http://dspace.cityu.edu.hk:80/handle/2031/5368 2013-05-01T20:20:11Z 2013-05-01T20:20:11Z Lee, Yiu Fai Bruce (李耀輝) http://dspace.cityu.edu.hk:80/handle/2031/6433 2012-08-15T01:26:07Z 2011-01-01T00:00:00Z

Title: Hewlett-Packard HK SAR Limited -- Customer satisfaction and service marketing in enterprise services Authors: Lee, Yiu Fai Bruce (李耀輝) Abstract: Hewlett-Packard (HP) is one of the leading IT services providers, and IT service delivery involves customer perception and the quality of service delivered. HP is trying to standardize IT service delivery for all customers under Enterprise Services. They believe the implementation of ITIL and ITSM can benefit the delivery team and customer. The service management team at HP aims to standardize the delivery process for the delivery team. An impressive transformation and service management initiative has been started with the support of HP's top management. The Global Integrated Service Management in HP is not a new organization in HP, but it is new in the Asia Pacific Region. The organization was established in Aug 2010. The goal of the organization is to align the standards of all the customers in Asia Pacific Region to HP's global standard. The ITIL and ITSM concepts in the Asia Pacific Region are weak and immature. The service management team needs to do a great deal during the transformation. The maturity of the ITIL and ITSM concepts in the North Asia Region is relatively lower than in the South Asia Region, and there are many customers in the North Asia Region. The North Asia Service Management Team is working with a resource constraint and resistance from the delivery team. In this project, the maturity level and the use of the ITSM process in the North Asia Region will be analyzed to see how they match with overall performance ratings and customer loyalty. Although the delivery team has been encouraged to adopt the ITSM process by being told its benefits in theory, the delivery team can better understand these benefits from real data, overall performance ratings, and customer perspectives. A list of existing HP accounts will be involved in the project, and the result will be shared with the other delivery teams. The service management team can align with the HP global standard and achieve the goals of the organization.

2011-01-01T00:00:00Z Chan, Wing Sze (陳詠詩) http://dspace.cityu.edu.hk:80/handle/2031/6432 2012-08-15T01:21:34Z 2011-01-01T00:00:00Z

Title: Hong Kong Broadband Network Limited: An examination of call centre service quality and customer satisfaction Authors: Chan, Wing Sze (陳詠詩) Abstract: The rapid growth of broadband service demand and the exit barrier of existing players have caused keen competition in the fixed telecom network industry in the past decade. Because of high complaint rate and low product differentiation, customer loyalty is weak in the industry. The competition among rivalries is moved from price to product quality and then service quality now. If customers are satisfied, they will become loyal customer. Loyal customers will continue to use the product by renewing the contract with the service provider and will tell positive word of mouth to their friends. More loyal customers will recommend the product to their friends too. Then, more business opportunities will be created to the company and thus increasing market share in the industry. Enhancing customer satisfaction becomes a competitive strategy. Before starting the study, a competitive analysis was done among the four key rivalries in the industry. It was found that retail shops and call centre are the main customer service touch points. However, HKBN has few retail shops and relies on its call centre as the main customer service touch point. To win the battle of customer satisfaction, HKBN needs to provide higher service quality by its call centre. The service dimensions of call centre including accessibility, interaction with agents and answer/solution are used as indicators to assess service quality and customer satisfaction in HKBN call centre. At the same time, willingness to continue the service and willingness to recommend are used as indicators for customer loyalty. The concept of gap model of is used to find out the service quality perception gaps between the organization-side (HKBN) and customers. By the findings of this study, it was concluded that customer satisfaction has positive effect on customer loyalty. The three service dimensions combine to form customer satisfaction. The study found out that HKBN call centre service quality is just adequate that customer loyalty is weak. After analysis, four service attributes were identified affecting customer satisfaction significantly. Also, it was found that the service quality perception of management and customers could not be met in reality. Consequently, some recommendations to improve the call centre service quality were given in the study.

