本個案故事在描述台灣電信市場已經趨近飽和，未來成長力道有限，傳統語音營收逐年下降，但數據流量卻又與日俱增。TWmobile公司面對此一電信產業的困境，期望藉助導入CEM，洞察客戶實際使用上的狀態，挖掘消費者潛力，規劃符合客戶需求的服務，提供最佳使用體驗，增進客戶黏著度，企圖創建新的商業模式，替企業發展帶來成長的動力，讓產業在變革中轉型，提升公司價值。
2013年6月技術經理May接下評估導入CEM的專案，評估客戶體驗管理對公司是否能展現實際層面的價值。如何透過策略資訊系統規劃方法，整合企業既有資源，從既有資訊系統中過濾出有意義的資料流，進行大數據的分析。並且透過跨界管理外部的資源以及資訊，來強化公司本身的競爭力與優勢。在面臨了組織內不同的聲音，如何有效溝通與協調各單位間的意見，形成共識。
TWmobile憑藉傳統電信通訊累積的經驗，以服務作為舞臺，以商品作為道具來使顧客融入其中，研發客製化商品與服務；商品客製化之後，會自動轉變為一種服務；服務客製化之後，可以為顧客帶來積極的體驗。以服務主導邏輯與客戶共創體驗經濟，建立市場區隔，提供更精準、更全面、更便捷的客戶體驗服務，創建企業差異化服務能量，邁向電信新藍海。

The story in this case study is as follows: Taiwan’s telecommunication smarket is close to saturation with limited growth potential in the future. Revenue from traditional voice service is declining year after year, yet data volume is increasing day after day. In light of such difficulties in the telecommunications industry, TWmobile hopes that it can achieve the following goals by adopting CEM: gaining insight on the actual usage of customers, finding the potential of customers, designing services that meet customer needs, providing the best user experience, and increasing customer adhesion. The company plans to create a new business model to create the propulsion of growth for the development of the corporation. The company wants to transform the industry with its changes and increase corporate value.
In June 2013, technical manager May became the head of the project that evaluates the adoption of CEM. This project evaluates whether customer experience management creates real value to the company. This project asks how the company can integrate existing resources and filter meaningful data streams from the existing information system to perform big data analysis by strategic information system planning methods. The project also uses management of external resources and information that spans across industries to improve the competitiveness and advantage of the company itself. When faced with different opinions within the organization, the head of the project needs to know how she can best communicate with and coordinate the opinions of all units and build consensus.
TWmobile integrates customers into the company through its experience accumulated from traditional telecommunications, by using the service as the stage, and by using products as props. The company develops customized products and services. After the products are customized, they are automatically transformed into a kind of service. After the service is customized, it can create positive experience for customers. The company creates experience economic activities and market segments along with customers by a thinking pattern that is dominated by service. The company can then provide more precise, comprehensive, and convenient customer experience service and create differentiated service capacity. The company can then enter untapped markets in the telecommunications industry.

