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The Body Shop and the role of design in retail branding

The Body Shop and the role of design in retail branding
The Body Shop and the role of design in retail branding

The Body Shop and the role of design in retail branding

Tony Kent and Dominic Stone

The School of Creative Enterprise,London College of Communication,

University of the Arts London,London,UK

Abstract

Purpose –To demonstrate how a company’s retail store design relates to its brand and is in?uenced by,and contributes to,its corporate values.

Design/methodology/approach –The case study brie?y summarises the signi?cance of corporate values,branding and design in the retail industry,and subsequently explores The Body Shop’s application of these elements to its business.The case study is contextualised by The Body Shop’s retail environment forming a particularly important communication channel for the company.

Findings –The Body Shop has in many ways been the victim of its own success.Being a unique proposition,and having effectively created its own retail category,it has appeared slow to evolve its brand identity.The strong association between the company and its campaigning founder,increasing competition and changing consumer attitudes,have been signi?cant factors in the company’s struggle to re-align and update its brand.

Research limitations/implications –The case study largely draws on secondary sources.However,it is informed by one of the authors’experience and knowledge of The Body Shop’s design process,which has previously remained unpublished.

Practical implications –The problems of planning and managing store design as a communications channel are highlighted.In particular,it demonstrates the dif?culties in aligning a retailer’s visual identity with its brand and market.

Originality/value –The case study examines the under-researched relationship between retail branding and design,and contributes to knowledge of the problems created over time by strongly held ethical values,for both branding and design.

Keywords Retailing,Design,Ethics,Brands

Paper type Case study Introduction

The Body Shop’s ?rst outlet opened in Brighton in 1976,to sell a range of 25home-made and hand-mixed naturally inspired health and beauty products.It quickly appeared that consumers were willing to pay for environmentally friendly products and the company expanded to achieve a global network of over 2,000outlets (Laroche et al.,2001).The company has become a very powerful international retail brand (Superbrands,2005),listed by Interbrand as 28in a global brand league table in 1997,and voted the second most trusted brand in the UK by the Consumers Association in 1999(The Body Shop,1999).

In large part,The Body Shop’s success has been due to its Founder,Anita Roddick,and her focus on ethical consumption and social issues which resulted in clearly differentiated toiletries and cosmetics products.Such vision and commitment to corporate values have formed the essential core of the brand.The aim of this paper is to examine the role of design in branding The Body Shop with a distinctive identity,its relationship to the company’s values and how visual cues have been used in the evolution of the brand.

The current issue and full text archive of this journal is available at

https://www.doczj.com/doc/234149113.html,/0959-0552.htm

Role of design in retail branding 531

International Journal of Retail &Distribution Management Vol.35No.7,2007pp.531-543q Emerald Group Publishing Limited 0959-0552

DOI 10.1108/09590550710755912

Corporate vision and values Visionary companies are possessed of a spiritual authenticity and a consuming ethos or purpose (Handy,1998).It is important too that such companies possess a core set of values that are used as working principles,have intrinsic value to each company,and which each believes to be important (Talbot,1998;Collins and Porras,1998).Core values must be seen as durable,but also dynamic by nature and continually adaptable.

They should be developed so as to encourage a sense of challenge and adventure that is relevant both within and outside the organisation (Urde,2003).

Core values relate to the internal brand building process by linking the brand to the company’s mission,vision and fundamental organisational values.Such values also affect the brand architecture,product attributes,brand positioning and communications strategy.Ind (1997)extends the values remit still further,by applying the values of social responsibility to corporate branding as an “ethical imperative”.Consequently,core values in?uence continuity,consistency and credibility in the building of a corporate brand (Urde,2003).

Corporate social responsibility (CSR)rose to prominence in the 1960s,by directing attention to the interests of other groups in society and acting in response to their needs,in contrast to a narrow interest in economic gain through pro?t maximisation (McKie,1975).The Body Shop was one of a small number of companies that became synonymous with the early social responsibility model (SRM)(Craven,2003)and subsequently with CSR (Dennis et al.,1998).While the practice of CSR has varied over time and by organisation,it is characterised by a broad responsibility to good customer and employee practices,and an involvement with society,the public,business media and ?nancial community.Consequently,proponents of CSR demonstrate that it impacts on corporate reputation as well as pro?tability,the “triple bottom line”.Ethical ?rms’duties and responsibilities to CSR,have led to the examination of the role of values-led leaders and their pro-activity in communicating their worth in the marketplace (Lantos,1999,2001).In such companies,a fundamental part of a leader’s role should be to promote corporate citizenship and the active demonstration of organizational values by individuals employed by the organisation (Sinclair and Agyeman,2005).While these are evident in The Body Shop,to an exemplary degree,they also create a tension,between the company’s entrepreneurial leadership,its strongly embedded organisational values and its commercial development.Branding

A brand differentiates the attributes and bene?ts of products or services by their distinctive visual appearance and promotion,in order to enable consumers to make preferences (Low and Fullerton,1994).Increasing proliferation of consumer products during the second half of the twentieth century marked more sophisticated approaches to branding.As the competitive threat of internationalisation supported a more strategic approach to branding,so it spread from consumer goods industries to the retail industry (De Chernatony and McDonald,1992).With increasing competition,the brand moved from “product-plus”to concepts associating the brand with “lifestyle”and typi?ed by the development of Nike and The Body Shop.The boundaries between manufacturer and retailer became blurred,stimulating the growth of brand ownership and the development of core competences (Riezebos,2003).The brand took on a greater

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signi?cance,not least to retailers,as its value came to be realized as an intangible company asset(Caldero′n et al.,1997).

Brand managers have consistently sought to add value around the core of the brand,or brand essence,to create and maintain distinctive positions in a market. To assist them,brand metrics have evolved to successively manage brand image, brand positioning and brand identity.These developments have been in response to two forces,the changing business environment,and a recognition that the organisation has a strategic in?uence in the branding process(Knox and Bickerton,2003).Indeed, marketing success is identi?ed in the combining of organizational assets and competencies to create unique products and services(Tilley,1999).

An increasing range of variables have come to de?ne the brand and its boundaries (Kapferer,1997).Arguably,the boundaries have been pushed furthest with the emotional and experiential branding.Responding to the trend for consumers to be more concerned with,and increase their expenditure on,well-being and personal ful?lment,(Hawkins,2001),emotional branding is a means of creating a personal dialogue with consumers(Gobe′2001).In this context,the brand is brought to life by the personality of the company behind it,leading into the uncharted territory of emotions.That shopping is less to do with transactions and more with sensory experience has signi?cant implications for retailers and their branding.

