呼叫中心产业在九十年代中后期是从国外引进到国内的，在国内发展势头十分迅猛， 很多欧亿·体育（中国）有限公司，像银行、保险公司、电信等越来越重视呼叫中心的应用。在当今互联网大背 景下，随着我国金融科技的快速发展，在大数据、区块链、人工智能等新兴技术的带动 下，呼叫中心的功能已经不仅仅局限于电话接听方面了。从客户市场来看，电话普及率 也在不断提高，根据 2018 年 3 月份我国工信部发布的数据显示，目前我国的移动电话 用户已经达到了 14.4 亿，呼叫中心有着非常广阔的市场。我国银欧亿·体育（中国）有限公司现在已经从传统 的物理营业网点基础上开拓了很多新的营销渠道，比如 24 小时的自助银行，网上银行、 手机银行、电话银行等，包括现在的微信银行、视频客服等新的服务方式，在各种营销 渠道中，电话银行的每客户平均服务成本是最低的，对于客户来说，使用成本也是最低 的。金融科技浪潮的兴起和外部竞争的压力迫使银欧亿·体育（中国）有限公司转型，银欧亿·体育（中国）有限公司的呼叫中心在这样 的环境下也是机遇和挑战并存，面临着同样的转型压力。 传统的银欧亿·体育（中国）有限公司呼叫中心给人的印象主要是电话接听，属于劳动密集型产业，看起来 技术含量很低，并且大量的人力也给银行增加了很大的成本支出，但是，电话银行作为 银欧亿·体育（中国）有限公司的一个服务渠道来说，具有很多其他渠道没有的资源优势，一方面适合当前大部 分客户的消费习惯，另外一方面，呼叫中心也在努力，希望在互联网＋时代的浪潮中， 紧紧跟上步伐，利用互联网＋的思维进行优化，改变传统的业务模式和管理模式，挖掘 银欧亿·体育（中国）有限公司呼叫中心的潜在价值，将劣势变为优势，成为价值创造中心。 本文通过对银欧亿·体育（中国）有限公司客服中心发展现状分析，利用 PEST 和 SWOT 分析工具对银欧亿·体育（中国）有限公司呼 叫中心转型进行全面的分析，指出了当前银欧亿·体育（中国）有限公司呼叫中心所面临的问题，比如业务单一、 人力成本高等，也分析了呼叫中心潜在的一些优势，同时针对呼叫中心转型提出了相关 的实施建议，另外本文通过对某商业银行呼叫中心转型的真实案例进行分析研究，针对 某商业银行转型过程中采取的策略，跨部门合作，业务种类开拓以及业务外包等进行分 析，简单概括出该银行转型的经验，同时针对呼叫中心存在的问题以及案例中转型过程 中出现的问题，比如业务种类较少、考核制度有待完善等，提出相关的建议和措施，主 要有丰富业务种类、完善绩效考核管理、加强外包公司管理等，为呼叫中心的转型提供 保障，希望可以对银欧亿·体育（中国）有限公司呼叫中心的今后的转型之路提供一定的借鉴意义，以此挖掘呼 叫中心的潜在价值，促进呼叫中心由成本中心向利润中心转变。山东师范大学硕士学位论文 II 关键词，银欧亿·体育（中国）有限公司 呼叫中心 业务模式 外包 转型山东师范大学硕士学位论文 III ABSTRACT The call center industry was introduced into China for nearly 20 years, its development tendency was extremely swift and violent, already obtained the widespread application in many professions, like banks, insurance companies, or telecoms industry. In the Internet era, along with the fast development of financial technology, the function of call center was influenced by the emerging technologies such as big data, blockchain and artificial intelligence , it is no longer confined to telephone answering. In view of the customer market, the telephone penetration rate is also increasing. According to the data released by China's Ministry of Industry and Information Technology in March 2018, the number of mobile subscribers in China has reached 1.44 billions, the prospect of call center is very broad. Except traditional bank outlets,the commercial banks have exploited new ways of marketing , such as 24 hours self-help bank , Internet banking, mobile banking and telephone banking, even include WeChat Banks, real time video service that presented recently. telephone banking is the way that service cost lowest,as for the customer, it is also the simplest,most convenient and least expensive of all the way to use. The rise of financial technology waves and the pressure of external competition compelled commercial banks get into a period of transition. In such circumstances, there will be both the challenge and opportunity for the call center industry. The impression of traditional commercial bank call center is telephone answering.It is labor-intensive industry with very low contain of techniques content.The needs a lot of manpower so the bank has to increase the cost spending. For all this , as a service channels of commercial banks, telephone banking has many dvantages that other channels do not have.On one hand ,it is suitable for current consumption habits of the majority of customers, on the other hand, the call centers is trying to change the tranditinal business model and management model in the wave o of Internet plus. Excavate the potential value of the call center, transform the inferiority into superiority and become a center of value creation. This article analyzes the current development situation of the of call center and use PEST and SWOT tools to analyze the transformation of call center to comprehensively. It points out the current problems faced by the call center of commercial bank , such as unitary business, high labor costs, etc. It also analyzes the potential advantages of call center. At the same time, it forwards relevant suggestions for the transformation of the call center. In addition, this article analyzes a real case that one commercial bank call center's transformation. It aims at the strategy that the commercial bank's takes, like across department collaboration, exploit business types and outsourcing, and summarizes the experience of the bank's transformation. At the same time,山东师范大学硕士学位论文 IV it summarizes the problems of banking call center and analyzes the problems of the transformation ,such as the business types is not too much,the institution of performance is not perfect etc.It puts forward relevant suggestions such as enrich business types,consummate the institution of performance etc,in order to provide security for the transformation of the call center and hope to provide certain reference significance for the transformation of call center. Most importantly, the call center has to exploit potential value and transform from the cost center to profit center. KEYWORDS: banking call center business model outsourcing transformation山东师范大学硕士学位论文 目 录 摘要..................................................................................................................................................I ABSTRACT ..................................................................................................................................III 目 录 ..............................................................................................................................................V 第一章 绪论.................................................................................................................................1 1.1 选题背景及研究意义 ....................................................................................................1 1.2 国内外研究综述 ............................................................................................................2 1.3 论文框架结构 ................................................................................................................4 1.4 研究方法及创新特色 ....................................................................................................5 第二章 相关理论综述.................................................................................................................6 2.1 营销理论基础 ................................................................................................................6 2.1.1 服务营销理论 .....................................................................................................6 2.1.2 品牌营销理论 .....................................................................................................6 2.2 研究方法 ........................................................................................................................7 2.2.1 PEST 分析方法 ...................................................................................................7 2.2.2 SWOT 分析方法 .................................................................................................7 第三章 我国银欧亿·体育（中国）有限公司呼叫中心发展现状分析.............................................................................8 3.1 当前银欧亿·体育（中国）有限公司呼叫中心发展存在的问题 ..............................................................