2011-01-01T00:00:00Z Tam, Fanny Yin Fun (譚燕芬) http://dspace.cityu.edu.hk:80/handle/2031/6066 2011-09-20T05:02:16Z 2010-01-01T00:00:00Z

Title: Resource Planning and Management of Information Technology Operations in a Bank Authors: Tam, Fanny Yin Fun (譚燕芬) Abstract: In 2004, ABC Bank has introduced a 3-year business plan and initiated a series of reforms in major business models. In order to align the bank’s business and IT strategies, the IT department of the bank combined organizational restructuring, process and technological expertise to shape the 5-year IT development strategy in 2005. One of the major workflow and organization restructuring in IT department is the application development division (responsible for system design and program coding) and the system planning division (responsible for user acceptance test co-ordination and quality control) being changed from departmental-oriented to functional-oriented. Each functional team will have its own project schedules and commitments to business users. And, all functional teams will request for involvement of the production management division (PMD) that is responsible for system management, production support and operations. During the execution of the strategic plan, various projects are newly initiated or reviewed. In the meantime, problems such as high work pressures, delay in project schedule and occurrence of repeated incidents arose in the IT department. The objective of this project is to identify the current inefficiencies on IT resources planning and management in the bank and make recommendations on technological and methodological changes. In order to understand the root causes, casual chats and interviews were conducted with staff from PMD and different functional team. Besides, for further verification, quantitative analysis is conducted in some areas such as number of deployment requests and floor space utilization in data center. After analysis, the observations and findings shown that biased workload, unrealistic project schedule estimation, too many repeated manual works, heterogeneous hardware resources etc, are the root causes of the stated problems. After search of relevant literatures and finding implementation references in the banking industry, I realized that the ITIL framework is applicable to the case. And matching the stages and processes of ITIL to the problems discovered in ABC Bank, the problems can be categorized into four processes in the ITIL framework, that is, the release and deployment management process under the service transition stage, the problem management and facilities management processes under the service operation stage and availability management process under the service design stage. After categorizing the problems, I try to identify possible solutions that can tackle the stated problems. And, a SWOT analysis is carried out to evaluate the options for the 4-processes ITIL framework implementation in the bank. Alternatives and implementation priorities that given the greatest benefits are identified and the implementation schedule for the recommended solutions is divided into three phases. Some KPIs such as proportion of automatic deployment and repeated incidents are defined in order to measure the progress and performance of the solutions towards the project goal. Up to now, the implementation has reached the halfway mark, the progress and the achievement of each solution is evaluated. The implementations are in the right track and obvious benefits such as the shortened duration of major deployments and streamlined process because of procedures and standards review are achieved. Lastly, the challenges that I faced in the project, the success factors of the project and the lessons learned are documented in order to act as reference for future projects.

2010-01-01T00:00:00Z Lau, Calvin Wut Chi (劉活枝) http://dspace.cityu.edu.hk:80/handle/2031/6065 2011-09-20T05:00:52Z 2010-01-01T00:00:00Z

Title: Improving Productivity & Sustainability Through Knowledge Management System Authors: Lau, Calvin Wut Chi (劉活枝) Abstract: In the business world, the main goal is to make maximum profit while optimize operational efficiency will then be regarded as secondary. Generally speaking, most of the managers pursued to outsource routine or IT work to save money. In the past, AFC maintenance was done by in-house staff due to its nature and service criticality level. In September 2009, the AFC maintenance work for AT&D and TKL were outsourced. Although management enjoyed cost saving from outsourcing, they also realized the subsequent loss of key AFC knowledge. On the other hand, HR issues were also emerged in the form of staff layoff, redeployment, succession plan and etc. In transportation services, the marketplace is customer-oriented particularly expectation of front line services will be much higher. Customers take charge and always request responsive and additional services. After outsourcing, MTR could not easily request additional work or flexible scope of work from contractor unless pay more or revise the contract. For sure, outsourcing can save significant money at the beginning. However, in the long run, the company must review whether or not she has over dependent on contractor in a way that suffering from loss of some key knowledge and ultimately weakening her capability and sustainability in the market. Leavitt Diamond is a model for analyzing management change. It suggests that technology, tasks, people, and the organizational structure must maintain equilibrium. Outsourcing had reduced the tasks, people and simply organizational structure whilst KMS is one of the solutions to keep LD in equilibrium by improving technologies and KM mechanisms within the organization. In this project, KMS in AFC will be applied to leverage knowledge between both in-house staff and maintenance contractor. Secondly, a knowledge reservoir for AFC system will be built. The ultimate goal is to maintain key knowledge of AFC so as to improve productivity and sustainability of the business.

2010-01-01T00:00:00Z