摘要
信息技术的快速发展催生了移动互联网、3G等多种新业态,行业内外的竞争
压力致使运营商在价值链的核心地位受到严重挑战。在此背景下,电信客户价值
已被提升到前所未有的高度,电信业“以客户为中心”的时代已经到来,因而,电
信运营商客户关系管理能力的提升迫在眉睫。本文的研究对于湖南移动持续改善
客户感知、保证客户满意、打造CRM核心竞争能力具有极强的现实意义。

客户关系理论表明,呼叫中心应该具有为顾客提供产品与服务,开发、保留并
提升价值客户,进而提高湖南移动盈利能力、提升湖南移动竞争优势的功能,这
类客户服务能力的测评适合选择客户洞察能力、创造和传递客户价值的能力、管
理客户生命周期的能力作为评价指标。调查结果上看到客户生命周期管理能力是
湖南移动客户管理的最薄弱环节,并且其他指标也不尽如人意,湖南移动CRM

能力亟待提升。进一步分析发现,湖南移动的信息技术、组织结构、人力资源、
领导支持等企业的传统管理模块才是不同程度上影响湖南移动客户关系管理能力
发挥与提升的深层因素。针对这些问题,微观方面,湖南移动应当抓住湖南移动

CRM能力中相对薄弱的环节对症下药:如投诉管理流程的优化与改进、话务管理
策略的有效运行及技术的改良与效率提高等;宏观方面,湖南移动应当从组织与
领导、人力资源、企业文化、基础设施等方面进行整体改善。只有这样才能打造
湖南移动呼叫中心CRM能力提升的坚实保障体系。

通过本文的研究,得出提升湖南移动CRM能力是企业今后工作重点也是战
略重心的结论,必须引起足够重视,要做好客户关系管理,关键是建立测评体系、
找出问题症结所在。部分细节着重提升,整体协调高效运作,才能打造真正的CRM

核心能力,形成竞争对手无可比拟的竞争优势。

关键词:呼叫中心;客户关系管理能力;CRM;湖南移动;测评体系

Abstract

The rapid development of information technology has spawned many new

business formats such as Mobile Internet、3G and so on. Competitive pressure within

and outside the industry causes the core position of Operators in the value chain are

being seriously challenged. Under this background, the telecom customer value has

been promoted to an unprecedented height and Customer-Centric time of the

telecommunications industry has come. Therefore, it is imminent to enhance the

Customer Relationship Management Capability (CRMC) for Telecom Operators. The

paper has far-reaching practical significance for Hunan Mobile Company (HMC) in

three aspects: improving the customer perception, ensuring customer satisfaction and

building the core competitiveness of Customer Relationship Management (CRM).

The theory of CRM suggests that the CallCenter should have function to provide

customers with products and services and contains abilities to develop and to enhance

the value of customer retention and also play a vital role in the improvement of

profitability and the enhancement of competitive advantages of HMC . This kind of

evaluation on customer service ability would include three evaluation indexes:

customer insight, capability to create and relay customer-value, and capability to

manage the life-circle of customers. Findings show that capability to create and relay

customer-value and capability to manage the life-circle of customers are the weakest

of Hunan Mobile's CRMC while other indexes are not perfect. As a consequence of

these,the CRMC of HMC needs to be improved. Further analysis found that the

development of CRMC of HMC also be influenced by some underlying factors which

may contain technology, organization structure, human resources, leading support. To

solve these problems, HMC should begin both microscopically and macroscopically.

The micro aspect, they should grasp the relative weak links of CRMC to suit the

remedy to the case, such as optimization of the complaints management process,

improvement of the traffic management policy, the effective operating, technical

improvement and so on. The macro aspects, they should move organization and

leadership, human resources,enterprise culture and infrastructure to improve overall.

Only in this way can Hunan Mobile Call Center (HMCC) build a solid guarantee

system for their enhancement of CRMC.

Through this research,we got conclusions as follows: First, to enhance the

CRMC of HMCC will become their focus of work and strategies in the future and

must be put enough attention. Second, It is key to do CRM well that setting up an

evaluation system and finding out the crux problems. At last,only if great importance

has been attached to both part of the details1 ascension and overall coordination and

efficient operation can HMCC build the real core ability that is CRMC, forming rival

unparalleled competitive advantage.

Key Words: CallCenter; Customer Relationship Management Capability; CRM;

Hunan Mobile Company; Evaluation System