Reform strategy of customer service system of property management

Reform strategy of customer service system of property management

Introduction: The customer service system of property management is the basis for property management enterprises to promote property management mode, and it is also the key to improve the overall service level. The following is the reform strategy of property management customer service system I brought to you, hoping to help you.

At present, many property management enterprises in the industry lack scientific ways and means to establish the system, have insufficient understanding of the system operation, and have shortcomings such as imperfection, unscientific, irrationality and mismatch, which are mainly manifested in the following aspects: the organizational structure is single and the coordination ability of departments is weak; Unscientific service procedures and irregular service behaviors; Poor service process control and service quality deviation; Lack of human resources and low technical content.

The reform of customer service system is a heavy and meticulous work. Enterprises must adjust the content of the system locally or revise it as a whole according to their own actual conditions, and tailor the corresponding reform strategies. Everything should be based on management services, mainly from the following aspects:

1. Improve the organizational structure and expand the authority of the customer service center.

Organizational structure is the basis of enterprise operation, and the orderly operation of enterprises cannot be separated from scientific and reasonable organizational structure. Excellent structure helps to improve the quality and efficiency of enterprise work and eliminate many management loopholes, so does property management enterprises. Linear organizational structure has advantages and disadvantages. When establishing the organizational structure of customer service, property management enterprises should foster strengths and avoid weaknesses. While determining the linear organizational structure as the main structure, we can use the matrix structure as the auxiliary structure, make partial fine-tuning of the structure, give full play to the flexible and adaptable characteristics of the matrix structure, better combine the vertical and horizontal relations of the organization, strengthen cooperation among functional departments, and make up for the defects of poor information and over-centralized management authority brought by the linear structure.

2, the implementation of customer service center reform, formulate the basic principles of customer service.

With the change of customer service organizational structure, the customer service center, the hub of customer service, also needs corresponding changes, mainly reflected in the change of personnel. Property management enterprises can start from three points: management responsibilities, service titles and service principles. In terms of management responsibilities, the organizational structure has been adjusted and the management authority of the customer service center has been expanded. Then, it is necessary for enterprises to define the expanded management authority in the form of management responsibilities and implement management responsibilities to a certain position in the service center. This position needs to set up corresponding managers to perform management duties to meet the requirements of personnel changes. The customer service center can set up a leading manager, such as an account manager, who is fully responsible for handling under the direct leadership of the project manager. Service principle is an important system to standardize the work of customer service personnel and improve efficiency and quality. Enterprises should strive to be meticulous and scientific according to their own strength and service objectives.

3. Establish professional operation guidance procedures and control service procedures.

Procedure is the main line of enterprise operation. Scientific and standardized procedures will determine the efficiency of enterprise operation. Good and thorough service procedures often get twice the result with half the effort. Property management companies can control service procedures from two aspects. First, through the ISO quality management system, the quality management manual is constantly revised, and the compilation of program documents should be realistic and complete, so as to build a good framework and platform for further refining service procedures. Second, efforts should be made to strengthen the standardized management of professional service operation guidance, educate people by chapter, fully combine with the actual situation of enterprises, formulate corresponding professional guidance manuals for routine service contents such as cleaning, security, greening, maintenance and complaints, clarify service processes, establish operating procedures, and refine service contents, which are easy to understand and operable. For example, when scraping glass in cleaning service, the operation instruction should clearly specify the equipment of articles, the order of use of articles, the direction of scraping, etc., instead of generally talking about what tools to scrape, ignoring the details of the order of use of articles, the direction of scraping, etc., so that the cleaning personnel will only be confused when operating, and the cleaning quality will not be improved qualitatively, which will lose the specific significance of compiling the operation instruction. In addition to routine service operation guidance, property management enterprises should not ignore the role and significance of early service operation guidance. According to the content and nature of the work, the pre-management is divided into three stages: pre-intervention, property inspection, owner occupancy and decoration, and the corresponding work instructions are formulated.

4. Pay attention to the construction of customer service quality and strengthen the inspection of service quality.

A scientific and reasonable customer service system should include the important contents of customer service quality standards. Operating rules control service procedures and service processes, and service quality standards focus on the inspection of service results. Standardized and standardized property services must be supported by service quality standards. In the construction of service quality, property management enterprises can start with the establishment of customer service quality standards, classify and refine the quality standards required for the services provided, such as service etiquette standards, and make specific provisions on employees' gfd, behavior, language, telephone etiquette, work operation, and owner's address in combination with the company's discipline system; Cleaning quality standards can be divided into indoor cleaning standards, outdoor cleaning standards and disinfection standards, and indoor quality standards can be subdivided into halls, staircases and bathrooms. In addition to refinement, the formulation of quality standards should also pay attention to suitability, not to say that the higher the standard, the better, but the more practical. The formulation of standards should not be divorced from the actual situation of enterprises, but should be based on the level of enterprises. After the standard is established, it must pass the test of practice. Enterprises can combine monthly, quarterly and annual inspections, combine special inspections with comprehensive inspections, supervise and assess the implementation of service quality standards, and strengthen inspections. When necessary, the quality standard assessment should be included in the monthly performance assessment of the person in charge of each management project, and the quality standard should be given due attention and attention.

5. Optimize customer service resources and give full play to resource advantages.

Customer service resources are an indispensable part of customer service system. Customer service resources of property management enterprises can be divided into hardware resources, software resources and human resources. Property management enterprises should be good at optimizing and integrating service resources? 1+ 1 & gt； 2? Be good at improving resource utilization efficiency. In terms of hardware resources, don't stand still, remember? A clever woman can't cook without rice? Reasonable investment, purchase advanced management equipment, improve the technical content of service through the use of equipment, and at the same time, strengthen investment in management project office and employee clothing. , shape and enhance the corporate image; In terms of software resources, on the basis of hardware, give full play to the advantages of software resources.

The customer service system of property management is a whole, involving all aspects of enterprise operation. Therefore, it requires all components to support each other, depend on each other, match each other and be indispensable. The establishment and improvement of customer service system is a complex project. In this process, enterprises should be good at planning system construction, exploring the problems and deficiencies existing in system operation, and making targeted and systematic improvements, instead of treating the symptoms rather than the root causes, and be good at making changes according to development needs. At the same time, they should understand that the system reform is not achieved overnight. Only by being down-to-earth, far-sighted and daring to reform can the customer service system be improved day by day.

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