【正文】 effectiveness Utilize client relationship manager (CRM) to build and maintain client relationships after initial peration primary focus is on customer satisfaction and client peration Implement tools to enhance munication between Call Center and CRM Develop performance measures to drive desired behaviors at all levels of client care Always maintain a team approach to client service (, CRM, call center manager, CSR) When developing the client management ponent of the anization, consideration should be given to the following concepts. 11 Client Care Structures Client Management Call Center (Includes Call Center manager and representatives Client Management/ Call Center teams Structure 1 Structure 2 Depending on the value and volume of client calls, the following structures can be implemented. ? High volume low value ? Issues can be easily resolved ? CSR handles all initial calls ? Midlevel managers conduct client QA to ensure effective and efficient service ? CRM primary focus is on crosssales peration ? Lower volume higher value ? Issues are typically more plex and require more high touch ? All calls are handled by client team ? CRM plays a larger role in issue resolution 12 A Third Option... Organizations today are further evaluating opportunities to outsource call center services while maintaining an in house Client Management department. Pros and cons of this model include: Pros ? Organization does not need to stay abreast of new technologies ? Provides call center management relief ? Enhances cost efficiencies fixed fee Cons ? Give up client control and contact ? Still need to have an internal call center manager ? Decreased control over quality of client service and timely responses ? Less leverage with the outsourcer (one of many clients) 13 Supporting Infrastructure, Related Services and Capabilities Network Core Processing Platforms Facilities Administration and Billing Vendor Management Support Services Infrastructure Design Customer Offering: Integrated and modular Sales Channels Physical Infrastructure Infrastructure Services Other Shared Capabilities Central Consulting Infrastructure Central Customer Care Center Modular Product and Service Lines: One or More Relating to a Market Facing Solution Architecture (incl data aggregation STP) Resource Pools (Development, Consulting) Market Facing Solutions Comprehensive Financial Services Solutions The Project inAble framework illustrates the plex interfaces between markets, market facing solutions, products and infrastructure that the anizational design needs to address. Market Solution Interface S lutio Product Interface Integrated Solution/Product Infrastructure Interface Key Interfaces Electronic Banking Payment and Presentment Customer Relationship Management Comprehensive Financial Services Financial Technology Solutions Other Customer Relationship Management Electronic Payment amp。 invoicing ? credit control amp。 Panel Four: HighLevel Organizational Design Shared Services Best Practice 1 1980’s 1970’s 2020’s 1990’s Trends in Shared Service Centralization Shared services Paper based Shared services Client server architecture Work flow Automation of transactions Virtual SSC Shared services Webenabled Selfservice functionality Exception processing centers Outsourcing General Motors BP Amoco Hyperion Decentralization Today’s anizations are placing a strategic emphasis on the shared service ponents of their business. 2 Definition of a Shared Service Center Key attributes of a shared service center include: Operates as a standalone business (maintains its own P/L) Consolidated with dedicated resources Focuses on the (internal) customers Uses service level agreements and performance measures to ensure quality of services Charges the BU’s for services provided for them Process that are homogenous across BU’s should be consolidated in a shared service center. Examples of these activities may include the following: High volume, routine transactions (., invoice processing) Specialized high cost skills (., IT specialists) Companywide information (., purchasing, management reporting) A shared service center is a standalone strategic business unit that provides process or knowledge based services to several, independent corporate entities, . Solution and Product groups. 3 Holistic approach ensure you have a multi disciplinary approach to assessing the feasibility of sharing a specified activity. Base line costing define base line costs accurately so you are able to measure the success of the implementation Management mitment obtain senior line management mitment before starting implementation Implementation standardize with pragmatic reengineering and consolidate first it is then easier to radically reengineer Best practices adopt best internal practice for consolidation, and then global best practices for reengineering Customer focus implement a customer focused culture using teams, performance measurement and service level agreements Leadership appoint a leader with entrepreneurial flair who will run it like a business, not a staff function Shared Service Guiding Principles To ensure success of a shared service environment, the following guiding principles should be addressed in the overall design. 4 Process homogeneity Strategic importance/ customer contact SSC potential: low May be shared or unique May be shared or unique Likely to be unique to individual BUs mon unique high low Likely to be shared high medium Shared Services Evaluation The strategic impact and h