II
对营业员忙、闲时调整和复用进行了优化，并单独将客流量剧增引发的紧急事
件制定紧急预案；对基础管理工作进行了一定的提升，尤其是信息分析和反馈
方面，设计了一整套模版，强调了客户需求信息的挖掘，并设计了营业厅考核
和评价的打分权重比例；对人力资源管理和绩效管理进行了优化，用于支撑体
验营销体系，降低营业员流动率，进而降低人力成本
通信市场竞争越来越激烈，运营商的营业厅作为企业与客户沟通的重要纽
带，不仅作为企业形象宣传的重要窗口，起到宣传品牌、企业、产品形象，提
升客户感知的作用，同时在增加企业收入，扩展客户规模，树立品牌、竞争优
势等方面的作用会越来越明显。本文介绍的部分内容已经得到了实行和验证，
但还需要进行更广泛的应用和探讨，进而进行后续的补充和改进，营业厅转型
工作需要大量的数据积累和实践，才能摸索出最适合当时背景的方案，达到最
优的效果
关键词：
营业厅,运营管理,改进,体验营销III
Abstract
The Improvement Research on Operations Management for
Chinaunicom business hall of C city
After nearly 10 years of standardized management, the China Unicom business
hall has already built up a set of complete standard operations mode. The core idea of
the mode is to standardize the operations and make every effort to set up a
suitable business system from the customers’ angel of view.But with the end of
communication operators regrouping work and the 3G license award, the competition
among communication operators has been getting more and more intense. As for
this, that business halls work only as a service window has been way behind to meet
the requirements of the development of the enterprise strategy. The transformation of
business halls is imperative. Therefore, in recent years, Chinaunicom has started off
the transformation, which means to transform the business halls from the traditional
service handling tosales and service handling.The aim is to improve the
efficiency of the business halls. Chinaunicom has created the new marketing model,
“Experiential marketing”, which centers on “the organizing ability of sales, attraction
of the circumstances and sales skills of the staff”. The new marketing model has been
put throughout domestic business halls for trial implementation.A new round
of business operations management standardization work is in full
trial implementation. All domestic business halls are gradually completing this
management system which improves the efficiency of the business hall. In the
process of the transformation, the business halls work according to different standards.
As for the business halls, how to further improve the ability of sales and service
based on Chinaunicom’s standardized operations is the key problem that all theIV
business hall managers have to face in the process of enhancing, breaking through
and forming the local operations management regulations.
This article takes the operations management of C city’s business hall as the
example and combines with the achievements of some business halls that are
implementing the transformation to specifically analyze the problems which the
managers of the business halls encounter. And at the same time, article author
provides the specific solution and specific implementing measures to these problems.
The research mainly focuses on location of business halls, operations management,
sales organizing, team building, performance evaluation, personnel training and
motivation etc.. The purpose of this article is to lay out standardized procedure and
responsibilities of positions and to provide reference for the business hall
transformation, What’s more, to submit a set of suitable localized business hall
regulations of operation at the request of Chinaunicom.
In the past management of the business hall, it was to manage business hall as a
cost center. In article author’s opinion, the business hall is supposed to be a profit
center. All transformation measures should center on experiential marketing, such as
location, promotion, team building, personnel motivation, training and performance
evaluation. In one word, the transformation must be designed from the customers’
point of view. In location of the business hall, we have introduced a scoring system
which can objectively reduce the risk from operator intervention; For field
management, we have optimized the agent duty circle and utilization. And an
independent emergency plan is drawn up to handle the case when we get sharply
increased customer flow; we have enhanced the basic management, especially the
analysis of information and feedback. A set of templates has been designed, which
emphasizes the information mining of customer needs. What’s more, the proportion
of the business agents’ evaluation and scoring has been decided; As for the HR
management and performance management, we have optimized them to support theI
摘 要
C 市联通营业厅运营管理的改进研究
经过近十多年的规范管理运作，联通营业厅已经形成了一整套完善、规范的
运营模式，从服务角度出发，规范运营，努力打造合适的运营体系。但随着通
信运营商重组工作的结束，3G 牌照的发放，通信运营商竞争日趋白热化，营业
厅仅仅作为服务的窗口已经远远不能满足企业战略发展的要求，营业厅转型势
在必行。因此，近几年，中国联通启动了营业厅从传统的“业务受理”向“销
售与服务并重”的定位转型，吹响了提升营业厅效能的号角，以提升“销售的
组织能力、环境的聚客能力、人员的销售技能”为核心的营业厅“体验营销”
销售模式，在全国各地营业厅试行，新一轮营业厅运营管理规范化工作正在全
面试点实施，各地营业厅正在逐步完善提升营业厅效能的管理体系。在营业厅
转型过程中，各地标准不一，如何在集团公司标准化运营的基础上进一步提升
营业厅各项销售、服务能力，是各地营业厅管理者必须要改进、突破并最终形
成本地运营管理规范必须要面对的问题
本文以 C 市营业厅运营管理为例，结合部分试点营业厅的转型成果，具体分
析了目前营业厅运营工作中管理者遇到的问题，提出了具体的解决方案和实施
办法，重点在营业厅选址、现场管理、销售组织、团队建设、考核、培训、人
员激励等方面，制定规范的流程和工作要求，为营业厅在转型过程中提供参考，
目的是在集团营业厅规范运营要求的框架下，整理出一套符合本地特点的营业
厅运营办法
在以往的营业厅管理中，都是将营业厅做为成本中心进行管理，本文的设计
是将营业厅改造成利润中心，一切以体验营销为主，从选址到促销，从团队建
设到绩效激励，从培训到考核，都是以客户感知为主要出发点。在营业厅选址
中，引入了打分的观念，客观上降低了人为干预的风险；在营业现场管理中，V
experiential marketing system and to reduce the staff turnover. That is to reduce the
human resource costs.
With the increasing competition in communications market, the business halls of
communication operators work as the important bridge to communicate with
customers. They are not only important windows of the corporate image promotion,
to promote publicize the brand, corporate, product image, and improve the loyalty of
customers, but also play a more and more important role in increasing the revenues,
expanding customer scale, building brand and gaining competitive edge etc.. Part of
the points in this article has been put into practice and verified, but still needs to be
widely applied and discussed. There are many points included in this article supposed
to be supplemented and improved. And the transformation of business halls need
accumulate a lot of data and practical experience, on which we can work out a more
suitable solution and this is the way to the optimal result of the transformation as
well.
Key words:
Business hall,Operations management,Improvement, Experiential marketingVI
目 录
摘 要...I
ABSTRACT ..III
第 1 章 绪论...1
1.1 研究背景1
1.2 研究意义1
1.3 研究思路与结构安排....2
第 2 章 C 市联通营业厅运营管理现状.......3
2.1 集团公司对营业厅的运营管理要求....3
2.2 C 市营业厅运营管理现状 ........7
2.3 营业厅运营管理中存在的问题9
第 3 章 C 市联通营业厅运营管理改进方案.........13
3.1 运营管理改进的总体方案......13
3.2