Retail design

In retailing,design is concerned with the environments in which people shop:

...[it]is a means of communicating a message to people,and‘good design’...must be a comprehensive and co-ordinated approach to everything the shopper sees(Mitchell,1986, p.3).

As the UK came to be dominated by retail multiples,so the main shopping streets took on a greater uniformity(Evans,1997).Within the store,design played a functional role that extended well into the1960s,its purpose to create sales-driven environments rather than complementing the store environment(Offenhartz,1968).

Retail-brand communication evolved,initially through the graphics which formed a key design resource in communicating brand identity to customers through visual experiences(Fitch and Knobel,1990).Logo and fascia design were established as the primary expression of identity,with the design of the logo becoming critical,especially where the store sought to re-establish its identity or create a new identity.Increasing pressure was placed on the expression of retailer identity,where fresher,more desirable and more spectacular visual images were demanded to enhance the value of the brand(Olins,1990).

However,“store as design”holistically combining the design of both interiors and exteriors became an integral part of successful retail brand strategies(Conran,1996). At the same time,retailers used more sophisticated lifestyle marketing concepts and merchandising techniques to communicate to clearly de?ned target markets(Moore, 1995).The development of superstores offered more space and new design-led branding opportunities to establish a visual tradition for this type of store(Kirby and Kent,2002).“Inside-out”store design emphasised interior sales space and gave impetus to the development of retailer brands and services,as well as contributing to the development of hybrid stores,and“third spaces”combining different uses and functions.Role of design in retail branding

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The communication of a consistent retailer identity came to be seen as the outcome of the design process,which drew together consumer,psychological and aesthetic elements (Din,2000).The concept of retail as theatre developed by retailers and designers during the 1990s took shopping experiences beyond material realities and visual imagery into entertainment and hedonism (Miller et al.,1998).The designer’s role could be

understood as creating customer “cues”to draw the customer into a more ful?lling experience (Carbone,1999).Designers self-consciously created spaces which possess their own properties rather than acting as a background to the products themselves.Architecture could be understood as “perception design”where brand designers grati?ed consumer taste but also stimulated ideas through environmental signalling (Frampton,2006).While iconic design can make a powerful symbolic statement of the brand through architecture and appearance,Liedtka and Mintzberg (2006)propose that the design process must focus on core basics and adaptable speci?cs,if it is to survive business cycles of continuity and change.The Body Shop in many respects typi?es the development of retail design from the 1970s and not least the more recent issues of commodi?cation and iconicity,basics and speci?cs.

The Body Shop and corporate values

From the beginning,The Body Shop not only campaigned on a range of social,environmental and ethical issues but also lived out its values to act in a socially responsible manner.The company’s mission statement described itself as dedicated “to the pursuit of social and environmental change”(The Body Shop,1997),and its espousal of these values over time as guiding principles,de?ned its principled ethical position.It took an explicit stance on the natural orientation of its products and its ethical supply chain and promoted ?ve basic value messages:against animal testing,supporting community trade,defending human rights,protecting the planet and activating self-esteem.The strength of these values underpinned the consistency of its branding.In its internal and external communications,it demonstrated a commitment to discover “who they are”and devoted itself to the idea of a single,uni?ed and consistent organisational “self”through its corporate communications (Christensen and Cheney,2005).

A different perspective on The Body Shop’s values arise from the stories that have developed around the company’s development.From its inception,the company was an iconoclastic organisation,and in common with other iconoclasts,has seen a fair amount of mythology build up around it (and no small measure of controversy as well).Even its origins are somewhat confused;most accounts of the company’s beginnings stress Anita Roddick’s early attempts to develop a basic range of products and ?nd a manufacturer for them.They invite the reader to infer that serendipity and imagination were the key factors in the formation of the Body Shop proposition.However,one account strongly suggests that the name,the trading format and the promotion of environmental concerns were in fact inspired by a shop of the same name in San Francisco which Roddick visited in 1970(Body Time ,2006).

The company’s inauspicious beginnings,and its ultimate triumph over adversity,feature strongly in many anecdotes frequently reinforce a message of self-belief,persistence and resourcefulness when faced with problems.Describing Roddick’s initial dif?culties in ?nancing the new venture,one account recalls:

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A bank manager refused her a£4,000loan when she turned up with the children and wearing

jeans.The following week he granted the loan to[her husband]Gordon,who was wearing a suit and carrying a gobbledegook-?lled business plan in a plastic folder(www.worldaware.

https://www.doczj.com/doc/234149113.html,).

The moral of this particular fable is clear that common sense and clear vision are as scarce in“establishment”circles as prejudice is commonplace,and only an outsider can really challenge the status quo.Whether the Body Shop still regards itself as an outsider is unclear.

In relation to vision and values,the key problem for The Body Shop over the last decade has been the emergence of a much broader societal and political consensus on the need for environmental awareness in the planning and regulation of both production and consumption.This has been particularly evident in its home market in the UK,but also in the mature markets in which it operates across Western Europe and the USA.The organisation has been overtaken by the success(in part)of its own lobbying.Its campaigning stance on ethical consumption is no longer a key differentiator;it has to some extent,become mainstream,so that there is a tendency for consumers to regard these issues as“threshold”factors.Their existence is taken for granted,and only their perceived absence would lead to an implicit rejection of the brand and its values.

The relocation of environmental concerns from the margins of political and cultural debate in the1970s,to a central place in strategy and policy formation has created a further,related problem for The Body Shop.The visual language of“greenness”has evolved,to the degree that there is no longer a single,clear,widely-recognised set of codes which connote ethical awareness and simultaneously suggest dissent,and a stance outside the mainstream.In1985,the Ecology Party renamed itself the Green Party,re?ecting an increasing use of the word“green”in connection with environmental issues and ethical consumption.This was not merely a change of name to something snappier,however;it represented a re-branding of the movement.It could be argued that the move to a more emotive,less rational-sounding name re?ects the mythologising tendency surrounding the concepts of“nature”and“natural”(Smith,1996).

