(Zhouyi Zhejiang Mobile Company) Customer Service Center is a department that relies on communication, innovation and details to create value. "Service is no small matter", realizing service differentiation, materialization, standardization, brand awareness and public relations communication is an important guarantee to win the competition in the mobile market. At present, the work of China Mobile Customer Service Center can be summarized as "three heads, three hands, one foot, two tails and three axes". Three-headed, that is, customer service targets are concentrated in three major brands, and its subdivided customers are the subdivided objects of service; The third hand, that is, the three windows of customer service, is the focus of the front line of the market and also represents the functional extension channel of customer service center; One foot, that is, the basic service, all services are accumulated on the basic service; The two ends, that is, remote complaints and satisfaction surveys, can go deep into the market and perceive the market reaction in time, which is helpful to support the overall service work in the case of "one foot" instability (for example, basic work is often not in place, and satisfaction is temporarily improved by doing a lot of satisfaction surveys in advance or urging complaints to solve efficiency). Three axes, namely, complaint handling, user experience and award-winning investigation. In the work of customer service center, we should try to avoid the disadvantages of "unclear head, lazy hands, unstable feet, short tail and ineffective axe" The post of director of customer service center is responsible for the overall service center work as required, which requires strong public relations coordination ability, innovation and creativity ability, system decision-making ability and overall foresight ability. This position should be able to grasp the essence of service management, properly position the customer service work of Wenzhou Mobile, and actively carry out service work around the core goal of adding value to the mobile market, including customer segmentation, content design, departmental linkage, supervision and implementation, etc. Service is not a logistics job, but a front-line market job in itself. The customer service work in the customer service center itself is an important product of the company (this actually involves the positioning of the service center, and it is necessary to improve the after-sales reputation of customers from the positioning of subordinates, cooperating with sales and promotion, and gradually develop to rely on the service itself to create value and form the positioning of brand perception). 1, improve the work structure, give full play to organizational efficiency, or use the metaphor of my head and tail. The reason why the service work is difficult to carry out is because the virtual "human body" organization of the customer service center is not good, and many functions cannot be undertaken. Customer service can add "three pulses". An "upper meridian", that is, a service administrator who coordinates information and instructions in a unified way, leads the service work and information feedback of various departments; A "lower meridian", that is, business instructors are responsible for service supervision, which is used to coordinate and guide the service work of county companies and specific departments; An "external meridian", that is, the administrator in charge of the hotline, provides basic services and feedback to customers. In this way, I can solve the problems of unclear head, lazy hands, unstable feet and short tail. The effectiveness of the organization, in addition to organizational design, also needs the internal management and external coordination efforts of department heads. My idea is to sort out the rights and responsibilities and information exchange channels within the department and other relevant departments and county companies through organizational adjustment, and solve the links that are prone to disputes, vacant responsibilities and unable to realize functions through personal communication, coordination meeting and the establishment of inter-departmental short-board project teams. 2. Determine priorities and make use of services. The ultimate goal of customer service is to improve the market value of mobile, and the direct goal is to improve customer satisfaction (rather than reduce dissatisfaction). The customer service center is fully staffed, but in order to drive and take charge of the market service of the whole company, the director of the center should give full play to the market decision-making ability and work guidance ability, determine the work focus of each position in the customer service center, find the grasping hand, and rely on system operation, departmental coordination and efficient management to achieve the leverage effect of "four to two" (the key of department leaders is to give guidance to subordinates in dividing priorities, rather than forcibly arranging trivial work). The customers faced by the three windows are subdivided around three brands (not limited to three brands, but services are provided according to the service demand characteristics of specific work objects, such as the group work of account managers, and the objects should be all the objects of the whole group). Under the limited cost budget, according to the customer rules, the focus of work will be distributed at the level of complaint handling, satisfaction perception, value-added provision and new value creation (for example, ordinary Shenzhouxing customers rely on standardized processes to reduce. Growth customers and new customers rely on innovative service design to enhance customer value perception; Group customers and important old customers regard services as their consumer products, adding value to mobile consumption; Global VIP customers rely on services to lead market consumption and create new brand value). 