臺灣博碩士論文加值系統

在競爭激烈的經營環境中，滿足顧客的需求與期望對任何企業來說是相當重要的議題。企業應不斷地創造創新的價值，以滿足現有的顧客與吸引新的顧客。利用創新價值的創造來發展新服務、新業務、新流程或策略，以增強公司的核心能力與經營績效一直是企業經營的一種戰略武器。在服務品質、顧客價值與顧客忠誠度的創新觀念之下，為了建立創新的顧客價值模式，我們利用及整合了幾個已良好發展的顧客價值模式。然後，我們以結構化方程式為主體架構而結合下列模式中的數個，精緻化Kano模式：“藍海策略”策略行動；SERVQUAL方法及顧客價值結構，而發展出幾個整合型模式。這些創新價值模式可用來決定適當的策略及其優先順序，其目的是要提升顧客價值及經營績效。模式建立之後，我們以印尼的高等教育機構來進行實證研究以驗證這些模式的實用性。由實證結果可得到三項主要結果。第一項是可確認出十個“提升與創造”的品質屬性及七個“消除或減少”的屬性。其二，依據這些屬性的優先排序來決定適當的對策。這些所建議的策略活動對於高等教育機構之各類價值及營運績效均有統計上的顯著影響。這些研究結果對於高等教育機構之改善活動是有效益上的幫助。

In a highly competitive environment, an important issue for the enterprises is to satisfy the customers’ needs and expectations. Thus, the enterprises should constantly create and add innovative values to their operation systems, in order to satisfy the existing customers and attract the new customers. Creating innovative value has been a strategic weapon for enhancing core capability and business benefits through the creation of new product/services, processes, or strategies. In order to build an innovative customer value model, several well-developed customer value models can be used and integrated based on the innovative concepts of service quality, customer value, and customer loyalty. Then, we developed several integrated models by combining the refined Kano model, ‘blue ocean’ strategic actions, SERVQUAL method, and customer value structure, with the structural equation model. These innovative value models can be utilized to determine the appropriate strategies and their priorities for enhancing customer value and business performances. The empirical studies in Indonesian higher education institutions are conducted to confirm the implementation of these value models. Three major findings can be pointed out. First, a list of critical service attributes that consisted of ten ‘raise &; create’ attributes and seven ‘eliminate &; reduce’ attributes are identified. Secondly, the appropriate actions for these attributes are accurately determined with their priority ranks. Thirdly, these suggested actions statistically have significant effects on both the various categories of educational value and the performances of higher education institutions (HEIs). These results can help the HEIs to propose more efficient and value-added improvement actions of providing their services.

TABLE OF CONTENTS

摘要 I
ABSTRACT II
ACKNOWLEGEMENTS III
TABLE OF CONTENTS IV
LIST OF FIGURES VII
LIST OF TABLES VIII
LIST OF EQUATIONS IX
CHAPTER 1 INTRODUCTION 1
1.1 Research background 1
1.2 Research objectives 4
1.3 Research framework 4
CHAPTER 2 LITERATURE REVIEW 7
2.1 Service quality, customer value, and customer satisfaction 7
2.2 Customer value and innovative value 8
2.2.1 Customer value 8
2.2.2 Innovative value 10
2.3 SERVQUAL and HEdPERF 12
2.4 Kano and refined Kano model 15
2.5 Blue Ocean Strategy 18
2.6 Structural equation model (SEM) 20
CHAPTER 3 THE DEVELOPMENT OF SEVERAL INTEGRATED MODELS
FOR SERVICE SECTORS 23
3.1 Integrating fuzzy SERVQUAL with refined Kano model (model 1) 23
3.1.1 The development of model 1 23
3.1.2 The application of model 1 23
3.2 Integrating SERVQUAL with Blue Ocean Strategy (model 2) 25
3.2.1 The development of model 2 25
3.2.2 The application of model 2 26
3.3 Integrating SERVQUAL, refined Kano model, and BOS (model 3) 29
3.3.1 The development of model 3 29
3.3.2 The application of model 3 29
3.4 Integrating Kano model into Structural Equation Modeling (model 4) 30
3.4.1 The development of model 4 30
3.4.2 The application of model 4 33
3.5 Integrating SERVQUAL and Kano model into SEM (model 5) 34
3.5.1 The development of model 5 34
3.5.2 The application of model 5 34
CHAPTER 4 THE DEVELOPMENT OF INNOVATIVE VALUE MODEL 38
4.1 The conceptual framework of an innovative value model 38
4.1.1 Phase 1 of the model 38
4.1.2 Phase 2 of the model 40
4.1.3 Phase 3 of the model 42
CHAPTER 5 EMPIRICAL STUDY IN HIGHER EDUCATION SECTOR 46
5.1 The role of service quality and customer value in higher education 46
5.2 Research instrument 47
5.2.1 Service quality 49
5.2.2 Perceived value 49
5.2.3 Performance of HEIs 50
5.3 Population, sampling and data collection 52
5.4 Research procedures 54
CHAPTER 6 FINDINGS AND DISCUSSIONS 56
6.1 Demographic characteristics 56
6.2 The pertinent service attributes of higher education institutions 57
6.3 The categories of refined Kano model and satisfaction level 59
6.4 The ERRC grid of the blue ocean strategy 61
6.5 The result of structural equation model for ‘raise &; create’ attributes (1) 63
6.5.1 Measurement model result (1) 63
6.5.2 Structural model result and hypothesis testing (1) 66
6.6 The result of structural equation model for ‘eliminate &; reduce’ attributes (2) 67
6.6.1 Measurement model result (2) 67
6.6.2 Structural model result and hypothesis testing (2) 69
6.7 The strategic improving actions and their priority ranks of service attributes 70
6.8 Discussions 73
CHAPTER 7 CONCLUSION 77
7.1 Contributions 77
7.2 Limitations and directions for future research 80
REFERENCES 82
APPENDIX 96
Appendix A: Research questionnaire (English version) 96
Appendix B: Kuesioner penelitian (Indonesian version) 102
BIBLIOGRAPHY 108

