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研究生:沈偉強
研究生(外文):Wei-chiang Shen
論文名稱:代工製造轉型兼營自有品牌行銷模式在顧客關係管理的差異:高科技產業的實證
論文名稱(外文):The study of the differences of CRM policies between the pure contract manufacturer and the owner brand marketing manufacturer: Take the Taiwanese high-tech firms as an example
指導教授:黃俊閎黃俊閎引用關係
指導教授(外文):Chun-Hung Huang
學位類別:碩士
校院名稱:銘傳大學
系所名稱:資訊管理學系碩士在職專班
學門:電算機學門
學類:電算機一般學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:中文
論文頁數:79
中文關鍵詞:自有品牌行銷代工製造顧客關係管理高科技產業分析層級程序
外文關鍵詞:AHPHigh-tech IndustryOBMCRMOEM
相關次數:
  • 被引用被引用:6
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台灣廠商早期在國際分工的角色多是以接受品牌廠商委託製造為主要的業務型態,雖然是微利競爭,台灣廠商仍靠著優良的製造能力提供國際市場上所需的產品製造、組裝的代工服務。然而,近年來因中國與東南亞國家仿效且提供更為低成本的競爭,使得台灣廠商的代工製造優勢不復存在,企業為了可以永續經營,嘗試建立自有品牌。但採行自創品牌策略,則要自行負擔行銷與通路,雖然高報酬,卻也承擔更高風險。國內代工業者在面臨「代工獲利不佳」與「無法放棄代工直接發展自有品牌」的兩難困境(dilemma)下,代工與品牌並存的經營模式似乎是一個不得不然的選擇。
對企業而言,有效的運用資訊科技、掌握顧客動向,是發展顧客關係管理最重要的關鍵因素。顧客是利潤創造的直接來源,而顧客滿意更影響著客戶消費行為(Seiders, Voss, Grewal & Godfrey, 2005)。
然而企業於代工時期的顧客大多為企業對企業的窗口,轉型自有品牌經營時的顧客則為大眾市場的消費者。前後兩者對於經營顧客關係管理所面臨的顧客屬性完全不一樣,對於顧客關係管理上也將進行調整來符合顧客的屬性。因此,如何系統性的建構顧客關係,運用有效的管理功能規劃並加以執行,同時並進一步利用資訊科技的輔助,協助企業更有效率的完成顧客滿意的提昇與企業利潤的創造,是顧客關係管理最重要的任務。
本研究主要針對高科技代工製造轉型兼營自有品牌的產業進行行銷模式在顧客關係管理的差異研究,問卷調查對象為宏�痋B華碩與宏達電的顧客行銷相關部門進行問卷調查,運用AHP分析層級程序法進行分析研究。根據文獻回顧,本研究整理了企業在顧客關係管理上,必須兼顧資訊科技基礎架構與經營模式的配合調整,根據Injazz J. Chen & Karen Popovich(2003);Brian Beck & Jack Summer(2001) 提出顧客關係管理系統的資訊技術基礎架構可大致分為作業型(前端應用型)、分析型(後端應用型)與通路整合型(協同型),因此將這三個構面作為顧客關係管理的資訊技術基礎架構。另外Hamel (2000)針對經營模式提出了四個構面,分別為核心策略(Core Strategy )、策略性資源(Strategic Resources)、顧客介面(Customer Interface)、價值網絡(Value Network)。因此將這四個構面作為顧客關係管理的經營模式基礎。
研究結果發現,代工製造面對的為企業顧客,所以注重的是如何運用經營模式當中的策略性資源善用各部門之間的資源來創造優勢競爭,對於資訊科技基礎建設來協助顧客關係管理的需求並不是那麼的重要;但是跨足自有品牌行銷後面對的顧客為終端消費者(end-consumer),廣大的顧客消費資料需要資訊科技來協助處理,所以資訊科技基礎建設於經營自有品牌後相形重要,如何運用分析型顧客關係管理來協助企業於經營模式當中提供良好的顧客介面,是門重要的課題。可見代工製造企業跨足自有品牌的經營之後,如何運用資訊科技基礎建設來支援經營模式是相當重要的。運用樣本偵測系統,分析顧客行為資料,發現新的商業模式,經由樣本偵測發現新的商業模式,維持創新進而發展成為企業競爭優勢,成為企業轉型成品牌行銷模式之成功關鍵因素。除了研究意涵(implications),本研究並進一步提供後續研究者研究主題的方向建議。
With Taiwanese producers tended to operate on accepting brand manufacturers’ OEM orders as the main operating mode in their international task-sharing role in the earlier period, and despite competing for meager profits, the Taiwanese producers were able to render the product manufacture and OEM assembly service needed by the global market relying on their outstanding fabrication capability. However, with China and Southeast Asian countries turning to mirror the model and offer lower cost competition in recent years, depriving the Taiwanese producers’ OEM manufacture advantages, businesses have turned to establish their own brands in search of a sustainable management. Nevertheless, adopting a private brand strategy that calls for shouldering the marketing and distribution that may offer a high return but also an exposure to higher risks. As the local OEM producers are increasingly confronting the dilemma of “poor OEM profitability” but their “inability to abandon OEM but turning to development private brand”, the operating model of combining OEM and private brand seems to be a natural course.

