An Empirical Study on Service Quality Conceptual Model of Telecom Call Center - Case of Chunghwa Telecom Northern Taiwan Business Group

• Main Authors: LEE Hsing-lung, 李興隆
• Other Authors: Kai-Chieh Hu
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/72368751813854392277

碩士 === 開南大學 === 物流與航運管理系碩士班 === 95 === With the liberalization market policy of telecommunication industry in Taiwan, the telecommunication market has become more liberal and competitive. In order to provide better service and raise the customer’s satisfaction and loyalty, Chunghwa Telecom call centers were then established. The centers not only provide customers the well service timely, but also responsiveness to maintain the customers' relationships. As a result, it is indeed urgent work to realize the shortcomings and to upgrade the service of Chunghwa Telecom call centers. The purpose of this study is to apply the service quality conceptual model and service quality extension model proposed by Parasuraman, Zeithaml, and Berry (1985, 1990) to explore the situation of service quality of telecom call centers of Chunghwa Telecom. We took Northern Taiwan Business Group of Chunghwa Telecom as an example and used three questionnaires to collect data. This study not only analyzed the gaps of service quality, but also explored the factors influenced each gap. The results shows that all items of service quality (gap 5) are significant for the telecom call centers of Chunghwa Telecom Northern Taiwan Business Group. It indicates there is a gap between the customers’ perceived services and their expected services. Secondly, gap 3 significantly exists and the difference is the largest one. After gap 3 is gap 2 which is the second worse one. Gap 1 does not significantly exist. These indicate the problem of service quality is because of the service delivered by employees did not match the standards designed by managers (gap 3). Besides, the differences among the telecom call centers and the employees are significant in gap3. On the other hand, "Teamwork", "Role Ambiguity", and "Role Conflict" are most significant among all the affect factors. Finally, we proposed some suggestions for the future research and discussed the managerial implications.