LIST OF FIGURES

Figure 1.1 The research framework 6
Figure 2.1 Value innovation 12
Figure 2.2 The display diagram of Kano model 16
Figure 2.3 Refined Kano model of quality attributes 18
Figure 3.1 Conceptual framework of model 1 24
Figure 3.2 Conceptual framework of model 2 26
Figure 3.3 The future strategy canvas for an autobus company 27
Figure 3.4 Conceptual framework of model 3 30
Figure 3.5 Conceptual framework of model 4 32
Figure 3.6 Final modification of customer-oriented reputation model 33
Figure 3.7 Conceptual framework of model 5 35
Figure 3.8 Final modifications of satisfaction and loyalty model 36
Figure 3.9 The relationships among supporting methods 37
Figure 4.1 A proposed framework of innovative value model 39
Figure 4.2 Structural equation model in phase 3 44
Figure 5.1 The research procedures 55
Figure 6.1 Measurement model results (1) 64
Figure 6.2 The structural model results (1) 66
Figure 6.3 Measurement model results (2) 68
Figure 6.4 The structural model results (2) 70


LIST OF TABLES

Table 2.1 Categories of quality attributes in refined Kano model 18
Table 2.2 The ERRC grid 20
Table 3.1 The ERRC grid for autobus industry 27
Table 3.2 New segmenting, targeting and positioning 28
Table 3.3 New marketing mix 28
Table 3.4 The analytic result of the customer value model 31
Table 3.5 SEM-Kano evaluation result for model 4 34
Table 3.6 SEM-Kano evaluation result for model 5 37
Table 4.1 Strategic actions based on categories of refined Kano and satisfaction level 42
Table 6.1 Demographic characteristics of respondents 58
Table 6.2 Pertinent service attributes of higher education institutions 59
Table 6.3 The categories of Kano, refined Kano, and satisfaction level 62
Table 6.4 The ERRC grid of blue ocean strategy 63
Table 6.5 Composite reliability and average variance extracted (1) 65
Table 6.6 The correlation estimate and the square roots of AVE (1) 65
Table 6.7 Path coefficients and critical ratios (1) 67
Table 6.8 Composite reliability and average variance extracted (2) 69
Table 6.9 The correlation estimate and the square roots of AVE (2) 69
Table 6.10 Path coefficients and critical ratios (2) 70
Table 6.11 The strategic improving actions and priority ranks of service attributes
for ‘raise &; create’ attributes 72
Table 6.12 The strategic improving actions and priority ranks of service attributes
for ‘eliminate &; reduce’ attributes 72


LIST OF EQUATIONS

Equation 2.1 Value equation 9
Equation 2.2 SERVQUAL score 13

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