3. Straighten out the work links and give full play to the linkage effect of various departments. Basic service management covers the whole service process. The biggest difference between service and product sales lies in accumulation, and each link can affect customers' perception. Therefore, to do a good job in customer service, cross-departmental communication and cooperation and the support of county companies are particularly important. Customer service is different from direct selling, and there are clear KPI incentives, so the center director is required to find resources that can connect with the department in addition to short-term incentives. My idea is to subdivide the links to make the service work visible, and then form the service business work units of various departments around each link (such as advertising of pre-sales services, which departments are responsible, their respective functions, final results, etc.). ). With grass-roots units, departmental linkage has nodes to rely on, and then integration becomes easy. I divide the customer service links into: pre-sale (advertising in service), sale (service in business hall), use (network quality) and after-sale (complaint handling). Basic services influence and create customer perception through the whole link (for example, bill clarity in basic services, customer's understanding of mobile services, etc.). ). In daily work, fully communicate and cooperate with other centers, find service blind spots in time, reduce customer complaints, rectify service shortcomings and effectively improve customer satisfaction. In short, due to the wide audience and wide coverage, it is necessary to link the links before and after, and the service window before and after, and we should not only pursue the goal of one link (for example, the front desk will issue complaint work orders at will to improve efficiency, instead of pursuing the first-time and first-line services). Service work needs to rely on daily basic services to enhance customers' long-term value perception, rather than boosting short-term satisfaction percentage points through a large amount of investment in advertisements and satisfaction surveys (one defect of satisfaction surveys is that "customer satisfaction" is "customer perception" minus "customer expectation", and lowering expectations will also improve satisfaction; The real purpose of customer service is to rely on services to enhance customers' expectations of mobility. If you don't know the method of market research, you often put the cart before the horse in practical work. 4. Standardize business processes and give full play to details. Service is embodied in details, and details come from specifications. Combined with my understanding of SOX, as the director of the center, in the management of workflow norms, the key point is to adhere to strict implementation, take the final substantive effect as the starting point, and realize the design and policy formulation of customer service work through the design, control and promotion of key nodes of the process. If a service strategy cannot be designed along the service workflow, it must be a failed strategy. Standardization seems to be once and for all, but in fact, all departments need to be close to the front line and continue to improve. In the future, the customer service center will set up a special business guidance teacher to standardize the process. 5. The ultimate goal of strengthening county and city work support and innovating work mode service is county company. My suggestion is to activate the enthusiasm of service personnel at all levels in county companies and improve the overall work efficiency by innovating the working mode. Through scientific assessment and business competition, the service has a new atmosphere, the style of work has changed, the quality has been improved, and the work has new highlights, thus condensing the wisdom of all members, mobilizing the enthusiasm of all members, and making the service center (big center, including service personnel at all levels) a dynamic, cohesive and creative team. (1) Establish a step-by-step management system and refine the top-down division of responsibilities. Make everything in the work managed and implemented, and put an end to dead ends. Do people without me, people with me new; (2) Pay attention to the training of front-line service personnel (salespersons, account managers, telephone managers, etc.). ). Cultivate a sense of collective honor and ownership, so that every service worker can give full play to his potential and become a dedicated, enthusiastic, thoughtful, professional and managerial high-quality talent; (3) Establish a clear reward and punishment system to motivate and constrain the work of service personnel, so that the service places (business hall, customer manager team, telephone service places, etc.). ) become a United and cooperative collective and be invincible in the competition; (4) Make use of all reasonable and available conditions to create and arrange a good service environment, establish a good corporate image, and try our best to make users enjoy quality services in a reasonable, relaxed, beautiful and clean environment; (5) With the aim of "serving you wholeheartedly", while improving the service level and strengthening the education of service awareness, we should pay attention to the improvement of the comprehensive quality of personnel's speech, speech and manners, so as to better consider the users wholeheartedly and reduce investment. 6, improve the vitality of the department, give play to team effectiveness, service work is intangible, so it is more necessary to innovate in order to give customers a better perception. Vitality is the source of innovation, especially in the service industry. Therefore, my idea is to fully realize that the work vitality and innovative spirit advocated by the customer service center are different from other departments, and the key point is to find its own value realization from the service itself. Team building is always a problem that the director of the center should always pay attention to.