臺灣博碩士論文加值系統

在臺灣的建築業，過去很多建商都只注重施工品質，頂多外加一些美學元素在裡面。而在現代，越來越多的建商重視永續經營的概念，努力經營於售後服務。房子對於客戶來說，不僅是大半輩子的財富，也是未來幾十年的「家」，而對建商來說，建築不僅是蓋好一棟房子，更是對客戶的承諾與責任。面對全球化的衝擊，國內建築市場的競爭日趨激烈，品質與美學可能已成為建築的必備條件，建築業不能再只靠品質與美學為競爭力。本研究採取質化研究和個案探討的方式進行分析。以維多利亞集團近年打造的建案「Victor」為研究起始點，探討其產品的獨特性。
首先，此研究先針對不同面向的文獻加以探討。包括相關與非相關多角化，服務的特性和忠誠顧客。探討垂直整合對維多利亞的影響，再藉由服務的特性與忠誠顧客，分析永續經營與顧客終身價值的重要性，最後再探討維多利亞集團整合旗下所有服務資源為顧客創造的附加價值。本研究結果發現，維多利亞集團欲以「人性服務」為出發點，塑造有文化面的居住環境，一棟房子不再只是個硬體，更講究於房子背後的服務享受，同時維多利亞也希望讓顧客能透過建築物內部的生活方式留下深刻印象而非透過建築物的外觀去認識建商。

In Taiwan’s construction, past construction companies focused on construction quality and aesthetic elements; but now more and more construction companies have emphasized the concept of "sustainable management", construction companies has strived to after-sales service. For customers, house is not only an important wealth, but also a “home”, which could exist several decades in the future. For construction companies, construction is not only building a house, but also represent commitment and responsibility. In globalization, the construction industry has become more and more competitive. Construction companies could not take advantages of quality and aesthetic, which may be has become essential condition. The research beginning Victoria group’s architecture-Victor and explore the unique of product. The research adopt case study as the main methodology.
First, literature takes different aspects to explore, including related diversification, unrelated diversification, services quality and customer loyalty. For Victoria group, explore the effect of vertical integrate. Then by services quality and loyalty customer to analyze the importance which in sustainable management and customer’s life time value. Finally, explore Victoria group how to integrate their resource and create value-added for customers. The research finding, Victoria group hopes to create a neighborhood with humane and cultural living environment. Architecture is no longer just hardware, which more emphasized enjoy service. On the other hand, Victoria group hopes customers could recognize Victoria group through the architecture’s internal lifestyle rather than through the architecture’s external to recognize construction companies.

Title Page i
Validation paper ii
Authorization paper iii
Chinese Abstract vii
English Abstract ix
Acknowledgements xi
Table of Content xiii
List of Table xv
List of Figures xvi
CHAPTER 1: INTRODUCTION 1
1.1 Research Motivation and Background 1
1.2 Research Purpose 2
CHAPTER 2: LITERATURE REVIEW 3
2.1 Diversification Strategy 3
2.1.1 Related Diversification 3
2.1.2 Unrelated Diversification 5
2.1.3 The Motivation of Diversification 6
2.2 Service 6
2.2.1 Service Quality 7
2.2.2 Customer Loyalty 8
CHAPTER 3: RESEARCH METHODOLOGY 11
3.1 Research Framework 11
3.2 Research Design 12
3.2.1 Research Method 12
3.2.2 The Source of Data 13
3.2.3 Research Procedure 15
4.1 Industry Background 17
4.1.1 Integrate Service of Construction Industry 17
4.1.2 Fixed Price Strategy of Construction 18
4.2 Case Company Introduced 19
4.2.1 Company History 19
4.2.2 Company Core Value 19
4.2.3 Scope of Career 20
4.3 Integrate Service Strategy Procedure 21
4.3.1 Vertical Integrate of Production and Marketing 21
4.3.2 Diversification Career of Property Management 21
4.3.3 Diversification Career of Housework Service 23
4.3.4 Diversification Career of Business Center 23
4.3.5 Diversification Career of French Restaurant 25
4.4 Customer loyalty 25
5.1 Research Conclusion 27
5.2 Research Discussion 28
5.2.1 Victoria’s service 28
5.3 Suggestion 29
5.3.1 Suggestion for Victoria Group’s Diversification 29
5.3.2 Suggestion for integrate service in the future 29
5.3.3 Suggestion for Future Research 29
5.4 Research Limitation 30
English Reference 31
Chinese Reference 33

English Reference
1. Ansoff, H. I. (1957). Strategies for Diversification. Harvard Business Review, 114.
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5. Kotler, P.J. (1991）. Marketing Management. (7th ed.). Englewood Cliffs, NJ: Prentice-Hall.
6. Zeithaml, V. A., Berry, L. L., & Parasuraman, A. (1996). The Behavioral Consequences of Service Quality. Journal of Marketing, 60(2), 31-46.
7. Zeithaml, V. A., Berry, L. L., & Parasuraman, A. (1988). Communication and Control Processes in the Delivery of Service Quality. Journal of Marketing, April, 35-48.
8. Zeithaml, V. A., Berry, L. L., & Parasuraman, A. (1988). SERVQUAL: A Multiple-Item Scale for Measuring Customer Perceptions of Service Quality. Journal of Retailing, Spring, 12-40.
9. Berry, Parasuraman & Zeithaml, (1988). The Service-Quality Puzzle. Business Horizons, September-October, 35-43.
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11. Reichhled, F., (1996). The loyalty effect, the hidden force behind growth, profits and lasting value. Harvard Business School Press, 10 (12), 22.
12. Parasuraman, A., Valarie A. Z., & Leonard L. B. (1988). Servqual: A Multiple-Item Scale for Measuring Customer Perceptions of Service Quality. Journal of Retailing, 64 (Spring), 12–40.
13. Jing-Yi Tsai, (1997). An exploratory study on the international branding decision of Taiwanese firms. Graduated thesis of International Business of National Taiwan University.

Chinese Reference
1. 方至民 (1990)。企業競爭優勢，前程企業管理有限公司。
2. 司徒達賢 (2005)。策略管理新論─觀念架構與分析方法，智勝文化出
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3. 廖文宏 (1994)。企業多角化動機、策略與績效之研究—臺灣上市公司十年經驗之分析，中正大學企業管理研究所碩士論文。
4. 蔡靜怡 (1997)。 我國廠商國際自創品牌策略之研究，臺灣大學國際企業研究所碩士論文。
5. Web site of Vitoria Group: http://www.victo.com.tw/
6. Web site of Jiali management: http://service.victo.com.tw/
7. Web site of Clead Business Center: http://www.clead.com.tw/
8. Web site of Victor Architecture: http://victor.victo.com.tw/
9. Web site of H24 Cloud Architecture: http://h24cloud.victo.com.tw/
10. Web site of Radium Life Tech Group: http://www.radium.com.tw/
11. Web site of house fun news: http://news.housefun.com.tw/