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宝钢从2004年开始正式向用户派驻客户代表,在钢铁行业的用户服务领域迈出了关键的一步。客户代表在帮助客户解决产品质量问题,指导用户正确选材以及收集客户、竞争对手等各种信息方面取得了明显的成效。实践证明,客户代表的派驻进一步缩短了用户服务及异议处理周期,加快了反应速度,提升了用户满意度。本文围绕客户代表职责分工、人员选拔、业务规范、绩效评价、技能培训等方面,对宝钢客户代表管理模式进行较为深入剖析,并借助服务质量差距模型,对客户代表服务的价值体现和改进手段作了进一步的分析。
Baosteel formally sent its customer representatives to customers since 2004, taking a crucial step in customer service in the steel industry. Customer representatives have made significant achievements in helping customers solve product quality problems, guiding users to select the correct materials, and collecting customers, competitors and other information. Practice has proved that the presence of customer representatives to further shorten the user service and objection processing cycle, speed up the response speed and enhance customer satisfaction. This paper focuses on the customer representative representative responsibility division, personnel selection, business norms, performance evaluation, skills training and other aspects of the customer representative management model more in-depth analysis, and with the service quality gap model, the value of customer representative services and means of improvement For further analysis.