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研究生:林澤宏
研究生(外文):Lin tse-hung
論文名稱:零售服務業經營績效與策略地圖之個案研究-以化妝品零售業之DMAIC分析為例
論文名稱(外文):A case study of operations performance and strategy maps on retailing-An example for the DMAIC analysis of cosmetic Retailing
指導教授:陳啟光陳啟光引用關係
指導教授(外文):Chang
學位類別:碩士
校院名稱:國立勤益科技大學
系所名稱:企業管理系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
論文頁數:112
中文關鍵詞:零售服務平衡計分卡服務品質屋策略地圖六標準差
外文關鍵詞:Retail serviceBSCService quality houseStrategy maps6-sigma
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自1992年,Kaplan 與 Norton 學者陸續發表有關『平衡記分卡績效衡量』文章在哈佛管理評論期刊中,引起許多企業家的注意。它是一種策略的達成與績效管理系統,能夠讓組織完成轉換公司的願景與策略,可行的四大構面:財務、顧客、內部流程、學習成長。
策略地圖是圖解描述組織如何能創造價值,從平衡計分卡四大構面連結策略的目標,策略目標間彼此明確的因果關係。策略地圖說明策略價值的創造,是平衡計分卡架構策略的一部份。
本研究運用平衡計分卡的概念,建構零售服務業的績效評估指標。以平衡計分卡四大構面(財務構面、顧客構面、內部流程構面、學習與成長構面)為主體架構,針對零售服務業藉由相關文獻探討及專家深度訪談,擬發展「服務品質系統」與「零售服務業績效評估指標」。其中運用德爾菲法(Delphi Method)方法分析,與產業、學術界等專家學者所進行的訪談內容,來建構出適當的零售服務業績效評估指標。
針對研究討論擬整合平衡計分卡與策略地圖之架構,以建構一策略規劃管理之整體性架構-「服務品質屋」,進而引導零售服務業管理者之創新服務及管理。以化妝品零售服務業公司為個案研究對象,運用六標準差DMAIC分析應用於個案公司上,期望能提供未來零售服務產業的創新研究觀點。
結論,組織在服務傳遞過程中,服務作業除了輸入、處理、輸出作業外,組織需要有服務人員、流程、系統化的具體架構,在每一個組織中被經營管理者創造發展與創新管理策略。
Since 1992, an article by Robert Kaplan and David Norton entitled "The Balanced Scorecard - Measures that Drive Performance" in the Harvard Business Review caused a lot of attention for their method, and led to their business bestseller. The Balanced Scorecard method of Kaplan and Norton is a strategic approach, and performance management system, that enables organizations to translate a company's vision and strategy into implementation, working from four perspectives: Financial perspective 、Customer perspective 、Business process perspective、Learning and growth perspective.
Strategy Maps are diagrams that describes how an organization can create value : by connecting strategic objectives in explicit cause and effect relationship with each other. Via the four Balanced Scorecard perspectives : Financial perspective 、Customer perspective 、Business process perspective、Learning and growth perspective. Strategy Maps are a strategic part of the Balanced Scorecard framework to describe strategies for value creation.
According to the concept of balanced scorecard, the four perspectives such as Financial perspective 、Customer perspective 、Business process perspective、Learning and growth perspective are included in the measurement of performance evaluation. The original measurement indicators were drawn from relevant studies in the literature and a depth interview with some experienced practitioners in the retail service industry. To develop the 「services quality system」and 「retail service industry of the measurement of performance evaluation index」.The specialists (from the industrial sectors, and academic institutes) who took part in validating the indicators of performance evaluation. After the analysis of Delphi technique, this study proposed the measurement indicators of the performance evaluation suitable for the retail service industry.
This thesis aims to discuss how to integrate the Balanced Scorecard with strategy maps-「services quality house」and guide to the retail service industry management to innovation services and management. This thesis conducts a case study under a cosmetic company to illustrate the 6 sigma-DMAIC analysis method ,to providing innovation study aspect for the future-retail services industrial.
Conclusion, the organization is in the course of service transmitting, service process besides input, process, output .The organization needs people, procedure, systematized concrete structure, the leadership creates development with innovating the strategy of managing in every organization.
中文摘要 --------------------------------------- i
英文摘要 --------------------------------------- ii
誌謝 --------------------------------------- iii
目錄 --------------------------------------- iv
表目錄 --------------------------------------- vi
圖目錄 --------------------------------------- vii
一、 緒論----------------------------------- 1
1.1 研究背景及動機
1.2 研究目的
1.3 研究流程
1.4 論文架構
二、 文獻探討-------------------------------- 6
2.1 服務品質的概念與定義
2.2 績效管理指標-平衡計分卡
2.3 六標準差DMAIC流程改進
2.4 策略地圖
三、 研究方法-------------------------------- 33
3.1 德爾菲法
3.2 個案研究法-化妝品績效指標
3.3 六標準差DMAIC之服務業應用
3.4 個案研究架構
四、 零售服務個案—化妝品零售業為例------------- 43
4.1 個案介紹
4.2 個案現況的定義
4.3 個案績效的衡量
4.4 個案流程價值的分析
4.5 個案經營績效的改善
4.6 個案經營績效與策略規劃的控制
五、 結論與建議------------------------------- 72
5.1 結論與貢獻
5.2 對零售服務業之管理者建議
參考文獻 --------------------------------------- 75
附錄一 市場化妝品產品功效分類表------------------ 80
附錄二 GSP優良服務系統自我檢核表(通則) ---------- 82
附錄三 GSP優良服務系統自我檢核表(護膚美容業專則) - 86
附錄四 第一次問卷內容 ------------------------- 87
附錄五 第二次問卷內容 ------------------------- 92
附錄六 專家名單 ------------------------------ 99
附錄七 保養作業流程評量表 ---------------------- 101
自傳 -------------------------------------- 103
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