臺灣博碩士論文加值系統

當代世界是一個高度競爭的世界，為了在國際市場生存和興盛，企業必須回應機會，克服威脅。近年來中美洲逐漸被台灣企業認定為一個重要的潛在市場，同時顧客關係管理理論(CRM)亦被確認是企業提升競爭力的有效工具，但是兩者間的關係缺乏系統性的研究。據此，本研究之目的為：（1）了解中美洲中小企業經理的主要特質與協商模式。（2）透過Hofstede與Trompenaars的文化面向理論分析、區分中美洲中小企業經理。（3）使用上述資訊協助台灣中小企業深入了解中美洲中小企業的協商模式，以利未來發展成功的顧客關係管理策略。


研究資料經由研究者於2004年與2005年參與的中美洲貿易展進行直接觀察、針對中美洲中小企業經理進行深度訪談而來。為了避免過度簡單推論，各項資料以Hofstede與Trompenaars兩人的文化面向理論分析。因為這兩個理論可以讓經理明瞭顧客行為的傾向，以及在具有文化差異的不同國家進行生意的可能。透過Hofstede的文化面向理論，本研究發現中美洲中小企業經理傾向：（1）集體主義、（2）高度權力距離（階層）、（3）高度風險規避傾向、（4）柔性觀點、（5）短期傾向。而依據Trompenaars的理論，發現中美洲中小企業經理傾向：（1）特殊主義、（2）整合導向、（3）集體主義、（4）外部導向、（5）同步時間觀、（6）賦予地位、（7）階層結構。


本研究期望上述發現可以引導台灣中小企業，對於中美洲中小企業建立長期與有用的顧客關係。最後，本研究認為企業管理者必須體認與創造一個不同文化間的思考架構，承認我們居住在一個具有文化差異的世界，例如我們應該”尊重”異質性、嘗試”調和”文化差異。

Contemporary world is characterized by a high level of competition. To survive and prosper in a marketplace, enterprises must respond to opportunities and threats to conquer it. Despite a growing recognition of the importance of Central America market as a potential market and the usefulness of Customer Relationship Management (CRM) as a managing tool to improve enterprise competitive performance, there has been little systematic research on this area.

The purpose of this research is to (1) to understand Central American SME managers’ main characteristics and negotiations patterns (2) To classify and categorize managers into cultural dimension developed by Hofstede and Trompenaars’s theories (3) To use this information to help Taiwanese SME to have a deep understanding of Central America SME negotiation patterns in order to develop a successful consumer relationship management (CRM) in the future.

Research results were conclude by participation in Trade Exhibition in Central American, direct observation and in deep interview. The data was analyzed based on two main theories: Hofstede and Trompenaars Cultural dimensions in order to avoid any oversimplified explanation. Both approaches allow managers to understand customer behavior trend and to realize how to do business in a country culturally different from the one at home.

Applying CRM in Central American SME based on Hofstede Cultural Dimension, this study finds that those managers tend to be more: (1) Collectivism, (2) Strong Power distance, (Hierarchy) (3) High trend to uncertainty avoidance (4) Feminine perspective and (5) Short term orientation. While following Trompenaars Cultural Dimension, Central American SME manager are characterized as high trend to: (1) Particularism (2) Diffuse culture (3) Communitarianism (4) Outer Directed (5) Synchronous and (6) Ascription (7) Hierarchical structure.

It is expected that findings of this study will guide Taiwanese SME to establish long lasting and valuable customer relationship with Central American Small and Medium Enterprises. Finally, It is important to remember that managers must create an intercultural frame mindset and “Recognize” that we live in a world with cultural differences, for instance we should “Respect” this heterogeneity and should try to “Reconcile” cultural differences.

ACKNOWLEDGEMENT i

ABSTRACT -English iii

ABSTRACT- Chinese iv

CHAPTER 1:INTRODUCTION 1

1.1 RESEARCH BACKGROUND 1
1.2 RESEARCH MOTIVATIONS 5
1.3 RESEARCH OBJECTIVES 5
1.4 RESEARCH SCOPE 5
1.4.1 Market Scope 5
1.4.2 Research Scope 6
1.5 RESEARCH METHODOLOGY 7
1.5.1 Research Methodology 7
1.5.2 Research Process 8
1.6 STRUCTURE OF THE STUDY 10