To businesses, the ability to make smart use of information technology for grapping the consumer trends remains a most critical key element in developing customer-relations management. With customers being the direct source of creating profits, customer satisfaction continues to influence the customer’s spending behavior (Seiders, Voss, Grewal & Godfrey, 2005).

Yet businesses that tended to deal with business-to-business window during the OEM period are now cater to customers that are the consumers in the mass marketing following their transformation in private brand management. As the nature of the customers differs completely when it comes to customer-relations management between the former and the latter, there is a need to adjust the customer-relations management to identify the nature of consumers. Consequently how best to systematically develop customer relations by developing and implementing it using effective management functions, and by further deploying the aid of information technology to facilitate a business to achieve customer satisfaction enhancement and create business profit has become a most important task in customer-relations management.

The study primarily aims to conduct a differential study on the marketing model in customer-relations management of the high-tech OEM manufacturers seeking to achieve transformation who also operate private brands, with the subjects of the questionnaire survey pertaining to polling the marketing department at Acer, Asus, HTC Corp. with a questionnaire survey, and the AHP hierarchy analysis procedure has been adopted to conduct the analytical analysis. As derived from archival review, the study as sorted that according to Injazz J. Chen & Karen Popvich (2003), there is a need for businesses to duly address the coordination and adjustment of the information technology infrastructure and the operating model when businesses focus on their customer relations management. With the information technology infrastructure for developing customer relations management systems presented by Brian Beck and Jack Summer (2003) that could be roughly divided into the operating mode (the front-end application type), analysis mode (the rear-end application mode), and the distribution integration model (the coordinated model), the three constructs have thus been adopted as the information technology infrastructure framework in customer relations management. Moreover, with Hamel (2000) having presented four constructs of the operating model, which were core strategy, strategic resources, customer interface, and value network, the four constructs have been adopted as the basis of the operating model in customer relations management.

