Telecom Enterprise Sales-channel Management Case Study--Self-establishing And Others-Operating

In 2008 GMCC officially launched out a project so-called self-establishing " communication 100" service center but running it by other operators under the consideration of restructuring sales-channel, filling up vacancy and avoiding labour risks etc. As the first pilot company in jieyang city, our Jiedong branch immediately organized a project team to do all preparation work, co-ordinated with headquater and partners in time and ensured the smooth shift of the fixed assets, valued assets and key duties of the service center. Our work was under the guidance of principles of "five unchanged, four prohibitted" (ie. Functional position unchanged, public image unchanged, service criterions unchanged, basic administration unchanged, customer's perception unchanged and information disclosure prohibitted, illegal production prohibitted, illegal operation prohibitted, sub-contractoring prohibitted). we have established a set of basic management system including customer service, cashier counter, valued goods, valued cards and customer profiles. We strictly chose a group of excellent frontier staff to act as supervisor manager responsible for daily operation guidance. One year since the beginning of this new project we have achieved increasing performances. But considering the growing sharper competition in 2010, How to bring this advantage to full play and how to avoid the negative impact due to the changing of operation model we have carried out a series of investigation, analysis and identifying work to find out those key influential factors and put up with our solving methods accordingly on the basis of actual case study of branch service center and Yunlu service center.