臺灣博碩士論文加值系統

在近年來，台灣的房仲家數，因著政策，低率，資金，投資，自住，置產等需求下，房仲業的家數，如雨後春筍，簡直比便利商店還多，市場的競爭可說是非常激烈，而其中又以政策為最主要的因素，而現今房仲市場因近幾年的外在有利條件下，推升了市場的榮景，而近期在政府對房地產的政策影響下，再加上房地產10年的多頭，各項經營環境以及買方的信心已大不如從前，而房仲業也面臨了諸多的挑戰。
誠如政策，後奢侈稅的時代即將過去，政府從100年開始實施了奢侈稅，並在101年推動了實價登錄，而未來也極可能實施房地合一稅，身為房地產從業人員，我非常樂見政府健全房地產稅制，相信未來的政策更會將市場帶入更健康，更穩定的局面。因投資房市資金，隨政策而量縮，對目前的房仲經營者是機會也是挑戰，是危機也是轉機，而在市場變化下，找出經營立基，更是刻不容緩的事。
以人為本是研究背景公司長期的經營理念，對內而言:顧客的滿意，需要同仁來推動，同仁的服務水準需要主管的耐心教導，因此人便是房仲產業的核心價值;對外:競爭優勢的極大化以及企業投入是否能真正符合客戶的需求是企業經營的重要課題，也是成長的原動力。
此研究針對顧客、競爭對手、同仁、主管做探討，期盼藉此找出背景公司顧客最重視之顧客價值，並透過管理機會方格之建構，更精準投入符合顧客期待之資源，也藉與競爭對手之研究，提升顧客服務之競爭力，提升背景公司的市場競爭力與市場佔有率。
而研究後發現，顧客所認知高重要度/低滿意度的顧客價值與競爭者同步分析的項目及與同仁主管自評當務之急改善的項目中的能以顧客權益為優先，而不計較短期利益、能滿足買屋顧客購屋所需的充足物件以供選擇，都是顧客，競爭對手及主管同仁所最重視的項目，需就此二項目，立即改善，以強化顧客價值與競爭力。

In recent years, more and more real estate companies sprung up like mushrooms due to the policy, low interest rate, capital, investment, personal use and purchase. The number is even larger than convenient stores. The competition is very tense in the market. In which, policy is the most important factor. Nowadays, the outer beneficial conditions help boost the real estate brokering business to prosperity. However, under the impact of the policy recently rolled-out from the government, the more-than-ten-year bull market, the business environment recession and also the fading confidence in buyers, this industry is facing more challenges.
Let’s take the policy for example. The Post-Luxury-Tax era is about to end. The government implemented Luxury Tax in 2011, and Actual Selling Price Registration the year next. In future, we may possibly see the rolling-out of House-Land Combination Tax. As a person engaging in the real estate business, the researcher is glad to see a healthier tax system reinforced by the government. We believe the future policy will lead the market to a steadier and nicer situation. Due to the capital shrinking as the policy goes on, it’s an opportunity and also a challenge for the people operating real estate business. It’s a crisis and a turning point. However; in a changeable market, it is immediately important to find the foundation of operation.
Humanism is always the business philosophy of the same company in this research. Internally, the satisfaction of customers needs our fellow workers to advance, and the service level of our fellow workers needs to be taught patiently by supervisors. As a result, people are the core value in real estate business. Externally, the maximization of the competitive advantages and whether the engagement we put in suits our customers perfectly are both the most important lessons in business operation. Moreover, they are the momentum for us to grow.
This research is targeting customers, competitors, colleagues and supervisors. By which we hope to find out the most value services that customers respect tohighly. Through the building-up of the management opportunity grid, we can throw in resources that fit customers’ needs more precisely. Also, by the researching of competitors, we enhance the ability to serve customers and elevate the sample companies’ competitive ability and market share.

第一章　緒論 1
第一節　研究背景與動機 1
第二節　研究問題與研究目的 6
第三節　研究範圍 7
第四節　論文章節安排與研究流程 7
第二章　文獻探討 8
第一節 競爭優勢 8
第二節　顧客價值 11
第三節　顧客價值管理機會方格 12
第四節　重要與滿意同步分析 14
第三章　研究方法 16
第一節　顧客價值構面與題項形成 16
第二節　資料處理與分析方法 24
第四章　統計結果與實證分析 25
第一節 　敘述性統計與樣本特性 25
第二節　房屋仲介業之顧客價值 27
第三節　S房仲之顧客價值管理機會方格 36
第四節　S房仲與Y房仲之重要與滿意的同步比較分析 41
第五節　管理職與業務職之重要與滿意的同步比較分析 49
第五章　結論與建議 57
第一節　研究結論 57
第二節　理論與實務意涵 63
第二節 研究限制與研究建議 64
參考文獻 66
附錄：問卷調查表 69

一、中文部分
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張輝宏 (2013)，「以動態競爭談產業整合-以分散研磨產業與噴墨產業為例」，中興大學高階經理人碩士在職專班學位論文。
詹春龍 (2011)，「運報關業者之核心能耐及管理機會方格之建構－以 J 海運報關業者為例」，國立中興大學碩士論文。
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