党中央、国务院高度重视营商环境优化提升，持续深化“放管服”改革，山东省委、 省政府启动“一次办好”改革，其中包括“简化获得电力”在内 的优化营商环境专项行动。 供电营业厅是供电企业面向客户的重要窗口，提升供电营业厅服务质量，是落实简化获得 电力专项行动的重要举措和优化供电营商环境的迫切需要。 本文以供电营业厅服务质量存在的问题、成因分析及改进措施为研究目标，通过文献 研究法、问卷分析法等方法，对供电营业厅的服务项目、服务流程、服务手段及服务评价 指 标等进行调研，结合服务质量管理、公共服务质量、客户满意度、服务质量管理相关理 论模型及工具等，分析供电营业厅存在的诸如服务手段传统、办电手续复杂、客户身份识 别困难、业务推荐不精准、服务内容单一、服务设备老旧等问题，并进一步分析归纳导致 以上问题的主要原因，得出创新手段和理念、信息共享机制、身份识别技术手段、服务流 程、办理环节、办理时间等优化升级的结论。据此，本文以威海经新供电营业厅转型升级 过程中创新措施，包括服务手段、服务产品的创新及新技术的应用等，提出四类改进供电 营业厅服务不足、提升其服务质量管理的措施，进一步规范供电服务行为，提升供电服务 水平，展示电网公司良好的服务形象。 关键词：服务质量 服务质量评价 客户满意度 供 电营业厅 II Abstract The CPC Central Committee and the State Council attach great importance to the improvement of the business environment and continue to deepen the reform of "strengthening regulation and services". The Shandong Provincial Party Committee and the Shandong Provincial government launched the "make it all right" reform, including special actions to improve the business environment, including "simplifying access to electricity". Power supply business hall is an important window for power supply companies to face customers. Improving the service quality of power supply business hall is an important measure to simplify the special action of obtaining power and an urgent need to optimize the power supply business environment. In this thesis, with the aim to study the service quality improvement of the power supply business hall, through the methods of literature research, questionnaire analysis, investigation of the power supply business hall service projects, service process, service means and service rating indexes such as the status quo, combined with the quality of service management, service quality, customer satisfaction of public service, and service quality management related theoretical models and tools, such as analysis of the existence of the power supply business hall, such as the traditional service means, do electrical procedure complex, difficult client identification, single recommendation is not accurate, service content, service problem such as equipment aging, and further analyze causes of these problems, It is concluded that innovation means and concept, information sharing mechanism, identity identification technology means, service project design and planning, service equipment life cycle management and so on need to be optimized and upgraded. On this basis, this article to weihai by the new power supply business hall type "three a" transformation and upgrading as an example, the combination of weihai transformation and upgrading process to create new content by the new power supply business hall (business area, service means, service, product innovation and the application of new technology, etc.), put forward the improvement of service quality management of power supply business hall six measures, in order to standardize services, improve service management ability and service level, to show the company a good image. Key words:Quality of Service; Service Quality Evaluation; Customer Satisfaction; Power Supply Business Hall III 目录 内容摘要 ......................................................... I Abstract ................................................................... II 第1章 绪论 ................................................................ 1 1.1 研究背景和意义 ...................................................... 1 1.1.1 研究背景 ....................................................... 1 1.1.2 研究意义 ....................................................... 1 1.2 国内外研究现状 ...................................................... 2 1.2.1 国内外研究现状 ................................................. 2 1.2.2 国内外研究现状评述 ............................................. 3 1.3 研究内容与研究方法 .................................................. 4 1.3.1 研究内容 ....................................................... 4 1.3.2 研究方法 ....................................................... 4 第2章 服务质量概念界定与理 论基础 .......................................... 5 2.1 服务质量的概念界定 .................................................. 5 2.1.1 服务质量的概念 ................................................. 5 2.1.2 服务质量的类型 ................................................. 5 2.1.3 公共服务业服务质量特点 ......................................... 5 2.2 相关理论基础 ........................................................ 7 2.2.1 客户满意度理论 ................................................. 7 2.2.2 服务质量差距理论 ............................................... 8 2.2.3 服务质量维度理论 ............................................... 9 第3章 威海经新供电营业厅服务质量管理现状 ................................. 11 3.1 威海经新供电营业厅概况 ............................................. 11 3.1.1 营业厅简介 .................................................... 11 3.1.2 营业厅经营情况分析 ............................................ 11 3.2 威海经新供电营业厅现有服务措施 ..................................... 12 3.2.1 营业厅服务项目 ................................................ 12 3.2.2 营业厅服务流程 ................................................ 15 IV 3.2.3 营业厅服务手段 ................................................ 15 第4章 威海经新供电营业厅服务质量问题及成因分析 ................ 16 4.1 供电营业厅服务质量的评价 ........................................... 16 4.1.1 服务质量评价指标 .............................................. 16 4.1.2 问卷设计与收集 ................................................ 17 4.1.3 评价结果分析 .................................................. 22 4.2 供电营业厅服务质量中存在的问 题 ..................................... 26 4.2.1 办电手续复杂 .................................................. 26 4.2.2 服务手段单一 .................................................. 27 4.2.3 服务效率不高 .................................................. 27 4.2.4 服务设施老旧 .................................................. 28 4.3 服务质量存在问题的成因分析 ......................................... 28 4.3.1 成因分析思路 .................................................. 28 4.3.2 深度访谈调研 .................................................. 29 4.3.3 深度访谈结论 .................................................. 31 4.4 服务质量存在问题的原因 ............................................. 33 4.4.1 创新意识淡薄 .................................................. 33 4.4.2 管控机制不足 .................................................. 33 4.4.3 需求分析不深 .................................................. 33 4.4.4 系统管理不强 .................................................. 34 第5章 供电营业厅服务质量管理改 进提升措施 ...................... 35 5.1 优化流程环节及时间 ................................................. 35 5.1.1 优化客户服务流程 .............................................. 35 5.1.2 压减客户服务环节 .............................................. 35 5.1.3 压缩客户办理时间 .............................................. 36 5.2 丰富办电服务渠道 ................................................... 36 5.2.1 完善线下服务手段 .............................................. 36 5.2.2 优化线上服务功能 .............................................. 37 5.2.3 丰富客户服务产品 .............................................. 38 V 5.3 创