美國(guó)運(yùn)通改造客服服務(wù)模式的啟示（節(jié)選）
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????呼叫中心式的客戶服務(wù)已經(jīng)成為一種相當(dāng)成熟的規(guī)范，但通常體現(xiàn)在縮短通話時(shí)間方面?？头肀砻嫔隙挤浅Ｓ押茫麄兊娜蝿?wù)就是讓客戶盡快結(jié)束通話。美國(guó)運(yùn)通公司（American Express）的客戶服務(wù)以前也是如此，但自從吉姆?布什2005年開(kāi)始負(fù)責(zé)客服業(yè)務(wù)之后，發(fā)生了一些變化。吉姆?布什認(rèn)為，打破行業(yè)慣例，將結(jié)構(gòu)化的對(duì)話改變?yōu)楦鼮槿诵曰姆?wù)將會(huì)獲得良好的效果。很多公司如今衡量客服代表業(yè)績(jī)時(shí)，采納的標(biāo)準(zhǔn)依然主要是他們完成通話的時(shí)間。然而吉姆?布什采用的衡量指標(biāo)則是由貝恩咨詢公司（Bain）的弗萊德?雷克海開(kāi)發(fā)的凈推薦值，該指標(biāo)通過(guò)向客戶詢問(wèn)“您可否將我們公司推薦給您的一位朋友？”來(lái)進(jìn)行衡量。目前，在吉姆?布什的領(lǐng)導(dǎo)下，美國(guó)運(yùn)通在這項(xiàng)指標(biāo)上的得分已經(jīng)有了顯著提高。他說(shuō)得很對(duì)，變革已經(jīng)取得成效?？蛻粝M(fèi)增長(zhǎng)了，而成本支出卻降低了。 ????現(xiàn)年54歲的吉姆曾經(jīng)在新澤西州的瑞德大學(xué)（Rider University）主修會(huì)計(jì)學(xué)。作為美國(guó)運(yùn)通公司的全球服務(wù)執(zhí)行副總裁，他手下管理著大約2萬(wàn)名員工，約占公司全部員工數(shù)量的三分之一。他最近與記者杰夫?科爾文進(jìn)行了會(huì)談，涉及到公司如何改變服務(wù)人員培訓(xùn)模式、性格的力量、將電話客服轉(zhuǎn)變?yōu)橄M(fèi)者的正向體驗(yàn)以及其他很多方面的話題。以下是采訪剪輯： 問(wèn)：在接手公司客服業(yè)務(wù)并開(kāi)展大幅調(diào)整時(shí)，您進(jìn)行了哪些重要變革？ ????答：我認(rèn)為，要充分利用每一次與客戶互動(dòng)的機(jī)會(huì)，將客服業(yè)務(wù)從公司的成本支出項(xiàng)轉(zhuǎn)變?yōu)閷?duì)客戶關(guān)系建設(shè)的投資項(xiàng)。每一次互動(dòng)都是一次用個(gè)性化服務(wù)影響客戶的良機(jī)。我們?cè)瓉?lái)的服務(wù)模式是以交易為重心，投資和培訓(xùn)都圍繞著如何完成交易來(lái)進(jìn)行，但后來(lái)我們將服務(wù)模式的重心轉(zhuǎn)變?yōu)榕c客戶建立關(guān)系。我們將機(jī)械的、照本宣科的模式轉(zhuǎn)變?yōu)檎嬲慕涣?，充滿性格色彩并進(jìn)行一對(duì)一的溝通，最終建立并維護(hù)好與客戶之間的關(guān)系。 就是說(shuō)如果客戶給美國(guó)運(yùn)通打電話，接聽(tīng)電話的客服人員面前只有一臺(tái)電腦，但卻并沒(méi)有腳本，是這樣的嗎？ ????沒(méi)有腳本。我們把電話客服人員稱為“客戶關(guān)懷專員”，因?yàn)檫@才真正體現(xiàn)了他們的使命所在。我們會(huì)為這些員工提供信息。他們不是服務(wù)專員，而是對(duì)客戶進(jìn)行關(guān)懷的專業(yè)人士。我們會(huì)為他們提供客戶的基本信息以及與特定問(wèn)題相關(guān)的其他信息。這些能幫助客戶關(guān)懷專員們熟悉客戶情況，充分發(fā)揮自己的性格優(yōu)勢(shì)，適應(yīng)客戶的個(gè)性化需求。 ????我們還對(duì)業(yè)績(jī)?cè)u(píng)價(jià)模式做了調(diào)整。原來(lái)主要是通過(guò)打電話的時(shí)間長(zhǎng)短來(lái)衡量工作效率，現(xiàn)在我們對(duì)效率的關(guān)注降低，讓客戶關(guān)懷專員從時(shí)間制約中解放出來(lái)。我們讓客戶自己來(lái)決定通話時(shí)間的長(zhǎng)度。這種方式促進(jìn)了企業(yè)價(jià)值的提升。我們的首要目標(biāo)是服務(wù)客戶，而不是完成交易。 ? ???? ???? |
????Call-center customer service has become a finely honed discipline, but usually it seems honed to cut time: The agent is superficially friendly, but nothing can derail that person's mission of getting you off the phone fast. Service at American Express (AXP) wasn't much different from that before Jim Bush was put in charge of it in 2005. His basic insight was that breaking with industry orthodoxy by transforming those conversations into less structured, more human engagements would pay off. Instead of evaluating service reps mainly by how quickly they got you off the phone, as many companies still do, he switched to the net promoter score developed by Bain's Fred Reichheld. It's based on one question: Would you recommend this company to a friend? AmEx's score has risen significantly under Bush's direction, and he was right -- it pays off. Customer spending is up, attrition is down. ????Bush, 54, majored in accounting at New Jersey's Rider University. As AmEx's executive VP of world service, he oversees some 20,000 employees, about a third of the company's total. He talked recently with Geoff Colvin about how the company has changed the way it trains service employees, the power of personality, turning collection calls into positive experiences, and much else. Edited excerpts: Q: When you took over and overhauled customer service, what were the most important changes you made? ????A: I thought about the opportunity of capitalizing on every interaction and moving away from being a cost of doing business to being an investment in building relationships. Every one of those moments of truth is an opportunity to make a difference to customers in a personalized way. So we moved from being transaction-oriented -- the investment and training had been all around how to complete the transaction -- to building on the relationship with the customer. We converted from a robotic, scripted environment to a conversational environment that brings the personality to life and brings one-to-one connections, which is what ultimately builds and sustains relationships. So when somebody calls American Express, the person on the other end has a computer screen in front of him but doesn't have a script? ????No scripts. Information is presented to the care professional -- we call them "customer care professionals" because that's what they are. They're not service professionals; they take care of customers. We present the profile of who that customer is and other information relevant to that particular interaction. That allows the care professional to be conversant and pull out their personality and match it to the personal needs of the customer. ????We've also modified how we measure performance. We got less focused on productivity as measured by how much time you're on the phone and freed up our care professionals. We let the customer determine how much time they want to engage. That engagement drives value. We serve customers, not transactions. |
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