CHAPTER 2: LITERATURE REVIEW 11

2.1 THEORETICAL CONCEPTUALIZATION OF CRM 11
2.1.1 Introduction 11
2.1.2 Evolution of CRM 12
2.1.3 Definition 13
2.1.4 CRM Implementation 14
2.1.5 CRM Benefits 17
2.1.6 CRM’S Automation 17
2.2 CROSS CULTURAL NEGOTIATION 17
2.2.1 Analyze 18
2.2.2 Build Relationship 18
2.2.3 Communication 19
2.2.4 Discuss 19
2.2.5 Agreement 19
2.3 CULTURAL DIMENSION ANALYSIS 20
2.3.1 Introduction 20
2.3.2 Hofstede’s Cultural Dimensions 21
1. Identity: Individualism versus Collectivism 21
2. Hierarchy: Power Distance versus Small Power Distance 22
3. Truth: Strong Uncertainty Avoidance versus Weak uncertainty 23
4. Gender: Femininity versus Masculinity 24
5. Confucianism Dynamism: Long Term versus Short term orientation 25
2.3.3 Fons Trompenaars’s Cultural Dimensions 26
1. Universalism versus Particularism 26
2. Specificity versus Diffuseness 27
3. Communitanism versus Individualism 28
4. Inner Direction and Outer Direction 29
5. Sequential or Synchronous 29
6. Achievement versus Ascription 30
7. Equality or Hierarchy 30
2.4. SMALL AND MEDIUM ENTERPRISES (SME) 31
2.4.1 The Importance of SME in the World 31
2.4.2 Advantages of SME 31
2.4.3 SME Challenges 32
2.4.4 Definition of SME in Taiwan 32
2.4.5 Current Situation of Taiwan’s SME 32

CHAPTER 3: RESEARCH METHODOLOGY 34

3.1 INTRODUCTION 34
3.1.1 Methods to Gathering Information in Qualitative Research 34
3.1.1.1 Participation in Setting 34
3.1.1.2 Observation 35
3.1.1.3 Interviewing 35
3.1.1.4 Data 35
3.2 RESEARCH METHODOLOGY PROCESS 36
3.2.1 Analyzing documents and material 37
3.2.2 Selection of Interviewees 38
3.2.3 First Contact with SME Managers 41
3.2.4 Participating In “Trade Exhibition” 41
3.2.5 Observing Main Facts and Behaviors 42
3.2.6 Deep Interview with Managers and Owners of Central American SME 42
3.2.6.1 Place 43
3.2.6.2 Time 43
3.2.6.3 Interview Procedure 43
3.2.7 Checking Data 44
3.2.8 Analyzing Information 44

CHAPTER 4: CENTRAL AMERICAN COUNTRIES 45

4.1 BRIEF INTRODUCTION TO CENTRAL AMERICAN COUNTRIES 45
4.1.1 Central American’s Political Economy Evolution 45
4.1.2 Central America’s Economic Situation 47
4.1.3 Central America’s Social Situation 50
4.1.4 The Consumption of Peripheral in Central America 51
4.2 MORE DETAILS ABOUT CENTRAL AMERICAN COUNTRIES 53
4.2.1 Republic Of Guatemala 53
4.2.2 Republic Of El Salvador 54
4.2.3 Republic Of Honduras 55
4.2.4 Republic Of Nicaragua 56
4.2.5 Republic Of Costa Rica 57
4.3 CENTRAL AMERICA SMALL AND MEDIUM ENTERPRISES 58
4.3.1 Definition of SME According To Central America Countries 58
4.3.2 Characteristics of Central American SME 58
4.3.3 The Influence and Importance of SME in the Economic Development of a Country 59
4.3.4 Development of Central American SME during Last Decade 59

CHAPTER 5: DATA ANALYSIS AND FINDINGS 61

5.1. UNDESTANDING SOCIOCULTURAL BACKGROUND 62
5.1.1 SME Central America Company Background 62
5.1.2 Central America SME Organic Structure 63
5.2. TAKING PART IN BUSINESS NEGOTIATIONS 66
5.2.1 Being Involved In Business Transactions 66
5.2.1.1 The Importance of a formal dressing In Business Negotiation 66
5.2.1.2 Attending Trade Exhibitions in Groups 67
5.2.1.3 Threshold of Business Meetings –Time Conception - 68
5.2.2 During the Business Meeting 70
5.2.2.1 Greetings 70
5.2.2.2 A Meeting Commences 71
5.2.2.3 Working with People Who Speak the Same Language 73
5.2.2.4 Using Non Verbal Negotiating patterns 74
1. The Space Bubble 74
2. Physical Contact 75
3. Eye Contact 76
4. Gestures 77
5.2.2.5 Handling Many Activities at the Same Time 78
5.2.3 CLOSING CONTRACTS 80
5.2.3.1 Making Decisions 80
5.2.3.2 Signing an Agreement 81
5.2.4 SEEKING IMPROVEMENT 82
5.2.4.1 The Central American Manager Perspective about Being Instead Of Doing 82
5.2.4.2 The Common Used Of “If God Allow Us” 84
5.2.4.3 Central American concept of “Living life” 85
5.2.4.4 Frequent Face to Face contact 86
5.2.4.5 The importance of Giving and Receiving presents. 87