摘　要 I

ABSTRACT II

誌　謝 III

目　錄 IV

表索引目錄 VII

圖索引目錄 VIII

壹、 個案本文 1

一、 序場 1

(一)、 台灣電信產業概況 2

? 電信產業發展時期 2

? 台灣行動通訊業者 4

(二)、 個案公司介紹 5

? 營運概況 5

二、 源源不絕的衝擊 6

(一)、 倍數飆漲的網路流量 6

(二)、 幾近飽和的電信市場 7

(三)、 價量背離的剪刀效應 8

(四)、 吃到飽的糖衣毒藥 10

(五)、 跳脫產品導向的紅海 10

(六)、 巨大的數據海嘯 11

三、 困境中的突圍 12

(一)、 任務的起源 12

(二)、 小對手的大考題 13

(三)、 任務的開始 13

(四)、 質疑聲浪四起 14

? 定義問題 16

? 確定目標 17

? 調查研究，收集數據 18

? 提出評價標準 19

? 提交可行方案 20

(五)、 各持己見 21

(六)、 關鍵行動 23

? 功能規格 23

? 行動階段 24

(七)、 借力使力 25

(八)、 總經理月會呈報 26

四、 結語 27

五、 附錄 28

(一)、 個案公司概況 28

? 個案公司產業生態鏈 30

? 個案公司大事紀 31

(二)、 客戶生命週期的五個階段 32

? 初次體驗 32

? 結算和支付過程 32

? 帳戶管理 32

? 服務和支持 32

? 忠誠度建設 32

(三)、 客戶體驗的五個步驟 33

(四)、 歐美領導電信業者客戶體驗方案導入案例分析 33

? 案例一 33

? 案例二 34

貳、 個案討論 35

一、 個案總覽 35

二、 教學目標與適用課程 36

三、 學員課前討論問題 39

四、 個案背景 39

五、 個案分析 41

(一)、 課程目標一：策略資訊系統規劃的探討 42

? 課前問題1-1： 42

? 問題討論1-1： 42

? 課前問題1-2： 44

? 問題討論1-2： 44

? 課前問題1-3： 44

? 問題討論1-3： 44

? 教學1-4：資訊系統規劃(Strategic Information System Planning) 45

(二)、 課程目標二：跨界管理的探討 47

? 課前問題2-1： 47

? 問題討論2-1： 47

? 教學2-2：跨界管理(Boundary Spanning Management) 48

(三)、 課程目標三：共識議題的探討 51

? 課前問題3-1： 51

? 問題討論3-1： 51

? 課前問題3-2： 52

? 問題討論3-2： 52

? 教學3-3：社會互動理論 (Social Interaction Theory) 53

(四)、 課程目標四：服務主導邏輯的探討 55

? 課前問題4-1： 55

? 問題討論4-1： 55

? 課前問題4-2： 55

? 問題討論4-2： 55

? 教學4-3：服務主導邏輯 (Boundary Spanning Management) 56

六、 課程結論 62

七、 教學建議 62

八、 板書規劃 63

(一)、 板書一：個案時間軸 63

(二)、 板書二：個案公司面臨挑戰 63

(三)、 板書三：策略資訊系統規劃 64

(四)、 板書四：策略資訊系統規劃步驟 64

(五)、 板書五：達成共識過程 64

(六)、 板書六：顧客導向共創價值服務 65

(七)、板書七：領導市場關鍵 65

參、 參考文獻 66

一、 英文文獻 66

二、 中文文獻 69

三、 網站部分 69

1、 英文文獻

1. Aldrich, H. and Herker, D. (1977). Boundary spanning roles and

organization structure. Academy of Management Review, 2(2), 217-

230.

2. Ancona, D. G. and Caldwell, D. F. (1992). Bridging the boundary:

External activity and performance in organizational teams.

Administrative science quarterly, 634-665.

3. Bahrain, Z. (2011). Customer Experience Management. Nokia

Siemens Networks Co., Inc..

4. Bechky, B. A. (2003). Sharing meaning across occupational

communities: The transformation of understanding on a production

floor. Organization Science, 14(3), 312-330.

5. Becker, G. (1974). A theory of social interactions.

6. Bourdieu, P. and Wacquant, L. J. (1992). An invitation to reflexive

sociology. University of Chicago Press.

7. Brown, J. S. and Duguid, P. (2001). Knowledge and organization: A

social-practice perspective. Organization science, 12(2), 198-213.

8. Carlile, P. (1997). Transforming knowledge in product development:

Making knowledge manifest through boundary objects. Unpublished

Dissertation. University of Michigan.

9. Carlile, P. and Lucas, W. (2001). Cross-boundary communications and

knowledge exchange on technology development teams. Working

Paper, MIT/Sloan.

10. Carlile, P. and Rebentisch, E. (2001). Into the black box: The

knowledge transformation cycle. Pending Publication.

11. Carlile, P. R. (2002). A pragmatic view of knowledge and boundaries:

Boundary objects in new product development. Organization science,

13(4), 442-455.

12. Carlile, P. R. (2004). Transferring, translating, and transforming: An

integrative framework for managing knowledge across boundaries.

Organization science, 15(5), 555-568.

13. Cavaye, A. L. and Cragg, P. B. (1993). Strategic information systems

research: a review and research framework. The Journal of Strategic

Information Systems, 2(2), 125-137.