The Body Shop design

The Body Shop’s corporate identity,with its distinctive“pod”provided a consistent visual cue in the company’s shops and on all of its packaging.The design,however, evolved gradually.The emergence of the visual and other aspects of the Body Shop’s brand are,in many accounts,played down or largely ignored.Roddick herself described the organisation’s logotype as“having been done by some kid in Brighton for25quid(Design Week,1997,p.20)”.In another account,the brand’s dark green colour was chosen because of its ability to hide patches of damp in the original store (https://www.doczj.com/doc/234149113.html,).Similarly,the Body Shop’s iconic packaging,and its innovative re?ll and re-use policy are portrayed as entirely pragmatic solutions,born of necessity:

They[Roddick and her husband Gordon]put the25products in urine-sample bottles in the kitchen of their Littlehampton hotel.Without enough bottles,she decided to offer re?lls in customers’own containers(Worldaware,2006).

These early expediencies quickly evolved into a more formal and explicit approach to store design.By1985,The Body Shop’s value system and educational remit had Role of design in retail branding

535

expanded to explain shopping as a pleasurable leisure activity.Retail design was to be actively questioned,from its architecture and its effect on the landscape,to shop display as a form of street theatre (The Body Shop,1985).The company’s original retail interior concept,nicknamed the “green box”was developed by the Brian Lowe Design Consultancy to complement the corporate image.It featured a dark green modular system constructed in timber,and extensive use of

dark green tones on both the facia and in the interior.This concept continued to be used throughout the 1990s,though some commentators felt that it had become dated:“The problem hit very early on that it had a very successful global brand ...With this success came a big problem:how do you develop the format?It seems the company didn’t know how to attack it and so did nothing.[A decade ago]it was rapidly rolling out store formats that desperately needed an update (Design Week ,2004,p.6)”.

It is clear that perceptions of the stores had a signi?cant effect too in at least one of their international markets.In Thailand,their environmentally friendly and relaxed atmosphere,innovative layout and absence of aggressive selling offset criticisms of size,overcrowding and poor service (Johri and Sahasakmontri,1998).

The retail environment was a particularly important communication channel for The Body Shop,because,from the outset,the company relied on point-of-sale activity and window displays rather than advertising.Market entry and achievement of a dominant market position without advertising,has been a possible,if not a widely adopted,strategy.It requires a strong vision and clear corporate values to be implemented across the organisation,an approach successfully adopted not only by The Body Shop,but also Starbucks,and Ben &Jerry’s (Weiss,2004).Nevertheless,this policy ended with the launch of the Virgin cosmetics chain in 1997,when the company appointed Bean Andrews Norways Cramphorn to create a UK advertising campaign.An attempt at a major overhaul of The Body Shop’s brand identity followed in 1998.The franchise model,which had proved successful in growing the business,added an extra layer of complexity in its attempts to update its retail brand identity,since it relied on franchisees to bear much of the costs of change (Design Week ,2004).Nevertheless,following a sharp fall in pre-tax pro?ts,Patrick Gournay,the new Chief Executive who had succeeded Roddick earlier in the year,announced plans to cut the product range by 25per cent,while bringing radical revisions to its store interior design,with an intention to re?t 400of the company’s stores around the world.The international roll-out of the new retail store interior and signage,developed in-house by global design director Jon Turner and global head of retail marketing Ronny Helvey,was intended to follow trials in France and Singapore in 1999and 2000(Design Week ,2000).However,the programme stalled,as did a revised corporate identity in 2001,after two years of development.

Competition inspired further marketing-led initiatives.Speaking in 2000,Roddick saw retailers in terms of competing on service,to provide an “extraordinary single experience,like the Nike shop”against e-retailers (Marketing ,2000).New terminals were introduced to double as kiosks to run promotional videos,computer-aided training packages for staff or promotional messages.By this time,the company’s in-store design was still seen as distinctive and idiosyncratic,but also outdated.It faced new competition at both ends of its marketplace:from the large store chains’private labels,for everyday skin and hair care,to new imitators such as Lush and The Body

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and Face Place for gift items and indulgent purchases.New product ranges failed;

a return to“heritage”products was designed to re-establish faith in the brand.

Poor trading,with like-for-like sales declining by12per cent in the UK,led to plans for new visual merchandising standards as well as other new marketing initiatives, (Mintel,2004).The company took on its third marketing director in18months,with the aim of investing to improve visual merchandising and store design,and to break away from discount-led sales.A global marketing director was brought into oversee its global marketing programme focusing on an international approach to product development,promotions,marketing events and packaging(Kleinman,2003).

The Body Shop subsequently developed and adopted a brand repositioning strategy,focusing on The Body Shop brand in the masstige sector of the consumer market.Magrath(2005)observes that the twenty-?rst century seems equally engaged with design and distinctiveness,at a price.A de?ning feature of this“democratization of design”is the availability of products by leading designers sold at mass-market prices at discount stores.“Masstige”was termed to describe the sense of prestige offered to mass markets.The Body Shop used this positioning to differentiate itself by offering a shopping experience that combined excellent service with a comprehensive range of naturally-inspired personal care products.The brand offered indulgence and value to customers,and more commercially,to franchisees and property developers (The Body Shop,2005).

From a strategy that had been originally proposed in2001,The Body Shop’s new retail concept,was?nally piloted at the Covent Garden Store in July2004.It had been well received and the new concept was rolled out across the store network at the rate of 250branches a year.The newly designed store contributed to a5percent growth in like-for-like sales that year(Design Week,2005),contradicting a trend toward reduced sales volumes in the UK retail sector.

The concept featured a new logo,using sans serif font,and reduced dominance of the pod on the fascia signage and graphics.The dark green exterior provided continuity for its brand identity,while inside,the green was replaced by light coloured wood to maintain the environmental theme.The re-packaged products were more visible on glass shelving and with backlit wall panels.The light wood(or stone in the case of the Covent Garden ?agship)?oor,and free-standing?oor units were designed to create the effect of a more spacious store environment.Internal signage was made clearer,and the promotional strategy encompassed all its packaging and promotional materials,to remind customers of its roots as an ethical brand.Product development accompanied the relaunch,including the introduction of its passion fruit body butter,subsequently its biggest-selling UK line. With such marginal changes to the external identity,and an internal environment described merely as“updated”and“lacking adventure”(Marketing,2004a)the brand strategy appeared to be a reactive response to more recent innovators such as Space NK, rather than a proactive positioning adopted in its early days.

