臺灣博碩士論文加值系統

在競爭激烈的金融環境中，產品同質化及同業間惡性競爭等因素導致獲利縮減。欲從中脫穎而出，差異化的產品及服務將是競爭致勝的關鍵。而新金融商品的開發礙於國內法令限制及人才短缺較難發展成為差異化商品；故服務行銷策略將是金融業差異化競爭致勝的方向。然而服務在接觸時就很難避免失誤，服務的好與壞，在於顧客對服務的認知並關係著顧客是否會再次上門；所以在競爭的環境中必須以不斷貼近顧客的方式回應顧客對於服務的需求，從失誤的服務中學習改進，以期達成獲利之策略目標。
個案金融業為達成上述目的並提升服務品質，故於民國九十二年二月實施顧客抱怨處理機制，專司分行無法在第一時間內處理完成之客訴，並將客訴處理過程及結果登錄於抱怨平台，每個月提供案例給予各營業單位定期檢視，以期從失誤中學習改進並提升對顧客回應之能力。本研究選擇以個案金融業顧客抱怨平台之服務失誤資料進行縱貫面之個案分析研究；資料含蓋自民國九十二年二月至九十三年四月及民國九十五年一月至九十五年十一月十三日止，運用SPSS軟體，自321個案例中逐一檢視失誤原因，從中統計分析服務補救成效、補救後所創造之顧客忠誠度及未產生再購客戶之失誤原因；並針對未再購之失誤原因以有形性、可靠性、回應性、確實性、關懷性服務品質五大構面探討，提供個案金融業及相關業者做為防止失誤發生之參考。
研究結果顯示，個案金融業者實施顧客抱怨機制後產生補救成效及顧客忠誠度。本研究發現，近年來的抱怨不再只是單純的服務接觸失誤，而有愈來愈多的客訴為客戶自身利益之訴求，透過第三團體發聲；此結果提供給業界做為失誤防止之方向。

In the competitive banking industry, due to the similarity of all the derivatives from different brands and the price war among them, contributing to the over all shrinking revenue. The key to be a successor in banking industry is the differentiation of the service and derivatives from other competitors. However, both the restriction about new derivatives set by law or the shortage of professional staff all caused the difficulty in new product release. Therefore, the service marketing strategy is very crucial for every banking company to win in this industry. Service failure may be sometimes inevitable and suddenly happen in the service encounter. The service qualities depend on subjective consumer perception and also influence consumers’ willingness to re-visit. So continuing communication with customers, listening to their voice and then meet their needs; improving and reforming from every service encounter are all the moves in striving to make a profi－the only strategic target for every company.
Striving to boost the service quality, this case study company in banking industry has executed customer complaints processing mechanism since February, 2003. This mechanism is in charge of dealing the customer complaints which weren’t settled at the first time. They take down and inspect the consumer complaints processing flow and the results periodically every month and learn to improve their capability of quick response. This case study adopt longitudinal analysis of the data about service failure on customer complaint platform in the banking industry；The observing period was from February, 2003 to April, 2004 and January, 2006 to 13th / Novenber, 2006. They conduct SPSS software to inspect service failure factor one by one from 321 cases. Through the statistic data, to analyze the effect of service recovery, customer loyalty built from service recovery and the service failure factor about why customers refuse to repurchase, especially explore the service failure factor about why customers refuse to repurchase by five dimensions-tangibles, reliability, responsiveness, assurance and empathy. The result of this case study can be a reference for all banking companies to avoid service failure.
The result revealed that since this case study company executes customer complaints processing mechanism, the customer loyalty and the effect of recovery have been built. Moreover, in recent years I found that the customer complaints are no longer the simple service encounter failures but customers’ striving for their rights through the expression by the third-party. I deeply hope the result of this study can contribute to all banking companies to avoid service failure.

目錄
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 3
第三節 研究流程 4
第四節 研究限制 5
第二章 文獻探討 6
第一節 服務失誤 6
第二節 服務補救 15
第三節 顧客忠誠度 23
第三章 研究方法 26
第一節 研究架構 26
第二節 研究方法 27
第三節 資料來源 27
第四節 資料的分類方法與衡量方式 28
第四章 個案金融業探討 45
第一節 個案金融業簡介 45
第二節 個案金融業顧客抱怨機制之介紹 45
第三節 個案金融業顧客關係管理系統介紹 49
第五章 個案資料分析與研究結果 52
第一節 抱怨顧客基本資料分析 52
第二節 抱怨顧客反應行為分析 55
第三節 服務失誤分析 58
第四節 服務補救分析 64
第五節 補救成效與顧客忠誠度分析 72
第六節 未產生再購行為原因分析 77
第六章 結論與建議 85
第一節 個案金融業者服務失誤研究結論 85
第二節 個案金融業服務補救研究結論 89
第三節 個案金融業顧客忠誠度研究結論 91
第四節 未產生再購行為顧客研究結論 91
第五節 管理實務運用 95
第六節 對政府機構的建議 98
第七節 後續研究建議 98
參考文獻 99
表目錄
表3-1 服務失誤類別說明表 31
表3-2 抱怨顧客行為反應方式表 39
表3-3 顧客抱怨反應管道表 40
表5-1 抱怨顧客性別次數分配表 52
表5-2 抱怨顧客年齡次數分配表 53
表5-3 抱怨顧客居住地區次數分配表 55
表5-4 顧客抱怨反應方式次數分配表( 92、93、95年) 56
表5-5 顧客抱怨管道次數分配表( 92、93、95年) 57
表5-6 個案金融業服務失誤次數分配總表 58
表5-7 服務失誤依學者分類次數分配表( 92、93、95年) 60
表5-8 服務失誤依業務類別次數分配表( 92、93、95年) 62
表5-9 服務補救次數分配表( 92、93、95年) 66
表5-10 服務失誤類型與服務補救類型關係對照表-總表 67
表5-11 服務失誤類型與服務補救類型關係對照表-92年 68
表5-12 服務失誤類型與服務補救類型關係對照表-93年 69
表5-13 服務失誤類型與服務補救類型關係對照表-95年 70
表5-14 服務補救成效分析總表-依顧客保留率 73
表5-15 服務補救成效分析表-依顧客保留率 ( 92、93、95年) 74
表5-16 服務補救成效分析總表-依顧客佔有率 75
表5-17 服務補救成效分析表-依顧客佔有率( 92、93、95年) 75
表5-18 顧客忠誠度分析總表 76
表5-19 顧客忠誠度分析表( 92、93、95年) 77
表5-20 未再購客戶依失誤類型次數分配表 78
表5-21 未再購客戶依失誤業務類別次數分配表 79
圖目錄
圖1-1 研究流程圖 4
圖2-1 服務品質觀念性模式 (PZB) 8
圖2-2 顧客抱怨行為模型圖 12
圖2-3 郭崑謨和闕河士之顧客抱怨行為分類 13
圖2-4 服務補救之程序 20
圖2-5 顧客抱怨被解決情形與顧客再購關係 21
圖3-1 研究架構 26
圖3-2 研究樣本資料時期 28
圖4-1 顧客抱怨處理小組組織圖 47
圖4-2 顧客抱怨處理流程 48
圖4-3 個案金融業CRM系統使用權限區分圖 50
圖4-4 個案金融業顧客關係管理系統整合流程圖 51
圖5-1 研究期間服務失誤依學者分類比較圖( 92、93、95年) 59
圖5-2 研究期間服務失誤依業務類別比較圖(92、93、95年) 61
圖5-3 研究期間服務補救方式比較圖( 92、93、95年) 65
圖5-4 未再購客戶轉換供應商因素 77

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