臺灣博碩士論文加值系統

研究者本身從事於自行車製造業，有感於台灣多數的製造業技術高端，但卻因全球化、無自有品牌、各國人力成本提高、重要客戶管理薄弱導致利潤逐漸減少；又因台灣市場小，須正視台灣製造業皆需靠外銷的經營困境，各代工廠之間開始做更有效率的精實管理。台灣製造業多屬中小企業，關鍵顧客常常都佔公司相當大的營業額；而全球供應鏈裡面又常常操作在極少數的關鍵顧客手裡，中小企業資源薄弱，如何管理好關鍵顧客成為製造業一個很重要的議題，但台灣製造業在關鍵顧客的管理付之闕如，對組織管理系統所產生的績效也沒有進行評估，也缺少實證研究，故研究者對此特別感到困惑，因而產生探究動機。

研究者實際探訪目標關鍵客戶決策單位主管後，民國108年4月經由統計分析得到初步分析結論。再與指導教授將所得資料以相關係數統計方式予以分析並且加以討論，以獲得研究所需的資料與結果，進而達到研究目的。本研究下列四項研究目的：一、探究組織部門之間對行銷資源有哪些連動的關係？二、建構關鍵顧客管理系統與管理績效之間的評估模式。三、對產業資料蒐集進行實證研究描述關鍵顧客管理系統之間的關係。四、綜合研究發現與結果提出建議，作為製造業組織問題簡化，關鍵客戶的績效評估等等的依據。

結論證明，高層的涉入程度高，部門間若相互支持程度高,，組織部門的決策就可相互替代。利用組織部門間的強弱關聯，公司之間的決策流程可以獲得簡化，且能得到最大效率。

The researcher is engaged in the bicycle manufacturing industry and feels that most of Taiwan's manufacturing technologies are high-end, but they are gradually reduced in profits due to globalization, non-owner brands, increased labor costs in various countries, and weak customer management. It is necessary to face up to the dilemma of Taiwan's manufacturing industry relying on export sales, and the more efficient and sophisticated management between the various factories. Taiwan's manufacturing industry is mostly small and medium-sized enterprises, and key customers often account for a considerable amount of turnover of the company; while the global supply chain is often operated in the hands of a very small number of key customers, the resources of small and medium-sized enterprises are weak. Thus, how do we manage key customers to become manufacturing is a very important issue, but Taiwan's manufacturing industry pays no attention to the management of key customers, neither evaluates the performance of the organization management system, and lacks empirical research. Therefore, researcher is confused and motivated.

After the researcher actually visited the directors of the target customer decision-making units, the preliminary analysis conclusions were obtained through statistical analysis in April of the Republic of China. Then, after discussed with the instructor, the data is analyzed and discussed in terms of correlation coefficient statistics to obtain the data and results needed for the research, and then achieve the research purpose. There are four research purposes of this study: First, to explore the relationship between the organizational departments on marketing resources? Second, construct an evaluation model between key customer management systems and management performance. Third, conduct empirical research on industrial data collection to describe the relationship between key customer management systems. Fourth, integrate research findings and results to offer recommendations, which can be basis to simplify manufacturing organization issues, performance evaluation of key customers, and so on.

The conclusion proves that the high level of involvement is high, and if the departments support each other to a high degree, the decision of the organization department can replace each other. By leveraging the strengths and weaknesses between organizational units, the decision-making process between companies can be simplified and maximized efficiency.

誌謝辭 i
摘要 ii
ABSTRACT iii
目錄 v
表目錄 vii
圖目錄 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第三節 研究方法 5
第四節 研究流程 6
第二章 文獻回顧 8
第一節 關鍵客戶管理 8
第二節 社會交換成本理論 10
第三節 關鍵客戶管理系統 11
第四節 關鍵客戶績效系統 13
第三章 研究模式 15
第四章 資料分析與參數校估 18
第一節 資料蒐集 18
第二節 敘述統計 20
第三節 信度與相關性分析 24
第五章　結果分析 29
第一節 關鍵客戶管理對關鍵客戶績效系統探討 29
第二節 關鍵客戶管理探討 33
第三節 關鍵客戶績效系統探討 37
第六章 結論與建議 38
第一節 結論 38
第二節 研究限制與建議 41
參考文獻 43
附錄 45

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吳明隆、涂金堂〝SPSS與統計應用分析〞五南圖書出版公司，臺北，2008年。
邱皓政〝量化研究與統計分析〞五南圖書出版有限公司，臺北， 2002年。

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Homburg, C., Workman Jr, J. P., & Jensen, O. (2002). A configurational perspective on key account management. Journal of Marketing, 66(2), 38-60.
Michelle D., Steward & Beth A., Walker & Michael D., Hutt & Ajith Kumar. (2009). The coordination strategies of high-performing salespeople: internal working relationships that drive success. Journal of the Academy of Marketing Science, 38(1), 550-566.
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