管理控制模型-以消費(fèi)者服務(wù)流程為基礎(chǔ)

1、A Management Control ModelBased on the Customer Service Process 管理控制模型管理控制模型-以消費(fèi)者服務(wù)流程為基礎(chǔ)以消費(fèi)者服務(wù)流程為基礎(chǔ)第二組N95D0002洪麗雯N95D0010邱薇婷N95D0012姚岱宜Paper 概要管控制度在服務(wù)流程方面的應(yīng)用建立服務(wù)過程的管控模式傳統(tǒng)的管控制度有缺點(diǎn)問題假設(shè)目標(biāo)用ABC model解法以行動(dòng)電話廠商作個(gè)案研討分析可以將這模型使用於模擬現(xiàn)況,幫助作經(jīng)營(yíng)決策結(jié)論大綱The Challenge to Traditional Management Control SystemsResultActi

2、on Research: Method and ModelsConclusionsThe Challenge to Traditional Management Control SystemsnThe Foundations of Traditional Management Control Systems Peopleorganizations goalProcessmotivating & inspiringManagement control steps(1)Goals are utilized as (2) performance measures. (2) Standards

3、 are defined. (3) Outcome is compared with standard. (4) Deviations are analysed. (5) The manager takes corrective action. (6) Step three is repeated. Traditional management control advantagesAdvantagesdecentralize decision making Managers can handle their own operationsin an effective wayManagersta

4、ff management control focused on generating and following-up relevant reportsStaffProblems with Traditional Management Control -Accessibility and usefulness criteria mentioned are difficult to come by.-Overhead costs are difficult to measure and to monitor,such as costs for procurement and managemen

5、t control - Focus narrowly on financial measures to the detriment of other relevant measures, such as customer satisfaction and operational flexibility. Management Control in Services: A Need for Change of PerspectiveService has become increasingly importantManual labour is replaced by knowledge lab

6、ourMust be based on operations as a process in order to make visible the activities aimed at customer satisfactionAction Research: Method and Models nCase: mobile telephony services companynMethod- MethodnMember-760employee , 58 managers were interviewed nData Collection -Certain basic criteria for

7、a costing model gradually evolved nGeneration of Categories and Patterns -analyse patterns in the interview data nDeveloping the Basic Model -the model was documented in a costing manual Results - customer service process n“Market contact”- 讓顧客對(duì)使用行動(dòng)電話服務(wù)感興趣 n“Distributor” 導(dǎo)引客戶為了購買電話，主動(dòng)接觸經(jīng)銷商 n“Subscri

8、ption”- 合意購買簽約 , n“Operations” - 開始服務(wù) n“Modify” - 顧客也許希望“修改” 他的服務(wù)，包括額外服務(wù) n“Pay”- 付錢 Results - A Service Map as a Model the main service of the company: mobile telephony. direct interaction W/O direct contact telecomnetwork other supporting activities ABC-ModelnActivity-based costing(作業(yè)基礎(chǔ)成本制度) -係指企業(yè)透

9、過作業(yè)將資源轉(zhuǎn)換成可以銷售的產(chǎn)品或服務(wù)的成本標(biāo)的;是一種衡量企業(yè)的資源、作業(yè)、成本標(biāo)的之績(jī)效與成本的方法 nAll types of cost have been allocated to the service process model based on employee activities. nCost Drives-影響成本之作業(yè)或數(shù)量之水準(zhǔn)，即作業(yè)或數(shù)量之變化與成本標(biāo)的的總成本之變化存在著因果關(guān)係。 Results-Entering Data into the Model How Costs and Revenues Are Assigned in the Economic Mod

10、el The model 用在何處nThe economic model may now be used to simulate profitability for -an individual service, -a group of services, -the entire company, -a relevant department. ConclusionsnSimulate realistic decision situations concerning the operations of key processes. nEvaluating the service processes - finding the most efficient use of available resources. nImportant- that employees understand the complete process nDevelopment of common standards and norms 經(jīng)銷店數(shù)經(jīng)銷店數(shù)量販連鎖量販連鎖店數(shù)店數(shù)服務(wù)受信服務(wù)受信客訴處理客訴處理件數(shù)件數(shù)滿意度調(diào)查滿意度調(diào)查I-netI-net派工派工服務(wù)維修