臺灣博碩士論文加值系統

近年來隨著資訊的發達及政府房地產政策改變，使得一般傳統不動產仲介經紀業面臨不少挑戰及困境．但有些具品牌之加盟店，仍然在房市蕭條情況下，相對穩定甚至逆勢成長．經走訪各品牌之加盟店發現除了既有加盟總部的電腦系統作業外，若加盟店建置自有ERP系統，大多數是比較有機會擴展成多店經營規模， 尤其在房市熱絡時，這些加盟店則更擁有成長的利基，然而他們卻無法普遍推動全面E化的原因何在？這確實值得我們深入探討。。
本研究之目的在探討標的如下：
 不動產經紀業小型自營商及一般加盟店在ERP系統推動的現況發展。
 不動產仲介經紀業小型自營商及一般加盟店ERP系統推動時的人事問題。
 不動產仲介經紀業ERP系統推動的成功關鍵要素。
本問卷使用直接訪談、開放式問卷、封閉式問卷作為資料收集，以回應前述之研究目的。直接訪談部分是針對已導入自有ERP系統的8家加盟店店東、店長。開放式問卷則是針對尚未導入自有ERP系統的12家加盟店店東、店長。封閉式問卷部分則包括已導入及未導入自有ERP系統加盟店的中階主管、行政人員及基層經紀人員。
已導入ERP系統的經營店店東、店長的訪談乃是就其對系統導入規劃策略、ERP系統導入與運作、ERP導入的效益、導入ERP系統的挑戰、推動ERP系統關鍵成功因素及使用心得和建議等表達看法。內容包括其系統擁有及取得模式、系統導入規劃之內容、策略考量、價值及目標、系統架構的決策、推動ERP系統導入的配套措施(包含整體策略、補助策略、其他激勵措施、人員訓練、管理措施)、資料庫建立、技能提升、經驗傳承、授權、督促、運作方式、導入效益、績效成長、導入前後差異、面臨挑戰如員工認同和資訊素養、關鍵成功要素以及現有系統改善空間等有關導入ERP系統面臨之各項實務問題。
未導入ERP系統的經營店店東、店長的訪談，乃是就其員工個人如何記錄和管理客戶資料、組織集中管理方式、導入ERP系統意圖、導入ERP系統個人經濟效益、經紀人應先備條件、員工抗拒因應之道、流程優化處理方式、預期困難等於導入ERP系統作業，在實務面將可能面對之各項課題表達個人看法。
最後，再從已導入及未導入ERP系統的經營店的中階主管、行政人員及基層經紀人執行問卷調查。
於研究結果我們發現了，男女員工只有在主管應該要有權限來管理經紀人員的資料、主管應該會帶動將資料建檔、資料庫共享、利潤共享有一定的公平性及客戶資料在一段時間，可以開放其他同仁使用等四項議題的看法有顯著差異外，對其餘問題的看法則無顯著差異。已導入ERP系統的加盟店從業人員，除使用公司系統建立客戶資料會造成我的客戶資源流失的疑慮、經紀人員還是習慣將資料存在自己的工具而不會應用公司電腦作業系統、經紀人員應該不會配合建構資料庫在公司的電腦作業系統中、及經紀人員都是以業務推動為導向，會擔心資料庫被其他人應用等四個議題有顯著差異外，對其餘題目的看法則無顯著差異。最後，就從業人員年齡而言，對於推動ERP系統會面臨的公司政策、配合度及可能遭遇的問題，看法都趨於一致。

Along with the advance of information technology and the change of government policy in real estate recently, the industry of real estate brokers is facing a few challenges and hazards. However, the business of franchising brokers with brands is stable and even has growth at this recession time. After visits to franchising brokers, it is found that these brokers have their own computer operation system, in addition to the system provided by their franchisers. With these dual systems, they are able to be a multiple franchisee from more franchisers.
The objective of this research is to investigate the current status of utilization n of ERP system and their experience, the people factors they encountered during the adoption and utilization of this kind of system, and the critical success factors in this aspect.
This research uses direct interview, close-end and open-end questionnaire to collect data in order to answer the three research questions. The direct interview is for the owners of the franchising brokers with their own ERP system, while the open-end questionnaire is for those without their own. Close-end questionnaire is for the subordinates of the brokers with or without their own ERP system.
The questions are all attributed to ERP system and covered by the direct interview include the planning and strategy for adoption, adoption and implementation, benefits, challenges, critical success factors, experience and comments. The content collected through the interview, includes the approach to acquire and own the system, the planning details of introducing the system, strategic concerns, value and goal, decision of the system structure, facilitators supporting the adoption of the system (including overall strategy, subsidy strategy, training, management), establishment of data base, upgrade of skills, experience transition, authorization, monitor, promotion, benefits, performance progress, change between before and after, challenges such as the cooperation and literature of subordinates, critical success factors, further possible improvement. All of these problems are so practical for any brokers to have or want to have an ERP system.
The content collected through open-end questionnaire, includes their opinions about those practices such as how their subordinates keep and administrate their customers’ data, why they centralize and manage these data, whether they have tried to introducing an ERP system, individual benefits brought for their employees to have an ERP system, what kinds of skills their employees must have, alternatives to solve the problem in the resistance from employees, the re-engineering of process, and expected hazards, and so on.
Finally, it is found, from the close-end questionnaire, that there are different significantly between male and female in whether their supervisors should have the authority to manage the data collected by their employees, whether their supervisors will lead to establish the data base, whether they feel fair to share the data base and then the profit, whether feel good to open the data they collect to others after certain days. They have no significant difference in all other questions. On the other hand, there are significant difference between the employees with ERP system and those without one in whether they feel that to share the data they collect via company’s ERP system to others is a loss, whether their peers will still prefer to keep the customer data with hand instead of with ERP system, whether their peers will enter customer data into the ERP system, whether their peers are business-oriented and do not care of the data entry and sharing, whether they care about their peers make use of the data they collected and entered. They have no significant difference in all other questions. In addition, no matter how old they are, the view points of the employees regarding to the problems their company may encounter, such as policy, resistance and other aspects, tend to be similar to each other.

謝誌 III
摘要 V
Abstract VII
目錄 IX
圖目錄 XI
表目錄 XII
第壹章、 緒論 1
第一節 研究動機 1
第二節 研究目的 2
第三節 研究背景 3
第四節 不動產仲介經紀業專有名詞 5
第五節 不動產仲介經紀業之產業介紹 6
第六節 不動產仲介經紀業之ERP系統要項 6
第七節 研究流程 8
第貳章、 文獻回顧及探討 10
第一節 ERP定義和導入型態 10
第二節 導入ERP的效益與挑戰 12
第三節 導入ERP的成敗關鍵因素 13
第四節 影響ERP導入和應用的人員因素 15
第參章、 研究方法 19
第一節 研究架構 19
第二節 研究對象與抽樣方法 20
第三節 研究工具 20
第四節 資料整理 21
第肆章、 研究結果與討論 22
第一節 訪談者及樣本背景說明 22
第二節 實地訪談結果 24
第三節 未推動ERP者之問卷調查結果 30
第四節 推動與未推動ERP系統之差異分析 32
第伍章、 結論與建議 39
第一節 研究結論 39
第二節 研究建議 41
參考文獻 43
附錄一、 實地訪談結果 45
附錄二、 未推動ERP系統經營店問卷調查結果 64
附錄三、 不動產仲介經紀業專有名詞 76
附錄四、 不動產經紀業ERP系統常見功能 79

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