CHAPTER 6: CONCLUSION AND SUGGESTIONS 88

6.1 RESEARCH CONCLUSIONS 88
6.2 MANAGERIAL IMPLICATIONS 91
6.3 RESEARCH LIMITATIONS AND GUIDELINES FOR FUTURE RESEARCH 92

REFERENCES 93

APPENDIX:

1. Questionnaire addressed to Central American SME Managers
2. Questionnaire addressed to delegates of Taiwanese Economic Counselor Office in Central American Countries.
3. Questionnaire addressed to Taiwanese SME Managers
4. Central American SME Interview script
5. Delegates of Taiwanese Economic Counselor Office in Central American Countries interview script
6. Taiwanese SME interview script


TABLE OF CONTENTS
GRAPHS, FIGURES AND TABLES


Graphs
4.1 Central America: Economic Growth Evolution ( 1995-2004) 48
4.2 Central American Countries GNP growth rate 2000-2004 49
4.3 Central America: Inflation Rate Evolution (1995-2004) in %. 49
4.4 Central America Countries Inflation Rate (1995-2004) 50
4.5 Highest Imported Countries of Computer Peripheral 52


Figures
1.1 Flash Drive Models 4
1.2 Central America Map 6
1.3 The Flow Chart of this research 9
2.1 Peper, Rogers and Dorf CRM implementation model 14
2.2 Kalakota & Tobinson (2000) CRM implementation model 15
2.3 Winner CRM implementation model 15
2.4 Brake, Medina & Walker Negotiation Process 19
3.1 Research Methodology Process 37
4.1 The Central American Countries Map 47
5.1 Central American SME company background 63
5.2 Central America SME hierarchical organic structure 65
5.3 The importance of a well dressing in business negotiation 67
5.4 Attending Trade Exhibitions in Groups 68
5.5 Threshold of business meetings –Time conception- 69
5.6 Central American SME managers Greetings 71
5.7 A meeting commences 72
5.8 Working with people who speaks the same language 73
5.9 The space bubble 75
5.10 Physical Contact 76
5.11 Eye Contact 76
5.12 Using Body Language and Proverbs during Meetings 78
5.13 Handling many activities at the same time 1 79
5.14 Handling many activities at the same time 2 79
5.15 Making Decisions 81
5.16 Signing an Agreement 82
5.17 The Central American Manager perspective about Being 83
5.18 The used of “If God Allow Us” 84
5.19 The Central American concept of “Living la Vida” 85
5.20 Frequent Face to face contact 86
5.21 The importance of Giving and Receiving presents 87


Tables
1.1 Research Scope: Trade Events 7
2.1 CRM definitions 13
2.2 Hofstede''s Individualism Index Value 22
2.3 Hofstede''s Power Distance Index Value 23
2.4 Hofstede''s Uncertainty Avoidance Index Value 24
2.5 Hofstede''s Masculinity Index Value 25
2.6 Hofstede''s Long Term Orientation Index Value 25
2.7 Main differences between Universalism and Particularism 27
2.8 Main differences between specific and diffuse 28
2.9 Main differences between Communitarism versus Individualism 28
2.10 Main differences between Inner Direction and Outer Direction 29
2.11 Main differences between Sequential and Synchronous 30
2.12 Main difference between Achievement and Ascription 30
3.1 Data of Interviewees-Central American SME managers 38
3.2 Data of Interviewees-Delegates of Economic Commercial Office 40
3.3 Data of Interviewees- Taiwanese SME manager 41
3.4 International Trade Exhibition Schedule 42
4.1 Central America: Total Population 1995-2004 51
4.2 Imports of Computer Equipment and Peripheral in Central America 51
4.3 Guatemala’s main facts 53
4.4 Guatemala: Main Economic Indicators 2001-2003 54
4.5 El Salvador’s main Facts 54
4.6 El Salvador: Main Economic Indicators 2001-2003 55
4.7 Honduras’s main Facts 55
4.8 Honduras: Main Economic Indicators 2001-2003 56
4.9 Nicaragua’s main facts 56
4.10 Nicaragua: Main Economic Indicators 2001-2003 57
4.11 Costa Rica’s main facts 57
4.12 Costa Rica: Main Economic Indicators 2001-2003 58

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