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研究生:王昌欽
研究生(外文):Wang, Chang-Chin
論文名稱:助聽器消費行為與行銷策略之分析-以C公司為例
論文名稱(外文):The Analysis of Consumer Behavior and Marketing Strategy in Hearing Aid Industry: A Case Study of C Corp
指導教授:巫立宇巫立宇引用關係
指導教授(外文):Wu, Lei-Yu
口試委員:林宜霓林智偉
口試日期:2023-04-28
學位類別:碩士
校院名稱:國立政治大學
系所名稱:經營管理碩士學程(EMBA)
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2023
畢業學年度:111
語文別:中文
論文頁數:46
中文關鍵詞:助聽器4C架構AIETA訂閱制
外文關鍵詞:Hearing Aid4C FrameworkAIETASubscription Mode
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台灣早在 1993 年進入「高齡化社會 (AGING SOCIETY)」,且在 2018 年 3 月底進入「高齡社會 (AGED SOCIETY)」,並預估在 2025 年進入「超高齡社會 (HYPER-AGED SOCIETY)」。熟齡市場的快速到來,隨著健康餘年的延長聽力需求逐步成為需要正視的社會議題。然而,助聽器選配是一個高度專業的工作,除了驗配過程需要高度的專業與經驗,助聽器產品本身會因功能不同使其價格分布非常廣泛。這使得銀髮消費者在選購上相當難抉擇,此外購買後隨著聽力持續變化仍需定時調整,因此如何選購滿足自己需求的助聽器成為一件有難度的工作。
台灣助聽器產業早期依附在醫院附近設點,針對醫師診斷後剛性需求的消費者作為主要客群,個案C公司最早將助聽器門市擴展到社區,同時比照醫學中心打造聽力檢查設備,服務人員也比照國考聽力師規格培訓,並以解決你的聽力問題取代銷售助聽器成為主訴求,並開放購買前試用,購買一個月內無條件退費等策略,逐步解決消費者購買決策問題,在業界走出一條全新的道路。
但因為高階聽器一對高達20-30萬,雖功能效果卓著,仍容易讓人卻步,加上部分國人病識感不足,不願配戴或購買後不積極配戴,因此C公司推出訂閱制方案,以月租方式訂閱,訂閱者可依使用成效決定轉買斷,或因使用不適應停止訂閱,這同時解決消費者對金額的猶豫以及配戴情況的考量,快速提高門市配購率。
本研究將使用4C架構了解個案C公司,如何隨著消費者病識感不高且對高單價助聽器價格敏感的痛點逐步找出新機會並創造出自身的價值,如:不在舊市場打轉而是透過C2開發出潛在市場,並利用AIETA流程來強化自身C3與C1來滿足消費者需求。最終又運用了訂閱制更強化了自身C1、C3與C4的競爭力成功吸引到少數仍因價格與效益而猶疑不決的消費者。而這一切的資源投入也成功建構市場的進入門檻。
Taiwan has been entered the age of “AGING SOCIETY” since 1993, and it has entered the age of “AGED SOCIETY” in the end of March 2018. Meanwhile, it’s expected to enter the age of “HYPER-AGED SOCIETY” in 2025. With the rapid coming of the silver market, based on the extension of the remaining years of life, hearing needs has gradually become an important social issue that needs to be concerned squarely. However, hearing aid selection is a highly specialized job. Except it needs high level of professionalism and experiences, but the hearing aid products have a wild distribution of functions and prices, that also makes the silver customers hard to choose when purchasing. In addition, regular adjustments are still required as hearing continues to change after purchased. Hence, how to choose a hearing aid that meets your needs has become a difficult task.

In the early days, Taiwan’s hearing aid industry mostly set up their shops that nearby the hospitals. Their main customers are from those who have rigid needs after got diagnosis by doctors. The case C is the first company that expend the hearing aid shops to the communities. At the same time, the case C built up the examination equipment in accordance with the level of the medical center, and trained these hearing aid selection staff in accordance with the national examination audiologists.
Their main appeal is “Solving the customer’s hearing problem”, not just focus on selling the hearing aids. Besides, customers have the free trial chances before purchasing, and provide the guaranty for free refund in 30 days purchased if any problems. In this way, case C gradually resolved the customers’ doubts in purchasing and created a new blazed path in the hearing aid industry.

However, the price of a pair of high-end hearing aids ranges from NT$200,000 to NT$300,000, even the functions are outstanding, the cost is easy to make customers feel daunting. Furthermore, some people lack of insight, some are not willing to wear the hearing aids and even they purchased. Therefore, C company launched the monthly subscription mode, which can be converted into buyout or stop subscriptions due to the effectiveness of use. It can not only solve customers’ concerns about the price and demands, but highly increase the ratio of direct ordering in stores.

This study uses the 4C framework to figure out how the case company gradually finds new opportunities and creates its own value based on the pain points of consumers who are not highly aware of illness but sensitive to the product price. For examples, instead of staying in the previous market, by using C2 to explore the potential demand. Also use the AIETA to strengthen C3 and C1 in order to meet customers’ needs. Meanwhile, launching the subscription system is the way to strengthen its own competitiveness in C1, C3 and C4. It successfully facilitates to the few consumers who have the concerns on price and effectiveness. And all the investments have been strongly built up a high entry barrier to this market.
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 6
第三節 究流程 7
第二章 文獻探討 8
第一節 消費者購買商品考慮要素 8
第二節 4C行銷架構 9
第三章 個案公司現況分析 14
第一節 突破傳統助聽器銷售模式 14
第二節 創新成效 27
第三節 訂閱制的誕生 29
第四章 個案公司4C架構分析 32
第一節 個案公司的行銷策略 32
第二節 訂閱制補強了4C發展循環 42
第五章 結論 43
第一節 結論 43
第二節 未來建議 44
參考文獻 45
書籍
1.邱志聖,(2020)。策略行銷分析:架構與實務應用(五版)。台北: 元照出版。
網際網路
1.國家展委員會
https://pop-proj.ndc.gov.tw/index.aspx
2.內政部統計月報
https://ws.moi.gov.tw/001/Upload/OldFile/site_stuff/321/1/month/month.html
3.科林助聽器
https://www.ear.com.tw/clinico/tw
4.博士助聽器
https://www.drhearing.com.tw/
5.明基BenQ虹韻助聽器
https://www.best-sound.net/
6.睿聲助聽器
http://www.smarthearing.com.tw/
7.美樂迪助聽器
http://www.melodyco.com.tw/
8.頌恩助聽器
https://sonenhear.com.tw/
9.濰樂聽力中心 https://www.iear.com.tw/
10.建聲聽覺
https://www.jensound.com.tw/
11.維膜助聽器
https://www.vapor.com.tw/
12.聽寶助聽中心
https://www.ibelive.tw/
13.富聆助聽器
https://www.new-care.com.tw/
14.好市多 https://www.costco.com.tw/HearingAppointmentSystem
15.僑聲助聽器
https://898.com.tw/
16.利音聽覺服務中心 http://www.rionet.com.tw/index.aspx?lang=TW
17.巨泉助聽器
https://www.goldenday.com.tw/
18.1111產經新聞網
https://www.1111.com.tw/news/jobns/116222
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