客服中心組織績效評估系統：以道路救援業個案公司（祥碩興業）為例

Abstract

對於許多企業而言，除了業務單位之外，與顧客接觸最密切的單位，就是客服中心。許多研究都忽略了客服中心績效評估的重要性，如客服中心這樣的策略性事業單位，也不能只依賴財務報表評估其營運績效，因此本研究以道路救援業個案祥碩興業公司為研究個案，該公司以「行遍天下」為服務商標，本研究利用問卷及電訪方式，針對該公司全體員工、接受過服務之消費者、道路救援現場司機人員及企業客戶等進行抽樣調查，採用關鍵事件技術法蒐集資料，透過三角測定法分類歸納資料，建構出六個構面「產品及服務面、流程與制度面、資訊系統面、人力資源面、顧客面、財務面」的新平衡計分卡，取代標準四構面的平衡計分卡「財務面、顧客面、內部流程面、學習成長面」。此六構面通過層級分析法之一致性檢定，顯示此六構面可以反應此產業的特殊性。 本研究從六構面及其KPI項目提出「六卦圖」，及客服中心績效評估系統「因果互動模式」，並從中研擬出「企業內部互動課責流程」（包含創新流程、企業客戶規範流程、服務前置流程、教育訓練流程、服務執行流程、服務成果評估流程、一般顧客關係維護流程、企業顧客關係維護流程八大流程），藉此一互動課責流程的相關性及完整性，可使客服中心在「創新、服務前置、服務執行、售後服務」方面上不斷地執行、回饋、改善，促使客服中心績效漸趨完善 利用此六個構面及權重，發展出的29個KPI項目及81個KPI指標，其重要度及權重，均經過問卷調查及量表分析，並檢定信度、效度，具有高度之可靠性及正確性，同時發展完成各項績效指標的定義說明、指標量度、行動計畫，建構出符合道路救援產業特性之績效衡量系統，更能貼切反應各KPI指標的重要度。

With respect to many enterprises, customer-services call center is the closest unit to their clients and customers other than sales departments. The importance of evaluating the performances of customer-services call center is always neglected by many researches. The strategic business unit, such as customer-services call center, cannot be evaluated merely based on financial reports. Therefore, the Hsiang Shuo Enterprise Co., Ltd, a road-side service company is selected as an example for case study. The company carries the philosophy of “Automobile Association” to provide services to its customers. For sampling surveys, questionnaires and telephone interviews are performed towards end customers, road-side service chauffeurs, on-site company staffs, and enterprise customers. The “Critical Incident Technique” is adopted to gather information with the help of the “Triangulation Method” to infer data analysis to conclude the six aspects of new balanced scorecard. The six aspects are consisted of products and services, interactive accountability process and regulations, information systems, human resources, customers, and finance, instead of the four aspects of standard balanced scorecard, which includes finance, customers, internal business processes, and learning and growth. The new integrated six aspects have passed the “Consistency Ratio Test” by means of the “Analytic Hierarchy Process Survey” indicating that it reflects the unique characteristics of the industry. In this search, the Six Diagrams is generated from the six aspects and the relating KPI items and further propose the “Enterprise Interactive Accountability Process” from the cause-and-effect relationship of customer-services call center’s performance evaluation system. The process is composed of eight components: innovation, enterprises customer specification, education and training, service execution, service achievement evaluation, general customers relationship enhancement, and enterprises customers’ relationship enhancement. Due to the Enterprise Interactive Accountability Process’ correlation and completeness, it enables the call center to keep on executing, gaining feedback, and improving in the circulation of innovation, the previous service, the executive service, and the after-sales service stage. As a result, the call center would gradually achieve perfection. By applying these six aspects and weighting proportion have been developed, the twenty-nine key performance items, and the eighty-one key performance indexes have been along with their degrees of importance, and weighting proportions. The data have been proved with high reliability and accuracy through questionnaires survey, scaling investigation to test their reliability and validity. According to each key performance index and the study of each definition, measurement, and action plan, therefore the performance evaluation system is established in order to fit for the characteristics of the road-side service industry.