Authors: C.F. Hsu; C.H. Peng
Addresses: Department of Marketing Management, Shu-Te University, No. 59, Hun Shan Rd., Yen Chau District, Kaohsiung City, Taiwan; Department of Business Administration, Takming University of Science and Technology, No. 1, Ln. 86, Tiansiang Rd., Jhongshan Dist., Taipei City 104-52, Taiwan. ' Department of Industrial Economics, Tamkang University, No. 216, Sec. 1, Heping E. Rd., Da'an District, Taipei City 106-44, Taiwan
Abstract: Call centre is the core of building customer relationship management system. Under the strong competitive stress, it becomes a new profiting challenge for a successful organisation. Call centre is a department not only to provide customer service but also to bring business benefit. This is the qualitative case study in Taiwan bank service industry which goes on deeper exploration, and analysis by business interviews and industrial analysis. This study starts from the establishment, development, and management after the reforming of the case call centre. This study adopted 7S framework to improve the call centre reforming process that explains how the call centre reforms from service-oriented to profit-oriented and from cost management to profit management. The result demonstrated how 7S framework improving on the call centre reforming process that is operated as a market profit competition centre. The conclusion is indicated to support the call centre on marketing profit by research analysis result.
Keywords: call centre reforms; call centres; 7S framework; service management; Taiwan; bank services; banking industry; business process improvement; profit management.
International Journal of Enterprise Network Management, 2012 Vol.5 No.1, pp.17 - 32
Available online: 20 Feb 2012 *Full-text access for editors Access for subscribers Purchase this article Comment on this article