1. L J Inc. is a leading on-line game company in Manila of Philippines 2.Take charge of CS Center and Risk Management Center more than +100 3.Integrate and enhance customer service KPI, from the average of the KPI index from 75% to 99.9%, continue to improve and exceed the KPI target4.Integrated 6 brand customer service index and Risk Management Center index 5.To develop KPI performance evaluation method(BP), optimize the quality of CSR6.Outsourcing customer service to 3rd party in order to cost down up to 40% 7.Manage the HR & Admin Department of Taiwan Area more than +10

Company：SENSENGO TV Shopping Mall ,A leading TV shopping channel company in Taiwan (ET Mall Group)Responsibilities: 1.Lead team with 100+ agents 2.Sales and promoter management e.g. promotion program planning with product department, performance review, people training, P&L evaluation, sales incentive management, etc. 3.Via “big data” research customer habits to provide customer needs and enhance customer purchase amount. 4.Maintaining customer relationships, understanding of customer needs, to become customers' “shopping consultant”

A leading On-line betting company in Makati City, Manila,  Lead team with 80+ agents Established and developed Tele-Marketing new business model in on-line betting company via O/B(out bound) to get New players,  Establish VIP Team and Fraud team :VIP Team are in order to handle high contribution players , let them feel free to contact and withdraw convenient; Fraud Team focus player’s fraud control,like monitor player’s betting process and co-work with 3th party; and set up withdraw policy. Tele-Marketing business team main assignment: discourage new player to register, deposit and playing in our on-line betting web-site; continue keeping in touch new player to promote deposit bonus for 6 months. Reorganized customer service center , preparing and planning enhance CSR up-sales skills in order to push new player register and deposit via web-chat Formulated customer service BP/SOP mechanism including CSR salary and promotion policy; professional instructor system; improved CSR evaluation system to keep achievements goal running in schedule and performance reviewAchievement: Understanding on-line betting industry growing strategy both of increasing revenue and business model:1. Increasing revenue = the amount of activity player * average revenue per-user per-day2. Risk (Fraud) control = player deposit and withdraw process , betting process monitor , financial (bank ) monitor  Understanding 3rd party for example : EA HG MG PT and sports  Co-work with HR / IT / MKT / Finance in order to meet kpi  Successfully increase TM profit within 4 months and growth, 1.5M RMB per TMR  Improved CSR operation process and reduced CSR turnover-rate under 15% Monitor player betting on time and co-work with 3rd party, regulate betting process like change dealer or change betting min. or max. limited  Transformed Customer service center to up-sales customer service center

1.Now Lead Tele-marketing team with 40+ agents (permanent 50% and contract headcounts 50%)2.Retention business team main assignment: discourage subscriber deactivate include 3G mobile and usage promotion3.Subscriber loyalty retention program and usage promotion: subscriber loyalty retention program implementation and enhancement, usage increase and promotion, etc.4.TM training to extend sales coverage and brand awareness by tele-marketing force5.Sales logistics management: TM sales performance utilization, handset and mobile number kit logistics & trade-off process control, customer complain management, sales support SOP management, etc.6.Sales and promoter management e.g. promotion program planning, performance review, people training, P&L evaluation, sales incentive management, etc.7.Sales forecasting, inventory managementI.Sales logistics management: retention sales performance utilization, handset and mobile number kit logistics & trade-off process control, customer complain management, sales support SOP management, etcAchievement:1.Decrease 30% salary expense cost by contractor-based management2.Increase 28% manpower value during 3 months3.Successfully contributed >37% retention sales performance for channel business revenue (3G mobile)4.Successfully reduce 3G mobile deactivate rate >12%5.Successfully ADSL retention achieved >100%6.Successfully increase the company’s revenue by usage promotion , continued to increase in the current 7.Successfully increase TM EBITDA（Earnings Before Interest, Tax, Depreciation and Amortization）

Job A.Tele-Marketing1.Built-up new direct selling model to integrate tele-marking (TM) and outbound call model, as well as Internet selling channel2.Lead tele-marking team with 60+ agents (permanent and contract headcounts) 3.TM training to extend sales coverage and brand awareness by tele-marking force4.Sales logistics management: TM sales performance utilization, handset and mobile number kit logistics & trade-off process control, customer complain management, sales support SOP management, etc.5.Subscriber loyalty program and usage promotion: subscriber loyalty program implementation and enhancement, customer satisfactions survey, usage increase and promotion, etc.6.Group-sales promotion program: to sell and manage “Qma-family” community business, to develop potential customer base from potential organization, to provide mobile fee cost-down program by team-based operationJob B.Call center Quality Analysis1.Lead Quality Analysis team with 20+ agents (permanent and contract headcounts) 2.Establish CSR (Customer Service Representative) evaluation system to keep achievements goal running in schedule and performance review3. Improved CSR operation process, including IT system planning and implementation, and BP & SOP mechanism4. Regular statement, e.g. I/B interval summary, ACD (Automatic call distribution) daily summary report, monitor call report, etc.5.Service level < KPI, QA must alarm and suggest action plan

1.Managed retail sales and operation, including IT system planning and implementation, and BP & SOP mechanism management for the 22 retail stores in Taiwan island-wide2.Managed retail sales team and promotion program performance3.Planned sales incentive program for retail sales and contracted people4.Sales and promoter management e.g. promotion program planning, performance review, SOP, people training, P&L evaluation, sales incentive management, etc.5.Centralized company resources and operation implementation including retail and direct-selling program for fixed and mobile business6.Successfully contributed 30% retail sales performance for channel business revenue

1.Channel recruited for fixed product selling (voice and data)2.Developed enterprise business e.g. enterprise, military and public, labor organization, etc. for ADSL group selling3.Developed new channel form 3rd party , such as Antai Credit Card 安泰信用卡, I-fong 毅豐, credit-card wholesale for HSBC Bank, etc.4.Developed new channel, e.g. ARCOA 全虹, 3C Mall, PC Repair store, Mobile phone retail

Responsibilities:1.New business development, focusing on large enterprise account, Military and Public sector, specific organization selling2.Provided mobile consulting service and solution to enterprise account e.g. MVPN cost-down program3.New business model and alliance partner development, e.g. penetrated Metro Walk 大江國際購物中心and significantly achieved 2,000 new subscribers with 10 daysReason for Leaving：the whole sales team was hunted by APTG for new business development

Pre-sell house program management, such as territory market survey, market position for house square and pricing details, budget planning and control, sales people training, marketing and advertising, etc.1.Project management e.g.2.文山米堤Project：achieved 75% pre-sell, average 280,000/ping(1998)3.美麗精品Project：achieved 85% pre-sell, average 500,000/ping(1998)4美麗磺溪Project：achieved 95% pre-sell, average 320,000/ping(1999)