Decisions about re-branding

In many ways,The Body Shop has been the victim of its own success.Being a unique proposition,and having effectively created its own retail category,it has appeared slow to evolve its brand identity,and innovation has for the most part been driven by competitive activity and,latterly,poor trading performance.In these circumstances,it is not surprising that the company has found it dif?cult to?nd a consensus for change.Role of design in retail branding

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But the company’s decision-making process in regard to its visual brand positioning,while protracted and at times appearing indecisive,has nonetheless had some major bene?ts for the brand.Visual consistency has been maintained,meaning that the brand has sustained its clarity and focus among its customer base.Retail design innovation has been thoroughly pre-tested before it has been introduced into the branch network,and the extended gestation has allowed input from many stakeholder

groups from both the creative and operational aspects.Finally,the key stakeholders –the franchisees –have had suf?cient time to recognise that retail brands,just like any other,must change and evolve to stay relevant.

In addition,the persistence of the seemingly casual approach to the Body Shop’s visual identity can be seen in the context of the organisation’s self-image and in the wider context,of the aesthetics of the “green”movement generally.The company was,and remains,keen to differentiate itself from the preconceptions and preoccupations of “orthodox”business.The Body Shop’s past approach to visual identity management contrasts starkly with that of global brands such as McDonalds and Nike,which are frequently portrayed by their critics as being concerned with image to an obsessive degree (Schlosser,2002;Klein,2001).

Acquisition by L’Oreal

In March 2006,The Body Shop was sold by Anita Roddick to L’Oreal for £652million in cash.The deal enabled Roddick to retain the potential to develop new interests with some £150million as well as commanding an important role within the company (Retail Week ,2006).A number of consumer groups opposed the acquisition,and both Baby Milk Action,a charity,and the Ethical Consumer magazine were quick to threaten a boycott (The Times ,2006).This hostile public reaction came as a surprise to Anita Roddick.In response,she stated that she did not:

...believe that L’Oreal will compromise the ethics of The Body Shop.That is after all what they are paying for and they are too intelligent to mess with our DNA.(Blackhurst,2006,p.27).

Nevertheless,The Body Shop started a search for public relations consultants to maintain their ethical image.

L’Ore

′al itself claimed to promote similar principles to Body Shop (The Times ,2006),and sought to take advantage of its ethical marketing skills,speci?cally in community trade.The acquisition also enabled L’Oreal to build its portfolio of smaller brands,a trend more generally evident in many major US corporations that have developed an interest in purchasing smaller,values-oriented companies (USA Today ,2006).There has been a shift from pragmatic,price and value driven imperatives towards “real values”the bundle of meanings that suggest a brand is adopting a de?nable position in an understood moral or ethical framework.In the corporate perception at least,The Body Shop remains a standard bearer of “real value”in the 2000s (Nicholls,2002).

L’Ore

′al is a major global business with a turnover forecasted to exceed e 15billion in 2006.This should go some way towards overcoming The Body Shop’s problem of inadequate ?nancial resources to provide investment for future growth and will enable the company to refurbish the entire retail chain (Verdict ,2006).For The Body Shop,L’Ore

′al’s research and development capability can accelerate new product development,IJRDM 35,7538

including the possibility of foods.Its marketing skills can communicate The Body Shop’s brand strengths to a far wider audience,including China and India,and with much greater authority.

Conclusion

Design has played a central role in The Body Shop’s brand through its support of the ethical business of the company.The informal initial application of the pod logo, the basic packaging,green store design,and the reluctance to change demonstrated design’s compliance with the organisation’s values.Absence of major design changes re?ected the immutability of the core values and their communication implicit in the simple design message.The design implications of lifestyle retailing,retail engineering,discounting and value retailing in the1980s and1990s appeared to pass by the company.This consistency has resulted in a clearly recognised brand identity.

However,creating enduring brand success through the values of CSR has been an uneven and protracted process.Peattie and Crane(2005)assessing sustainability and marketing,highlight green marketing being at“an early stage of an epic tale of great length”and being typi?ed by unrealistic expectations,disillusionment and impatience on all sides.The realisation of interest in or support for,ethical products has arrived more slowly than its advocates predicted.Consistent adoption of new patterns of consumption,in contrast to products,evolves over a longer term,if at all,as the1990s market researchers for online shopping discovered.Nevertheless,by2006,the IGD reported a trend of middle-class alternativeness as a consumer force,when for the?rst time52per cent of shoppers claimed to ethically choose when they buy their groceries (Evening Standard,2006).

As ethical consumption appears to gain more substantial ground,there is a danger that The Body Shop’s early iconoclastic self represents an older,and dated model of social responsibility.The strong association between the company and its campaigning founder,Anita Roddick,and her family’s close association with the company’s management,has been a factor in the company’s struggle to re-align and update its brand in the face of increasing consumer recognition and appreciation of environmental and ethical issues.

The pioneering use of natural resources,the promotion of health and lifestyle as an alternative to the beauty industry,the eschewing of formal advertising and promotion no longer have the same signi?cance for younger consumers as they did in the early years of the company.Sub-cultural,anti-establishment and political activist strategies are used by brands targeting the youth market.As Mark Constantine,a long-time supplier and ethical sympathiser of Roddick observed,“the landscape has changed and people now hold a variety of ethical positions(The Sunday Times,2001)”.The personality–or soul–of the company,its identity and image,demonstrated through its design a tiredness that raises fundamental questions about the longevity and adaptability of core values and brand strategies.

In the end,compromises have to be made.Craven(2003)suggests that wealth creation through CSR in the future may best be achieved through stakeholder collaboration.The emphasis will be less on doing things because they are essentially right,stemming from a fundamental self-belief in the company’s values.Rather that the values will be directed towards a purpose,that social and environmental values Role of design in retail branding

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will consciously contribute to the company’s competitive advantage with broad support from its https://www.doczj.com/doc/234149113.html,promise is evident in the visual identity of the company that has had to evolve to re?ect the design tastes and commercial imperatives of the 2000s.A more stylized logo,lighter store interior,and elaborate packaging on higher value product ranges may be more closely aligned to L’Oreal’s style of brand management.The visibly green identity has been reduced,and with it connotations of

the “green”movement,itself losing its radical roots.These changes are re?ected in the perception that the store has become a “temple for the senses”(Marketing ,2004b)and the implication that it embodies a different set of personal and inwardly directed sensory and emotional values.The design of The Body Shop provides signi?cant insights into its values and typi?es the tensions facing the brand:between iconoclasm and conformity,myth and reality,altruism and self-grati?cation and ultimately its ethical position and purpose.

