臺灣博碩士論文加值系統

隨著服務商品化及客製化，體驗經濟時代已經來臨。每個人對真實性都有需求。體驗是提供真實性的一種有力方式，因此以顧客體驗為中心的管理哲學已經興起。這可以在2009年學術界對顧客體驗此領域的重視看出。本研究順應此研究潮流，欲連結體驗策略與品牌相關構面之間的關係。其中以整體體驗為投入，品牌忠誠度為終極目標(效果)。主要的研究目的如下：第一，整合相關理論釐清整體體驗、品牌情感、品牌權益構面之間的關係。第二，探討體驗策略的效果性。第三，探討體驗策略的效率性。研究的品牌為自2003年9月後實行體驗行銷的麥當勞。實體調查了十七家麥當勞的顧客，總共313位。抽樣方法為立意抽樣。分析方法主要為線性結構模式。研究發現如下:第一，整體體驗、品牌情感與品牌權益構面之間的關係並非可由氛圍學中的認知-情感或情感-認知理論單獨解釋。因為在效應層級模式考量在內時，認知-情感的中介效果及經驗層級皆可達成效果而情感-認知理論的中介效果不成立。第二，體驗策略的效果性而言，顧客對品牌的情感、知覺品質、品牌知名度/品牌聯想扮演完全中介的角色。其中直接訴諸於品牌情感的整體體驗的效果大大超過先訴諸於品牌認知層面再訴諸於品牌情感的效果。第三，就體驗策略的效率性而言，關聯體驗應分最多資源、感官體驗最少。核心管理意涵為宏觀的規劃整體體驗以有效率、有效果的達成體驗目標。最後提出結論、限制與未來研究方向。

As the commercialization and customization of service, here comes the experience economy. Everyone has a quest for authenticity. Staging experiences is one way of offering authenticity. Therefore, management philosophies that have a focus on customer experiences have sprung up as can be seen in academic journals in 2009. We follow these research streams and try to relate experience strategies to relevant dimensions of brand where holistic experience strategies was input and brand loyalty was the final goal. Main research purposes were shown below. First, the relationship among holistic experiences, brand affect, and brand equity dimensions were examined. Second, the effectiveness of experience strategies was examined. Third, the efficiency of experience strategies was examined. The research brand was McDonald’s, an experience stager since September 2003. We physically surveyed 313 customers in 17 chain stores of McDonald’s. Purposive sampling was performed. Analytical method was SEM. Key research findings were as follows. First, unlike atmospherics context, it is deficient to explain the responses of customers under cognition-emotion or emotion-cognition intervening mechanisms alone in the experience context. More intervening mechanisms should be included such as hierarchy-of-effect model in our study. Second, strategies appealed to the brand affect directly had the larger effectiveness than those appealed to the cognitive dimensions of brand, and then brand affect. Third, to attain efficiency, relate experiences ranked first and should be assigned the most resource while sense experiences ranked the least. Core managerial implication was to urge experience managers holistically planning their experience strategies to attain the experiential goal effectively and efficiently. Conclusion, limitations, and future research directions were presented in the end.

Chapter 1. Introduction 1

Chapter 2. Literature review 8
Customer experiences 8
Customer experience management systems 12
Holistic experiences 14
Brand equity 20
Aaker’s brand equity as Gestalt brand equity 22
Product-market school of brand equity 25
Customer behavior-based brand equity 26
Customer-based brand equity 26
Brand affect 28
The relationship among experience-based brand equity and affect 29

Chapter 3. Methodology 39
Sampling 39
Research constructs and measurement 41
Pretest and focus group 44
Control variables 44
Analytical method 46

Chapter 4. Results and discussion 48

Chapter 5. Managerial implications 59
Holistically planning of experience strategies 59
The effectiveness of experience strategies 59
The efficiency of experience strategies 62
Implications for CEM systems 64

Chaper 6. Conclusions 66
Theoretical confirmation 66
Practical contribution 67
Limitations and future research directions 68

Reference 70

Appendix 1.
Reliability and convergent validity for the 2nd order CFA of measurement model 79

Appendix 2.
HLM result under C-E theory- random coefficient modeling 81

Appendix 3.
SAS programs for analysis 82

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