近年来,呼叫中心(call center)确实为各类业务机构带来有利的影响,但以电子通讯作为策略性市场竞争武器,务求突出公司、品牌及产品形象的手法,至今仍未能真正令业务受惠。为了实现这个目标,我们需要一个能充分反映长远业务策略计划的决策管理架构,而管理高层亦须明确了解科技选择的程序。这项转变乃受两项因素所驱使,其一是大家都明白我们必须争取七个新客户,方可弥补失去一个客户所招致的盈利损失。其次是我们都得悉客户不断转变的需求,除了透过电话之外,他们更要求能以电子邮件、国际电脑联网(Internet)、话音电脑联网或甚至影像科技,与有关的公司或机构联系 In recent years, the call center has indeed had a beneficial impact on various business organizations. However, the tactics of using electronic communications as a strategic market weapon to highlight corporate, brand and product imagery have so far failed to really make a difference in business Benefit. In order to achieve this goal, we need a decision-making management framework that fully reflects our long-term business strategy plans and top management must also have a clear understanding of the technology selection process. This shift is driven by two factors. One is that everyone understands that we must fight for seven new customers to make up for the loss of profits incurred by the loss of one customer. Secondly, we all understand the ever-changing needs of our customers. In addition to being over the phone, they also require that they be contacted by electronic mail, the Internet, voice-over-internet or even video technology.