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IJRDM 35,7542

About the authors

Tony Kent is Reader in The School of Creative Enterprise,London College of Communication at the University of the Arts London.His research interests are in experiential marketing,design and its interfaces with retail and SME retailing.Tony Kent is the corresponding author and can be contacted at:a.kent@https://www.doczj.com/doc/234149113.html,

Dominic Stone is an Associate Lecturer and Brand Design consultant.He has many years experience working in the design?eld working with leading designers and retail clients.Role of design in retail branding

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To purchase reprints of this article please e-mail:reprints@https://www.doczj.com/doc/234149113.html, Or visit our web site for further details:https://www.doczj.com/doc/234149113.html,/reprints

客户服务标准规定范文

客户服务标准规定范文 免费磨合期结束后,即进入有偿客户服务期,可为客户提供有偿技术服务和管理咨询服务。 1定期服务内容 提供SCMS信息管理系统有关功能实现的咨询和操作使用方法上的指导。 提供因用户方的人员离职或岗位调动,需要对新上岗人员进行SCMS信息管理系统的再培训。 提供企业重组后运行状况评估、改善、调整等方面的咨询服务。 提供SCMS信息管理系统中查询统计报表两张。 提供定期的客户走访服务。 参加AA用户交流座谈会,加强同行业间的合作沟通。 如用户的原产品磁盘/光盘因损坏或丢失无法再行使用,将享有免费索取产品盘的权利。 在用户存在备份数据的前提下,解决SCMS信息管理系统因数据错误、数据丢失或数据紊乱所造成的数据调整问题。 因用户更换设备、网络硬件出现问题及SCMS信息管理系统版本升级而进行的SCMS信息管理系统重新安装及调试。 提供因计算机感染病毒所进行的SCMS信息管理系统维护工作。 2 不定期服务内容 对于不定期缴纳年服务费的用户,AA公司采取计时收费的方式提供售后服务。 服务方式:电话咨询服务和上门服务。

提供服务内容: 提供企业管理方面的现场咨询和服务,管理级培训 提供企业重组后运行状况评估、改善、调整等方面的咨询服务。 提供AA软件系统有关功能实现的现场咨询和操作使用方法上的现场指导提供因用户方的人员离职或岗位调动需要的软件系统再培训 由于设备更换或用户方网络环境、计算机硬件出现问题而进行的重新安装及调试软件系统 在用户存在备份数据的前提下,解决系统因数据错误、数据丢失或数据紊乱所造成的数据调整问题 解决软件系统的运行平台配置和计算机硬件故障及硬件配套设施故障 提供因计算机感染病毒所进行的系统维护工作 说明:服务内容不包括硬件系统的安装、调试等工作。

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物业公司客服管理服务策划及管理方案

目的 本文件规定客服管理、服务特性和验收标准,用于规范和评价客服管理和服务。 适用范围 适用于 XXX客户服务。 服务提要 客户服务包括客户投诉及处理等服务内容。 内容 客户服务组织结构图 管理处主任 客服主管 中控室值班员 中控 岗位描述 序 岗位岗位职责 号

负责审核年度社区文化方案,审批客户服务工作方案。 负责检查、监督、指导客户服务工作。 管理处 1负责对客户服务人员辞退及辞职的审批。 主任 及时处理或向公司反映业主重大的投诉意见。 合理调配人员,协调各岗位的分工与协作。 负责制定客户服务工作方案。 负责编制年度社区文化方案,并组织实施及做好相关的活动记录。 负责参观单位、企业人员的接待工作。 协助管理处主任对各项便民服务的选定和策划。 负责组织实施业户回访、走访工作。 负责组织收集业户意见,并对业户的意见进行汇总分析、任务分配、监督、跟踪、 回访。 客户服 2负责处理突发事件以及顾客投诉。 务主管 负责 CRM系统的维护及运行。 负责岗位人员工作及业务能力的培训。 负责对客户服务人员的考评工作。 制定、贯彻、落实本部门岗位责任制。 协助管理处主任协调与政府相关部门的关系。 确保质量记录的完整、准确有效,并做好相应的归档工作。 完成管理处主任交办的其他工作。

中控室3 值班员1)熟悉了解业主(租户)的基本信息。 2)负责接听管理处所有服务电话,及时反映给予相关部门。 3)协助管理处做好费用催缴工作。 4)协助管理处对住户的回访工作,收集住户意见及时反馈。 5)及时处理和上报业主投诉及突发事件。 6)协助客户主管对业户的投诉处理工作。 7)负责责任区内的环境卫生及公共物品的完好。 服务项目和标准 序频次标准 项目 号日周月季年 客户主管每日查阅值班记录,并签字确认。 随 1巡视主任每月不定期对值班记录抽查不少于20%,并签时 字确认。 收到业户服务请求, 做好详细记录,并于业户约定随 2便民服务上门服务时间。 时 有偿服务按收费标准收费。

项目客户服务管理操作规范细则

项目客户服务管理 操作规范及细则 1目的 为规范商业各项目运营单位客服工作管理,建立客服管理工作标准,加强对客户主动联系沟通工作开展,及时有效了解客户真正需求和建议,推动项目商业品质与客户满意度提升特制订本细则。2适用范围:本细则适用于金科中西部区域商业地产运营管理所管辖项目。 3术语及定义 3.1客户服务管理:是指任何能提升商业项目客户满意度的内容,包括但不限于项目基础物业服务及管理、项目商业运营管理、设施设备管理、客户分级管理、客户需求及投诉管理、神秘客户管理以及其他为提升客户满意度为目的的各项活动的管理。 3.2客户满意度:是指商业项目商家、业主、消费者等客户体会到的他所实际“感知”的待遇和“期望”待遇之间的差距。 3.3客户关系维护:在经营管理过程中,为了更好地做好商业项目客户服务管理工作,针对项目客户建立长期主动联系沟通、服务机制,及时掌握客户需求及商家经营状况等信息,进而进行客户需求分析和服务跟进。 3.4客户分级管理:是指为提高商业项目客户满意度,对项目客户进行一次、二次分级,将分级结果应用于日常客户关系维护及客户活动中。 3.5客户需求:是指项目商家、业主在日常经营过程中,提出的各种合理要求及请求。 3.6客户投诉:是指客户在购买、居住使用我司商品及其配套的过程中,认为自己的合理权益、法律权利、自身人格尊严受到侵害,因而向我司申诉相关权益,并要求得到止损的主张。 3.7神秘客户:是指根据项目客户管理的需要,在项目营运管理单位的组织下,随机抽取项目所辖客户,以自愿、无偿的方式客观、公正参与项目经营监督工作的客户。 4职能职责:4.1项目营运管理单位 4.1.1项目营运管理单位是客户服务管理的归口管理部门。负责公司客户服务管理制度、工作模板、标准的建立与修订; 4.1.2负责统筹各项目运营单位客户服务管理工作开展,协助配合总部客户管理单位进行各项客服工作的开展; 4.1.3负责统筹各项目运营单位对所在项目客户进行分级,并对分级结果报权限领导进行审核。 4.1.4负责对公司各项目运营单位的客户关系维护工作的开展情况进行指导、检查、分析与评估,

