臺灣博碩士論文加值系統

網際網路的發展促使企業展開一連串的電子化的規劃，更體會到維護客戶價值與建立長期關係之重要性，因此，多數企業轉為客戶導向並試圖利用客戶關係管理以了解客戶需求。而在講求知識經濟的時代，知識管理的觀念也逐漸為大眾所重視，透過知識管理提供客戶最新的產品資訊與服務將可創造企業的附加價值與競爭優勢。鑑於標竿產業皆非常重視客戶關係管理與知識管理，本研究主要目的為提出一應用知識管理於客戶關係管理的新架構，並進一步探討應蒐集何種客戶知識來源（What），與如何利用KM的技術幫助CRM的執行（How），以達到客戶知識有形與無形績效的提昇（Why）。
本研究將針對美容產業的現況與發展作一分析，並挑選個案公司在台灣及中國大陸之銷售據點為研究對象，透過「結構式問卷」針對各門市主管進行問卷調查，總計台灣有效問卷30份，中國大陸66份，本研究實證結果發現：
1. 台灣在價值羅盤模式四個面向定位上目前與未來並無顯著之差異，但中國大陸在價值定位、附加價值角色、報酬與風險的分享三個面向目前與未來具顯著之差異，但兩者對未來擁有一致的願景與目標。在客戶聯結策略構面中，台灣對客戶聯結技巧及客戶經濟學的認知高於中國大陸，而中國大陸則在客戶知識面向高於台灣。
2. 台灣需著重「最佳化實行資訊」及「客訴資訊」，特別是藉著「知識建構」與「知識擴散」的流程以提昇有形與無形之績效指標；中國大陸則需著重「產品與服務資訊」與「市場資訊」，透過「知識儲存」與「知識擷取」的流程以提昇績效指標。
3. 長期而言，個案公司應著重”選擇”市場資訊、顧客資訊、訂單資訊及客訴資訊；”擷取”最佳化實行資訊及訂單資訊；”擴散”最佳化實行資訊；”建構”客訴資訊；”儲存”市場資訊、競爭者資訊及最佳化實行資訊。
應用知識管理於客戶關係管理模式除了在學術研究上有一相當創新之處以外，其研究結果還可供其他產業作為建立知識管理及客戶關係管理架構的參考。

The implementation of e-business applications has continuously grown in a seemingly unabated fashion worldwide. The trend in marketing toward building relationships with customer continues to grow, and marketers have become increasingly interested in retaining customers over the long run. Many companies are transforming themselves to customer-focused organizations nowadays and the importance of establishing Customer Relationship Management (CRM) to understand better what their customers want is getting more and more recognized. Knowledge Management (KM) is the process of managing organizational knowledge from creating business value that will focus on creating and delivering innovative products or services and managing relationships with existing key stakeholders in the context of Customer Relationship Management (CRM). The value of KM and CRM is well recognized by many leading companies. This study tries to demonstrate what, how, and why industry needs CRM and KM. Moreover, this study presented a conceptual model and see how KM can help CRM implementation.
This study has taken a beauty enterprise as an example and focused on its franchise stores to perform a field study. The questionnaires were sent by its headquarter and all returned. There were 30 available responses from 35 franchise stores in Taiwan and 66 available responses from 70 franchise stores in China. There were some suggestions coming out as follows.
1. There is no significant difference between current and future position in all dimensions of the value compass model in Taiwan. However, there is significant difference between current and future position in value proposition design, value-added role, and reward and risk sharing dimensions of the value compass model in China. Although there is difference between Taiwan and China currently, they have the same future view on the value compass model. In the Customer connection strategies dimension, the franchise stores in Taiwan are doing better for customer connective technologies and customer economics. The franchise stores in China are doing better for customer knowledge.
2. It is important for the franchise stores in Taiwan to focus on getting more knowledge about best practices and problems through knowledge creation and share to promote hard and soft measures. The franchise stores in China should focus on getting more knowledge about products and services and markets through knowledge store and capture to promote hard and soft measures.
3. The case enterprise should focus on “select” knowledge about markets, customers, orders, and problems；”capture” knowledge about best practices and orders；”share” knowledge about best practices；”create” knowledge about problems and “store” knowledge about markets, competitors, and best practices.
Moreover, this study presented a conceptual model to see how KM can help CRM implementation. The result of the study could be consulted by the other industry to create their KM and CRM framework.

目 次
摘 要 iv
英文摘要 v
誌 謝 vii
目 次 viii
表目錄 xi
圖目錄 xiii
第一章 緒論 1
1.1研究背景與動機 1
1.2研究目的 3
1.3研究範圍與研究架構 4
1.4研究流程 5
1.5論文架構 7
第二章 文獻探討 8
2.1美容產業概況介紹與個案公司簡介 8
2.1.1美容產業概況介紹 8
2.1.2個案公司簡介 14
2.2客戶關係管理 15
2.2.1客戶關係管理之新舊模式探討 15
2.2.2客戶關係管理之架構比較 19
2.2.3客戶關係管理之應用研究 27
2.3知識管理 29
2.3.1知識管理之定義 31
2.3.2知識管理之架構比較 32
2.3.3知識管理之應用研究 37
2.3.4知識管理之流程探討 38
2.4客戶知識管理 39
2.4.1客戶知識管理之定義 39
2.4.2客戶知識來源之探討 41
2.4.3客戶知識管理機制及績效之評估 43
第三章 研究設計與方法 47
3.1研究架構 47
3.2各構面變數的操作性定義 48
3.2.1價值羅盤模式 48
3.2.2客戶聯結策略 50
3.2.3客戶知識來源 51
3.2.4知識管理 53
3.2.5客戶知識績效評估 54
3.3研究假設 56
3.4問卷設計與回收 57
3.5統計分析方法 58
3.5.1研究方法 58
3.5.2研究程序 59
第四章 研究結果 60
4.1各構面的敘述性統計資料分析 60
4.2因素分析 72
4.3信度檢定 73
4.4台灣與中國大陸樣本在各構面之差異分析 78
4.5各構面因素之互動關係 82
4.6迴歸分析 88
第五章 結論與建議 93
5.1研究結論 93
5.2建議 96
5.3管理與實務上之涵義 98
5.4對後續研究者之建議 99
參考文獻 100
中文部份 100
英文部份 100
附錄 問卷 105

中文部份
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