14. Cisco, T. (2014). Cisco Visual Networking Index: Global Mobile

Data Traffic Forecast Update, 2013–2018. Cisco Public

Information.

15. Davenport, T. H. and Prusak, L. (1998). Working knowledge: How

organizations manage what they know. Harvard Business Press.

16. Dougherty, D. (1992). Interpretive barriers to successful product

innovation in large firms. Organ. Sci. 3 179–202.

17. Ernst, C. and Chrobot-Mason, D. (2010). Boundary spanning

leadership: Six practices for solving problems, driving innovation, and

transforming organizations. McGraw Hill Professional.

18. Galbraith, J. R. (1973). Designing Complex Organizations. Addison-

Wesley Longman Publishing Co., Inc..

19. Galliers, R.D. (1992). Information Systems Strategic

Planning：Concept, Methods and Critical Success Factors, AIS 92,

17-19, March.

20. Gronroos, C. (2008). Service logic revisited: who creates value? And

who co-creates?. European Business Review, 20(4), 298-314.

21. Lawrence, P. and J. Lorsch. (1967). Organizations and Environments:

Managing Differentiation and Integration. Harvard Business School

Press, Cambridge, MA.

22. Leonard‐Barton, D. (1992). Core capabilities and core rigidities: A

paradox in managing new product development. Strategic

management journal, 13(S1), 111-125.

23. Leonard, D. (1995). Wellspring of knowledge. Harvard Business

School Press, Boston.

24. Mohammed, S. (2001). Toward an understanding of cognitive

consensus in a group decision-making context. The Journal of Applied

Behavioral Science, 37(4), 408-425.

25. Nonaka, I. (1994). A dynamic theory of organizational knowledge

creation. Organization science, 5(1), 14-37.

26. Nonaka, I. and Takeuchi, H. (1995). The knowledge-creating

company: How Japanese companies create the dynamics of

innovation. Oxford university press.

27. Paulsen, N. and Hernes, T. (2003). Managing boundaries in

organizations: Multiple perspectives (pp. 1-311). Palgrave Macmillan.

28. Polanyi, M. (1966). The Tacit Dimension. New York: Anchor Day

Books.

29. Schmitt, B. (2003). Customer experience management: A

revolutionary approach to connecting with your customers. New York:

Wiley.

30. Shannon, C. and W. Weaver. (1949). The Mathematical Theory of

Communications. University of Illinois Press, Urbana, IL.

31. Star, S. L. (1989). The Structure of 111 «Structured Solutions:

Boundary Objects and Heterogeneous Distributed Problem Solving.

Distributed artificial intelligence, 2, 37-54.

32. Vargo, S. L. and Lusch, R. F. (2004). Evolving to a new dominant

logic for marketing. Journal of marketing, 68(1), 1-17.

33. Vargo, S. L. and Lusch, R. F. (2008). Service-dominant logic:

continuing the evolution. Journal of the Academy of marketing

Science, 36(1), 1-10.

34. Vygotsky, L. (1978). Interaction between learning and development.

Readings on the development of children, 34-41.

35. Ward, J. M. (1990). A portfolio approach to evaluating information

systems investments and setting priorities. Journal of Information

Technology, 5(4), 222-231.

36. Yin, R. A. (1994). Case Study Research: Design and Methods, 2nd

edition. London: Sage.

1、 中文文獻

1. 愛立信 (2014). 愛立信行動趨勢報告.

2. 李國光 & 白榮吉 (1999). 資訊系統策略規劃方法之新典範. 中華管

理評論

3. 彼得聖吉 & 郭進隆 (1994). 第五項修練.天下文化出版公司.

4. 徐子明 (2012). 歐美領導電信業者用戶體驗方案導入案例分析. 財

團法人資訊工業策進會產業情報研究所(MIC).

2、 網站部分

1. iThome (2014). http://www.ithome.com.tw

2. MBA智庫百科 (2014). http://wiki.mbalib.com

3. 台灣大哥大公司 (2014). http://www.taiwanmobile.com

4. 李國光, 策略知識管理課程教材 (2014). http://140.118.109.83:8080

5. 維基百科 (2014). http://en.wikipedia.org/wiki/

6. 國家教育研究院 (2014). http://terms.naer.edu.tw/detail/1306817/