公司客户售后服务管理规范

客户服务部 规范化管理工具箱 目录 第一章客户服务部的组织结构与责权 一、大型企业客户服务部的组织结构 二、中小型企业客户服务部的组织结构 三、客户服务部的职责

四、客户服务部的权力 五、客户服务部经理的岗位职责 六、客户服务部主管的岗位职责 第二章客户调查与开发管理 一、客户调查主管的岗位职责 二、客户开发主管的岗位职责 三、客户调查专员的岗位职责 四、客户开发专员的岗位职责中国最庞大的下载资料库下载 五、客户调查计划表 六、客户调查明细表 七、客户信息采集表 八、客户信用调查表 九、客户信用调查总表 十、客户开发计划表 十一、客户拜访计划表 十二、客户开发日程记录表 十三、新开发客户报告表 十四、客户开发评定表 十五、客户调查管理流程 十六、客户信用调查流程 十七、客户开发管理流程 中国最庞大的下载资料库下载

第三章客户关系管理 一、客户关系主管的岗位职责 二、客户关系专员的岗位职责 三、客户地址分类表 四、客户总体分类表 五、客户区域分析表 六、客户销售分析表 七、客户层次分析表中国最庞大的下载资料库下载 八、客户分级表 九、重点客户管理表 十、重要客户对策表 十一、问题客户对策表 十二、客户关系评估表 十三、客户联络计划表 十四、客户联系预定表 十五、客户拜访记录表 十六、客户拜访日报表 十七、客户招待申请表 十八、客户招待报告表 十九、礼品馈赠计划表 二十、礼品馈赠申请表 二十一、客户拜访区域规划流程 二十二、客户拜访管理流程 二十三、客户接待管理流程 二十四、客户招待用餐管理流程 二十五、客户关系维护流程 第四章大客户管理 一、大客户主管的岗位职责中国最庞大的下载资料库下载

会务及客服服务管理方案

会务及客服服务管理方案 一、会议服务人员配置 工作时间:周一~周五、周六日及节假日休息 注:跟甲方会议需求可以安排节日加班 二、会议服务岗位职责 会议服务人员岗位职责 1.接受各单位、各部门的会议预定。 2.协助业主并合理调度安排会议室中心和其他楼层部门会议室。 3.领导楼层会议室由专职服务人员负责。 4.按业主会前要求,提前做好座牌、鲜花的摆放、茶水、音响调试等各项准备工作。 5.会议期间,及时做好迎侯、引导、拉椅、续水、送别等服务工作。 6.会后及时做好会场清理清洁、茶具清洗消毒。 7.关闭照明/音响/空调等电器电源,关好门窗等。 音控师岗位职责 1.专人负责楼宇内会议室音控视频管理和操作。 2.做好设备的值班操作管理。 3.音控师应根据预定会议召开时间及相关要求。 4.提前1小时或根据要求对音响、视频、网络视频终端等会议相关的设备进行试机。 5.据会议规模,将音响、视频等调至最佳效果。音响、视频、网络等相关设备。 6.音控师专人按操作规程操作,会议时间,音控师应坚守岗位,不得串岗、离岗。 7.音控师有突然故障处理预案。 8.会议期间,如遇设备故障,应及时启动处理预案程序,并灵活机动进行处理。 9.加强设备运行状况监控,做好设备的养护管理和预防维修。 10.搜集和整理设备资料,建立设备档案。 会议区保洁员职责 1.负责会议前公共区域及会议室的清洁工作。

2.负责会议中客户请求打扫的工作。 3.负责会议后整理并恢复会议室各个区域的卫生工作。 4.遵守公司的规章制度,穿戴整洁。(按公司统一服装配备)。 5.按本岗位的要求按时上岗,忠于职守。 6.严格执行本岗位工作的操作规程和作业标准。 7.严格执行本岗位的安全规程,避免自身及其他人人身财产造成安全风险。 8.在工作期间不得为他人做自己职责以外的事。 9.不损坏公物,使用、保管好所有工具。 三、会议服务工作内容及标准

《客户服务部规范化管理》[1]

客户服务部规范化管理 目录 第一章客户服务部组织结构与责权 (4) 第一节客户服务部职能与组织结构 (4) 一、客户服务部职能 (4) 二、客户服务部组织结构 (6) 第二节客户服务部责权 (8) 一、客户服务部职责 (8) 二、客户服务部权力 (9) 第三节客户服务部管理岗位职责 (9) 一、客户服务部经理岗位职责 (9) 二、客户服务部主管岗位职责 (10) 第二章客户调查与开发管理 (12) 第一节客户调查与开发岗位职责 (12) 一、客户调查主管岗位职责 (12) 二、客户开发主管岗位职责 (13) 三、客户调查专员岗位职责 (13) 四、客户开发专员岗位职责 (14) 第二节客户调查与开发管理制度 (16) 一、客户调查管理制度 (16) 四、客户开发激励制度 (18) 第三节客户调查与开发管理表格 (21) 一、客户调查计划表 (21) 二、客户信息调查表 (22) 四、客户信用调查表 (23) 五、调查分析报告表 (24) 第三章客户关系管理 (26) 第一节客户关系管理岗位职责 (26) 一、客户关系主管岗位职责 (26) 二、客户关系专员岗位职责 (27) 第二节客户关系管理制度 (27) 一、客户关系维护管理制度 (27) 二、客户拜访管理制度 (29) 六、客户招待用餐管理制度 (32) 第三节客户关系管理表格 (34) 一、客户分类表 (34) 二、客户分析表 (34) 三、客户分级表 (35) 四、重点客户统计表 (35) 七、客户联络管理表 (36) 八、客户拜访管理表 (36) 九、客户招待管理表 (37)