The study findings reveal that as clients OEM manufacture deals with is the corporate window, hence it emphasizes on how best to utilize strategic resources in the management mode by making smart sue of departmental resources to create a competitive edge, which renders the need for adopting information infrastructure development to facilitate customer relations management to be less important. Yet as the need arises to require adopting information technology to process the voluminous consumer spending information with the clients being the direct consumers after venturing into brand marketing, which propels the information technology’s infrastructure development to become increasingly important in managing private brands, hence how best to utilize analytic customer relations management to facilitate a business to offer fine customer interface in its operating model has become a critical issue. It reveals the significant importance of how best to adopt information technology infrastructure to support the operating model when an OEM manufacturer ventures into managing its private brand. Deploying the sample detection system to analyze customer behavioral data, uncover new business models, and adopting sample detection to discover new business model and develop it into the business’s competitive edge through innovation and maintenance has become a key element of success for business to broach the transformation and private brand marketing mode.
In addition to theoretical and managerial implications, limitations and suggestions for future research are also provided.
目錄:
摘要 I
Abstract III
誌謝 V
目錄 VI
表目錄 IX
圖目錄 X
第壹章 緒論 1
第一節 研究背景及動機 1
第二節 研究目的及問題 3
第三節 章節安排 3
第貳章 文獻探討 5
第一節 代工製造模式 5
三、未來趨勢 7
第二節 自有品牌行銷 9
一、品牌的定義 9
二、品牌的功能 9
三、自有品牌之建立 10
四、自有品牌行銷模式之利基 11
五、品牌價值 11
第三節 顧客關係管理 12
一、定義 12
二、範圍 13
三、功能分類 15
四、資訊技術基礎架構 17
五、經營模式 17
第四節 分析層級程序法 19
一、理論介紹 19
二、分析層級程序法的應用 20
三、理論基礎 21
四、分析工具優點 21
第參章 研究方法 24
第一節 研究流程 24
第二節 研究對象及範圍 26
第三節 層級架構的建立與操作性定義 26
一、資訊技術基礎架構之考量因素 26
二、經營模式之考量因素 27
三、顧客關係管理層級架構 28
第四節 資料分析方法 31
一、問題界定 31
二、建構層級結構 32
三、問卷設計與調查 33
四、建立層級比較矩陣 33
五、求解特徵向量與最大特徵值 34
六、層級一致性檢定 35
七、選擇替代方案 35
第肆章 實證分析與結果 36
第一節 實施CRM之主要考量構面 36
第二節 實施CRM於次要考量構面資訊技術基礎建設 37
一、 作業型顧客關係管理 37
二、 分析型顧客關係管理 38
三、 通路協同型顧客關係管理 39
第三節 實施CRM於次要考量構面經營模式 41
一、 策略性資源 41
二、 核心策略 42
三、 價值網路 43
四、 顧客介面 43
第四節 考量因素之綜合權重 45
第伍章 結論與建議 47
第一節 研究發現與討論 47
一、 代工製造的顧客關係管理因素 47
二、 代工製造跨足自有品牌行銷模式之顧客關係管理因素 47
三、 代工製造與代工製造跨足自有品牌行銷模式之顧客關係管理因素差異比較 48
第二節 研究意涵與建議 49
一、理論面的意涵與貢獻 49
二、管理面的意涵與建議 50
第三節 研究限制 51
一、研究樣本外部效度問題 51
二、填答者主觀判斷與認知偏誤 51
第四節 後續研究建議 51
一、擴大抽樣範圍 51
二、其他量化分析工具的運用 52
三、質性研究途徑的運用 52
參考文獻 53
附錄一 台灣十大國際品牌 58
附錄二 本研究調查問卷 59

表目錄:
表2-1 OEM 與ODM 業務型態之差異彙表 6
表2-2 有品牌與無品牌的優缺點 10
表2-3 AHP應用領域 20
表3-1 AHP評估尺度意義與說明 33
表4-1 主要考量構面分析表 36
表4-2 次要考量構面資訊技術基礎建設分析表 37
表4-3 第三階考量構面作業型顧客關係管理分析表 38
表4-4 第三階考量構面分析型顧客關係管理分析表 39
表4-5 第三階考量構面通路協同型顧客關係管理分析表 40
表4-6 次要考量構面經營模式分析表 41
表4-7 第三階考量構面策略性資源分析表 42
表4-8 第三階考量構面核心策略分析表 42
表4-9 第三階考量構面網路價值分析表 43
表4-10 第三階考量構面顧客介面分析表 44
表5-1代工製造與轉型自有品牌行銷模式之顧客關係管理因素差異比較 49

圖目錄:
圖2-1 OEM 、ODM、EMS與CMMS比較圖 7
圖2-2 全球代工模式的轉變 8
圖2-3 CRM的觀點範圍 14
圖2-4 CRM的基本架構 15
圖2-5 顧客關係管理迴圈 17
圖3-1 研究流程圖 25
圖3-2 顧客關係管理層級架構圖 30
圖3-3 AHP流程圖 31
圖3-4 階層結構示意圖 32
圖4-1 代工製造各因素之綜合權重 45
圖4-2 代工製造與品牌各因素之綜合權重 46
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