臺灣博碩士論文加值系統

企業的每一個經營策略必有其預定達成之目標，而透過組織績效之衡量才能瞭解企業是否達到最初設立之目標與策略之執行成效；故當企業紛紛致力於顧客關係管理以期提昇組織績效的同時，令人好奇的是經營策略與顧客關係管理究竟是否真的會影響組織的績效呢？
本研究主要採用問卷調查的方式蒐集資料，第一部份說明問卷設計與回收的流程；第二部分則說明研究對象；最後，第三部分則是問卷結構，說明各研究變數之問項及其資料來源。依據研究目的、各構面特性及預定於問卷回收後，資料以統計方法並輔以SPSS軟體做為統計資料分析工具。
本研究結果發現企業經營策略與CRM間有顯著之相關，代表著國內企業經營策略中已經納入顧客關係管理，客戶的滿意度能夠反映在忠誠度上。另外，企業策略之訂定與組織績效息息相關，研究結果發現，企業策略與組織績效呈現顯著之相關，代表企業策略能夠有效預測組織之績效。最後，顧客關係管理亦是能夠有效預測組織績效。企業唯有不斷的改進服務之缺失與服務品質之創新，才能夠創造顧客之滿意，才能夠有效創造市場佔有率，面對競爭的環境當中，唯有創造高度的顧客滿意度才能夠維持其組織績效。

The management strategy of each corporate should have the goal of target expected to be reached, and only via the measurement of organizational performance be able to understand the corporation if reach the pre-setting goal & the effectiveness of execution result. While most business corporations were interested in enhancing the customer relationship management to raise the organization performance, if the management strategy and customer relationship management really influence the organizational performance became the most suspected & curious subject.
To collect data by questionnaires survey is the main tool for this study. First portion explained the design of questionnaires and the process flow of collection, second portion illustrated the targets to be researched or investigated. Third portion, the last, was the structure of questionnaires which defined the questioned items of the study variants and its sources. Based on the study purpose, the characteristics of investigated dimensions and the collected data out of those questionnaires, data were analyzed by statistical method with SPSS software as tool for statistical analysis.
Strong correlation in-between business management strategy and CRM was verified, from the result of this study, which meant that the CRM was adopted into most domestic corporates’ business strategy and customer satisfaction could be reflected from sincerity. In addition, the define of corporate strategy was tightly related to organization performance. From the result of this study, a promising relationship was found in between the corporate strategy and organizational performance. Also, the CRM can predict the organizational performance effectively. Only with continuous improving the faulty services and with innovation of service quality, can really crate customer’ satisfaction and then create market sharing effectively. To maintenance or sustain the organizational performance in the extremely challenging world, high level of customer’ satisfaction establishment is the core solution.

目 錄
中文摘要 I
Abstract II
致 謝 辭 III
目 錄 IV
表目錄 VI
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 2
第三節 研究步驟 2
第二章 文獻探討 4
第一節 經營策略 4
一、策略之定義 4
二、策略的層級 6
三、經營策略之類型 7
第二節 顧客關係管理 11
一、 顧客關係管理之定義 12
二、 顧客關係管理架構與階段 14
三、顧客關係管理的四個循環過程 17
第三節 組織績效 18
一、組織績效的意義 18
二、組織績效的衡量 19
第四節 各構面間之關係 24
一、企業策略與組織績效之關係 24
二、企業策略與顧客關係管理之關係 24
三、顧客關係管理與組織績效之關係 25
第三章 研究方法 26
第一節 研究架構 26
第二節 研究變數定義與衡量 26
一、企業策略 26
二、顧客關係管理 27
三、組織績效 28
四、企業變項 29
第三節 研究假設 30
第四節 研究設計 30
一、問卷設計與回收流程 31
二、研究對象 31
三、問卷結構 32
第五節 資料分析方法 33
一、敘述性統計分析 33
二、各構面因素衡量及信度、效度檢定方法 33
三、各主要構面之差異性比較使用方法 34
四、各主要構面間互動性之使用方法 34
第四章 實證分析 35
第一節 企業變項之分佈狀況 35
第二節 研究構面分析 38
第三節 研究構面因素分析及信度檢定 43
第四節 企業變項與各構面之差異 46
第五節 各構面之相關分析 63
第六節 各構面之複迴歸分析 64
第五章 結果與建議 71
第一節 研究結果 71
第二節 管理意涵 75
第三節 研究限制 76
第四節 研究建議 76
參考文獻 77
附錄 問卷 83


表目錄
表2-1 策略的定義 5
表2-2 吳思華策略四層面 6
表2-3 事業策略類型及其特徵 11
表2-4 顧客關係管理之定義 13
表2-5 國外學者組織績效衡量構面及指標 22
表2-6 國內學者組織績效衡量構面及指標 23
表3-1企業策略操作性定義 27
表3-2 組織績效操作性定義 29
表3-3 企業變項 29
表3-4 問卷架構 32
表4-1 企業變項之分佈狀況 36
表4-2 受訪者基本資料 37
表4-3 企業策略之平均數與標準差之統計分析 38
表4-4 CRM投入程度之平均數與標準差之統計分析 39
表4-5 組織績效之平均數與標準差之統計分析 41
表4-6 企業策略之因素分析與信度檢定結果 43
表4-7 CRM 現況之因素分析與信度檢定結果 44
表4-8 組織績效之因素分析與信度檢定結果 45
表4-9 不同的經營歷史對企業策略單因子變異數分析 46
表4-10 不同員工人數對企業策略單因子變異數分析 47
表4-11 不同資本額對企業策略單因子變異數分析 48
表4-12 不同的營業額對企業策略單因子變異數分析 49
表4-13不同的銷售方式對企業策略單因子變異數分析 50
表4-14不同的產業類別對企業策略單因子變異數分析 51
表4-15不同的經營歷史對CRM投入程度單因子變異數分析 52
表4-16不同的員工人數對CRM投入程度單因子變異數分析 52
表4-17不同的資本額對CRM投入程度單因子變異數分析 53
表4-18不同的營業額對CRM投入程度單因子變異數分析 54
表4-19不同的銷售方式對CRM投入程度單因子變異數分析 56
表4-20不同的產業類別對CRM投入程度單因子變異數分析 57
表4-21不同的經營歷史對組織績效單因子變異數分析 58
表4-22不同的員工人數對組織績效單因子變異數分析 58
表4-23不同的資本額對組織績效單因子變異數分析 60
表4-24不同的營業額對組織績效單因子變異數分析 60
表4-25不同的銷售方式對組織績效單因子變異數分析 61
表4-26不同的產業類別對組織績效單因子變異數分析 62
表4-27 各構成面變項相關分析表 63
表4-28企業策略對CRM投入程度複迴歸分析 65
表4-29企業策略對組織績效複迴歸分析 67
表4-30 CRM投入程度對組織績效複迴歸分析 69
表5-1 假設結果 71


圖目錄
圖1-1 研究流程 3
圖2-1 HOFER AND SCHENDEL策略層級 7
圖2-2 顧客關係管理架構 15
圖2-3 顧客關係管理的三個階段 16
圖2-4 顧客關係管理循環 17
圖3-1研究架構 26
圖3-2 研究流程 31

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