第四章大客户管理 (38) 第一节大客户管理岗位职责 (38) 一、大客户主管岗位职责 (38) 二、大客户专员岗位职责 (39) 第二节大客户管理制度 (40) 一、大客户综合管理制度 (40) 第三节大客户管理表格 (45) 二、大客户档案表 (45) 三、大客户支持表 (46) 四、大客户月报表 (47) 五、大客户分析表 (48) 六、大客户问卷表 (49) 第五章售后服务管理 (51) 第一节售后服务管理岗位职责 (51) 一、售后服务主管岗位职责 (51) 二、售后服务专员岗位职责 (52) 第二节售后服务管理制度 (53) 三、客户提案处理制度 (53) 六、售后维修管理制度 (54) 第三节售后服务管理表格 (55) 一、售后服务登记表 (55) 二、产品维修报告单 (56) 六、售后服务信息反馈表 (56) 第六章客户投诉管理 (57) 第一节客户投诉管理岗位职责 (57) 一、客户投诉主管岗位职责 (57) 二、客户投诉专员岗位职责 (58) 第二节客户投诉管理制度 (58) 一、产品质量投诉处理规定 (58) 第三节客户投诉管理表格 (63) 一、客户投诉登记表 (63) 三、客户投诉调查表 (63) 五、客户投诉分析表 (63) 八、投诉处理报告表 (64) 十、投诉处理追踪表 (65) 第七章客户信息管理 (66) 第一节客户信息管理岗位职责 (66) 一、客户信息主管岗位职责 (66) 二、客户信息专员岗位职责 (66) 第二节客户信息管理制度 (67) 二、客户信息统计制度 (67) 三、客户档案管理制度 (69) 四、客户资料保密制度 (73) 六、客户信息库管理规定 (75) 第三节客户信息管理表格 (77) 一、客户等级分类表 (77) 二、客户区域分类表 (77)

客服管理规范

客 服 管 理 规 范 向着“引领创新、服务全国”的目标,进一步提高客服中心的运营水平,树立公司良好的企业形象,达到规范服务,特色创新,提高企业的知名度和企业的忠诚度,特制定本规范。

目录第一章客服专员管理制度 一、客服专员工作职责 二、客服专员岗位要求 三、客服岗位制度 第二章客服中心运作规范 一、客户来电 二、客户需求探寻 三、提出解决方案 四、积极行动 五、真诚确认 六、电话结束 第三章客服中心投诉处理规范 一、目的 二、投诉处理原则 三、投诉处理流程 第四章客服中心服务质量管理 一、服务理念和服务行为准则 二、电话服务人员的素质标准 三、电话礼仪标准 四、客服专员规范用语 五、服务用语禁忌 第五章客服培训管理办法 一、培训及上岗 二、在岗员工的培训管理办法

第一章客服专员管理制度 一、客服专员的工作职责 ●负责客户来电的咨询及疑难问题的解释工作; ●负责客户投诉的记录,投诉的跟踪落实,并对客户的投诉进行总结与 分析,将相关信息反映给直属上级,并作好相应的解释工作; ●负责客户日常的(电话)回访工作,接受客户传递的意见和建议; ●负责售后服务具体工作,包括故障维修受理、收集客户意见,整理和 分析产品售后服务过程中反馈的数据和信息,分别转送相关部门; ●负责对客户传递的意见和建议进行记录、分类并整理,对客户提出的相关意见给予答复,同时将相关意见反映给直属上级,对客户提出的建议表示感谢,并表示会在今后的工作中加以更善。 二、客服专员岗位要求 (一)客服专员的技能素质要求 1、灵活运用沟通技巧,与客户进行有效沟通 2、把握异议处理技巧,提高客户满意度 3、掌握为客户提供优质服务的技巧 4、熟悉公司产品及相关专业知识。 (二)客服专员的工作素质要求 1、严格遵守企业和部门的各项规章制度 2、客服专员不得与客户争辩,应知悉客户投诉的真正原因及想要得到的解决结果。 3、客服专员对客户反映的问题,比如故障维修、客户投诉等应立即响应,

公司客户服务工作计划

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产品暂时让户使用,待所有问题解决后再换回。 ● 技术服务人员实行挂牌服务,不得吃、拿客户任何物品。 人员配备情况:我司的技术服务人员学历均是大专以上,通过有关机构认证已取得了资格证书,经验丰富。 2、客户服务规程制定与实施情况 服务规程制定主要有:电话支持服务、快速的现场服务、修补放弃发布、优先级服务与响应速度、定期访问交流、培训服务。 实施情况:没有次数限制:只要客户对系统问题,就可拨打我们的服务热线电话;对于我们的工作人员,用户的电话将享有最高的优先级,我们将优先处理用户的电话求助,直至得到用户满意的结果。当用户的系统被确诊为硬件故障时,我们的工程师将会带同相应的替换备件立即进行紧急维修。同时,在公司本部可为用户提供从产品到技术的全方面培训。

3、服务点分布、服务方式、服务响应时间等情况 服务点:成都、乐山、宜宾、眉山、自贡、达川、绵阳、德阳、攀枝花、西昌等地都有我们的点。成都为总部其余为分部。 服务方式:全部联,采取就近解决的方式,如需总部提供技术支持可通过电话、传真、邮件等方式取得支持,在需要时总部也可直接派人前往该地解决。快速的现场服务,当您的系统被确诊为硬件故障时,我们的现场工程师会带同相应的替换备件立即赶赴现场进行紧急维修。我们的承诺是:搭乘最近的航班或车次(必要时专车前往),使您的系统故障时间被压缩到最小。 故障上报E-mail:service@,我们的专家将会在收到用户故障报告最短的时间内做出响应。 服务响应时间:当用户的设备发生问题时,您可以自己确定问题的优先级和支持服务中心的响应时间。您可以在

客户服务部管理规范

***公司营销中心 客 户 服 务 部 管 理 手 册

分目录 一、职能定位…………………………………………………………… 二、组织结构…………………………………………………………… 三、岗位职责…………………………………………………………… 、客户服务部经理岗位职责…………………………………… 、客户服务部内勤岗位职责…………………………………… 四、管理规范…………………………………………………………… 、售后服务标准………………………………………………… 、不良产品退换货程序………………………………………… 、维修服务网点的建设………………………………………… 、办事处审计检查管理制度…………………………………… 五、操作流程…………………………………………………………… 、维修点开发流程……………………………………………… 、维修配件返厂、对换流程…………………………………… 、信息反馈流程………………………………………………… 、办事处审计检查管理流程…………………………………… 六、工具表格……………………………………………………………

