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摘要
E公司是一家总部位于美国加利福尼亚州的全球500强跨国公司，其主要经营业务
为生产并销售企业级的IT硬件设备及服务，主要生产包括小型机服务器，工业标准服
务器，高低端存储，网络设备等，是世界领先的IT硬件厂商和服务提供商。随着云计
算和大数据等技术的兴起，这些新技术正在把传统IT硬件厂商带入后硬件时代，面对
着外部激烈的竞争和产业形势不断发生的变化，E公司需要在满足业务的前提下快速适
应不断变化的内外部环境。本文研究的对象是E公司位于大连的全球技术支持中心，该
中心为所有位于亚太区的E公司客户提供7x24小时全天候的技术支持服务。为了提升
企业的竞争力，满足客户在云时代不断变化的新需求，需要对E公司的技术服务中心服
务运营模式进行重新审视，以提升运营效率为目的为其提供解决方案
E公司技术支持中心现在的运营模式还是零线，一线，二线工程师按照传统的运营
模式来为客户提供技术支持服务，当客户需要解决其面临的技术问题或产品问题时，客
户会直接拨打E公司技术支持服务热线由零线工程师为其进行问题记录，然后找到负责
相关产品的一线工程师进行诊断，如果一线工程师不能解决问题需要及时升级到二线工
程师，以此类推直到问题解决。而且，不同产品线的产品是由不同部门的工程师分别为
客户提供解决方案。由于云计算的兴起，包括很多E公司的大客户建立起了自己的数据
中心，E公司的技术中心服务模式在面临客户新需求时主要面临了以下几个问题。第一，
各级工程师由于过度关注自己的业务考核指标（升级率，问题解决率）导致问题解决时
间过长，问题解决过程效率低。第二，由于客户数据中心业务承载在不同产品平台上，
当客户遇到跨平台复杂问题并进行报修时，现有模式无法快速有效解决问题并且支持成
本过高。第三，当客户遇到宕机等紧急情况时对中心的服务满意度低。第四，企业运营
模式单一间接导致员工职业发展空间有限
因此，面对E公司该中心当前面临的问题，本文提出了以下四点解决方案。第一，
重建科学的绩效管理制度，提供工作效率。第二，对资源进行重组，组建虚拟团队处理
跨平台复杂问题。第三，对紧急事件进行流程设计和部署来提升客户满意度。第四，企
业服务模式创新并提升员工满意度
本文结构，第一章对论文的背景，研究方法和意义进行说明。第二章，案例正文对
E公司现有情况进行介绍并对问题进行描述。第三章，案例分析对内外部环境和面临的
问题进行分析。第四章，提出相应的解决方案并进行阐述。第五章，结论
关键词：考核指标；紧急事件；服务模式创新
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A Case Study on Management Innovation of E Company’s Technical
Support Center
Abstract
E Company is one of the world top 500 fortune company located in California, United
States. A global leading manufacturer and provider of IT hardware equipment and services,
including Server, Storage and networking products. With the rising of cloud computing and big
data, these modern technologies are bringing the traditional IT hardware companies to the age
of post hardware, E company is experiencing aggressive competition and constant changing, it
is essential that E company need to adjust itself and embrace with changes of both external and
internal environment. In this thesis, we are focusing on the technical support center of E
company based in Dalian, China. This center provides technical support and services to all the
E company customers in Asia Pacific region 24x7. To uplift E company’s competency level,
meet customer’s requirement in the century of cloud, it is necessary to look at current service
mode and to provide innovative solution to improve its operation efficiency.
E company technical support center is following the traditional L0 – L1- L2 support mode,
when customer calls in the hotline to report issues, they will get through L0 to collect case
information then pass the case to L1 to diagnosis, if L1 couldn’t solve the problem, case will be
elevated to L2 for resolution. And, engineers will only support the customer based on product
category. Below are the key issues that E company is facing now. First, all level of engineers is
too focused on their own key performance index (e.g. Elevation rate, remote resolve rate etc.)
which has result in long issue resolution time and low operation efficiency. Secondly,
nowadays more and more customer running their data center on different hardware and
software platform, when issue happens it can be very complex across different platform, the
current operation support mode is not able to solve the problem quickly and support cost can be
very high. Third, based on customer survey, customer with outage cases have extremely low
satisfaction about the service we provided. Last, with the single service operation mode not
only it has impact on service efficiency, it has also in a way impact on employee’s career
development.
Having stated the above, we are introducing 4 solutions in the purpose to solve the
problems that E company technical support center is having. Firstly, redesign and rebuild
operation key performance index to improve operation efficiency. Secondly, reorganize
resources, build virtual team to handle complex cross platform issues. Thirdly, design and
deploy outage support process to uplift customer satisfaction. The last is innovate more
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comprehensive service mode and extend internal development opportunities to enhance
employee’s loyalty and satisfaction.
The structure of this thesis is as follows. First chapter, to explain the background, study
method and significance. Second chapter, introduce E company’s current situation and describe
current issues. Third chapter, is to focus on issue analysis. Fourth chapter, present solutions.
Fifth chapter, conclusion.
Key Words：Operation Efficiency; Urgent Event; Service Mode Innovation
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目录
摘要 ..... I
Abstract ..... II
1 绪论 ........ 1
1.1研究背景 ........... 1
1.2研究意义 ........... 2
1.2.1理论意义2
1.2.2实践意义2
1.3研究思路和方法 ........... 3
2 案例正文5
2.1公司及部门简介 ........... 5
2.2组织架构 ........... 5
2.3现有流程说明 ... 7
2.4技术支持中心主要问题 ......... 11
2.4.1员工过度关注KPI指标 ......... 11
2.4.2复杂问题解决成本过高 .......... 11
2.4.3紧急事件客户效率低 .. 12
2.4.4客户及员工满意度低 .. 12
3 案例分析 .......... 13
3.1理论依据 ......... 13
3.1.1技术支持中心效率提升理论 .. 13
3.1.2呼叫中心服务模式创新理论 .. 14
3.1.3技术支持中心发展方向 .......... 15
3.2内外部原因分析 ......... 17
3.2.1内部原因分析 .. 17
3.2.2外部原因分析 .. 17
3.3技术中心服务问题原因分析 . 18
3.3.1考核制度缺乏科学性 .. 18
3.3.2维修单处理层级多及复杂问题效率低 .......... 19
3.3.3紧急事件的重视度不够 .......... 20
3.3.4服务模式单一和员工职业发展空间有限 ...... 21
4解决方案 ........ 22。