbete. Den mest använda ITIL praktiken är change management som beskriver hur verksamheter kan organisera hanteringen av ändringarna som de driftsätter. Change management processen är, tillskilland från agila arbetssätt, av sekventiellnatur. Vanliga fördomar om ITIL och change managementprocessen är att det ofta uppfattas som byråkratiskt, icke flexibelt och som agila principers raka motsats. Dock har det visat sig i denna studie att ITIL och agila arbetssätt faktiskt kan komplettera varandra mycket bra om de implementeras på rätt sätt.  Polisens IT-avdelning står inför utmaningen att få processen ur kundens perspektiv att vara effektiv och enkel att ta sig igenom trots att processen innefattar både agila team och en grupp som arbetar enligt ITILs change management, vilket ses som ett problem av fallorganisationen. Syftet med denna kvalitativa fallstudie var därmed att identifiera sätt som dessa två olika grupper kan samverka för att processen ska bli mindre komplex för kund. För att uppnå fallstudiens syfte utfördes en litteraturstudie för att undersöka vad interna kunder värderar, hur en change managementprocess med höga säkerhetskrav kan fungera i en agil verksamhet samt olika processförbättringsverktyg. Vidare utfördes intervjuer och observationer för att samla in de interna kundernas uppfattning av nulägesprocessen samt visualisera processen i en nulägeskarläggning. Dessa analyserades sedan med hjälp av teorin från litteraturstudien.  Studien resulterade dels i 24 identifierade problemområden med tillhörande förbättringsförslag. Sedan presenterades ett specifikt förbättringsförslag för hur change managementgruppen och ett agilt team kan agera mer som en enhet ur kundens perspektiv. Detta förslag skulle kunna vara ett lämpligt första steg för hur fallorganisationen kan effektivare kombinera sitt agila arbete i värdeflödet med change managementgruppen som arbetar efter en ITIL-process. Förslaget skulle bland annat kunna medföra minskat antal kontaktytor för kund, eliminerat dubbelarbete samt minskad ledtid. Andra förbättringsförslag som tagits fram är främst kopplat till förenkling av kommunikation, samverkan av likande aktiviteter, skapa förutsättningar för gemensamt ansvar och prioriteringar. Slutligen presenteras även vikten av att kontinuerligt identifiera de interna kunders behov. Detta eftersom det är en förutsättning för att fallorganisationen ska kunna arbeta med ständiga förbättringar av processen och för att säkerställa att processerna ständigt möter kundernas eventuellt förändrande behov. / The accelerated technological development in society is often described as the biggest explanation for the fast growth of agile principles among IT organizations in recent years. Agile methods often involve the work being planned in shorter iterations where the supplier continuously matches the customer requirements between the sprints. The ITIL framework is also a common tool that IT organizations use to organize their work. The most used ITIL practice is change management, which describes how companies can organize the reviewing of the changes they plan on putting into their production environment. The change management process is, unlike agile methods, of a sequential nature. Common prejudices about ITIL and the change management process are that it is often perceived as bureaucratic, inflexible and as the exact opposite of agile principles. However, it has been found in this study that ITIL and agile actually can complement each other very well if implemented correctly.  The Swedish police's IT department now faces the challenge of making their process easier and more efficient to get through, from the perspective of their internal customers, even though the process includes both agile teams and a group that works according to ITIL's change management. This is perceived as a big problem by the case organization. The purpose of this qualitative case study was thus to identify ways in which these two different groups can work together to make the process less complex for the customer. To achieve the purpose of the case study, a literature study was conducted to examine what internal customers value, how a change management process with high security requirements can work in an agile organization and various process improvement tools. Furthermore, interviews and observations were performed to collect the internal customers' perception of the current process and to visualize the current process in a process map. These were then analyzed by using the theory from the literature study.  The study resulted in 24 identified problem areas with associated improvement proposals. Then a specific improvement suggestion was presented for how change management and an agile team can act more as one unit from the customers’ perspective. This proposal could be an appropriate first step for the case organization to combine its agile work in the value stream with the change management group working after an ITIL process. The proposal could, among other things, lead to a reduced number of contact areas for customers, eliminate duplication of work and reduce the lead time. Other improvement proposals that have been developed are mainly linked to simplifications of communication, collaboration of similar activities, creating conditions for joint responsibility and priorities. Finally, the importance of continuously identifying the internal customers' needs is stated since it is a condition for the case organization to be able to work with continuous improvements of the process. Being able to change the process is necessary to be able to meet the customers’ potentially changed future needs.