***公司营销中心 客户服务部管理手册 一、职能定位 1、全面负责***公司售后服务的管理工作,包括相关售后服务标准的确定、实 施规范、政策制定和修改,以及服务资源的统一规划和配置,是公司售后 服务工作的具体指导和监督部门。 2、具体指导各办事处和区域市场的售后服务工作,如服务网点的规划、建设、 维护和各环节的检查,以保证服务质量。 3、负责收集用户和客户意见,整理和分析产品售后服务中反馈的数据和信息, 分别转送公司相关部门。 4、负责审批和指导各区域市场的不良品和维修配件的计划、发放及处理,有 效控制售后服务费用。 5、负责对公司售后服务政策的最终解释,加强与用户的沟通,裁定和调解售 后服务中的纠纷。 6、和企划部一道协助营销副总处理由于用户服务而引起的突发性公众事件。 7、负责组织协同销售计划部和财务部对各办事处进行定期的巡查和审计工作。 二、组织结构 根据客户服务部部门职能制定本部门组织结构,如下图所示: 三、岗位职责 1、客户服务部经理岗位职责 ()、行政隶属 上级主管:营销副总经理 本职工作:组织为客户和顾客提供产品服务保障,协助对各办事处进行审 计。 ()、主要职责 A.制定各项售后服务工作的具体标准和实施方法。

客户服务工作计划

客户服务工作计划 客户服务是企业形象的第一线,也是植入客户心中最深的印象,因此,有效地经营与管理,不但可以协助第一线员工提供完善的服务,更有助于企业达成策略性目标。客户服务代表了一种先进的企业经营理念,它主张“以客户为中心”,为客户提供全面的服务,同时,客户服务中心还实现客户信息的集中管理,提供流程监控、业务统计和统计分析等功能。 因此,建立一种最优组合的专业化客户服务管理体系已经变得越来越重要。 客户服务工作主要从以下几个方面展开: 1,客服职能定位 作为汽车客户服务职能部门,提升满意度的根本目的在于降低客户流失率,提升忠诚度,最终增加企业利润。随着中国汽车市场的持续发展,客户满意度水平与其他指标一起成为衡量企业竞争力的重要方面。 客户服务的功能,一方面针对薄弱点提供反馈,并指导其改进,最后再对改进状况做评估和跟踪,另一方面要为厂商提供客户服务质量与满意度的状况。 2,客服基础建设 1)7DC、3DC回访及相关各类报表 仔细对每一个客户进行回访(新购车客户提车后7-10天内进行回访,维修客户3-5天内进行回访,并将回访记录以日报、周报、月报的形式进行总结分析,将需改善部分进行整改、跟踪,在回访过程中,针对各项服务内容要求顾客采取打分形式对我们的服务进行评分),客访专员在回访过程中要不断总结回访经验,并整理总结出切实可行的回访应对话术。 2)客户关怀、生日、节日问候 每到客户生日前2-7天内进行多种形式的生日祝贺; 每逢新年、国庆、五一、中秋、情人节等等节日进行多种形式的生日祝贺。 3)保养、年审、续保等提醒 在客户车辆需要保养、年审、续保时,在一周前以电话、短信等形式提醒顾客。 4)客户档案管理(要求能按多种方式检索) 一般情况下,对客户档案管理要求一车两档,即新车销售档案一车一档,维修档案一车一档(保修期外的客户档案可进行打包保存),各种档案必须要求项目、单据齐全,并且

95598客户服务呼叫中心运营管理规范

江西省电力公司 95598客户服务呼叫中心运营管理规范 1总则 第一条为贯彻落实“优质、方便、规范、真诚”的供电服务方针,保证95598客户服务呼叫中心(简称…呼叫中心?)规范、高效、可靠地运行,依据国家电网公司《供电服务规范》和《95598客户服务系统实用化评价办法》,制定本规范。 第二条呼叫中心为客户提供了全天侯、便捷服务的条件,是供电营业窗口的重要组成部分;各地市供电公司在开展95598客户服务过程中,必须按本规范要求为客户提供全天24小时服务。 第三条 95598客户服务内容包括:采用人工接听、自动语音、传真、短信等方式,提供停电信息公告、电力故障报修、服务质量投诉、用电信息查询、咨询、业务受理等服务。 第四条呼叫中心设主管、值班长、客服代表等岗位。呼叫中心归口各地市供电公司市场营销部(或客户服务中心)管理。省公司市场营销部对呼叫中心行使监管职能。 2管理职责 第五条省公司市场营销部的管理职责: 4.组织公司各呼叫中心贯彻执行国家、省有关电力方针、政策、法律、法规和行业标准,贯彻执行公司供电服务承诺; 5.监督、检查、考核各呼叫中心的客户服务工作质量,并对影响较大的投诉举报事件处理情况进行跟踪管理;

6.受理呼叫中心转来的客户咨询、投诉举报等服务业务,处理客户来信、来电。组织协调相关业务部门或单位处理有关问题,并跟踪处理结果,及时回复客户和相关人员; 7.建立客户服务信息情况呈报制度。统计各呼叫中心客户服务信息受理情况,对客户咨询、投诉等进行统计分析,提出处理意见和建议,定期编写客户服务信息分析报告,为省公司领导提供决策依据; 8.负责组织全省呼叫中心人员的专业培训、经验交流,推广先进经验。 第六条各地市公司市场营销部(或客户服务中心)对呼叫中心的管理职责: 4.根据省公司的有关规范,结合本单位呼叫中心的实际情况,制订相应的管理制度和实施细则,并负责进行监督和考核; 5.根据工作需要下达有关服务任务,指导呼叫中心制订相应的实施方案; 6.协调和督促有关部门处理呼叫中心提交的各类业务,并对承办部门的办理情况提出考核报告; 7.对呼叫中心受理的各类服务信息进行统计、分析,对服务过程中出现的情况和投诉的热点问题提出应对措施和解决方案,报主管领导和省公司市场营销部。 3呼叫中心岗位职责 第七条主管岗位职责 2.负责呼叫中心的日常管理,完成上级部门交办的任务; 3.负责呼叫中心人员的管理和绩效考核;

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IT服务管理系统规划及方案设计

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