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題名 台商如何在中國市場與關鍵顧客建立長久關係─以馬口鐵三片罐塗料廠A公司為例
An investigation on how Taiwanese companies establish long-term relationships with key customers in the Chinese market: a case study of company A作者 張黃嘉
Chang, Huang-Chia貢獻者 巫立宇
Wu, Lei-Yu
張黃嘉
Chang, Huang-Chia關鍵詞 策略行銷分析
關鍵顧客關係管理
關係行銷
Strategic marketing analysis
Key account management
Relationship marketing日期 2018 上傳時間 23-Nov-2018 15:54:20 (UTC+8) 摘要 由於全球化的影響，廠商不再只遭受本土競爭對手的威脅，更面臨來自世界各地的挑戰，要在此高競爭強度的市場中生存，傳統交易型行銷方式已有所不足，許多廠商開始採用關係行銷的觀點以應對目前瞬息萬變的經營環境。然而，廠商若對所有顧客皆實行關係行銷將非常耗費成本，而應將較多的資源投資在「關鍵顧客」上。雖然國外已有相當多文獻探討如何管理關鍵顧客，但國內對此議題的關注卻相對較少。另外，中國本土企業的技術、經營能力越加成熟，使得過往台商在中國市場所擁有的利基點漸漸消失。面對如此劇變的環境，台商該如何鞏固中國在地市場，並與關鍵顧客建立長久合作關係，是台商需要正視的問題。因此，本研究選擇台灣一家成功的馬口鐵三片罐塗料廠做為個案研究對象，透過與個案公司的深度訪談，文獻探討與理論分析工具，分別從外顯單位效益成本 (C1)、資訊搜尋成本(C2)、道德危機成本(C3) 以及專屬陷入成本(C4)探究，台商該如何在中國市場與關鍵顧客建立長久而穩固的關係。本論文期望研究結果能提供台商在管理關鍵顧客時所應具備之策略思維，進而在中國市場持續發光發熱。
Because of the influence of globalization and market liberalization, manufacturers are no longer only threatened by local competitors, but also face challenges from all over the world. In order to survive in this highly competitive market, the traditional transactional marketing approach has proved inadequate, and many manufacturers have begun to use the relationship marketing approach to adapt to the current rapidly changing business environment. However, it will be very costly for manufacturers to implement relationship marketing for all customers, and more resources should be invested in their “key customers”. Although a lot of foreign literature has already focused on how to manage key customers, there is relatively little domestic concern on this topic.In addition, the maturity of the technology and operational capabilities of Chinese local companies has gradually reduced the competitive advantages of Taiwanese companies in the Chinese market. In the face of such a drastic environment, how to consolidate China`s local market and establish long-term cooperative relationships with key customers is a key issue for Taiwanese companies. Therefore, this study selected a successful Taiwanese tinplate can coating manufacturer as a case study object. Through in-depth interviews with the manufacturer, literature review and theoretical analysis tools (4C Strategic Marketing Analysis Model), the results present how Taiwanese companies can establish long-term and stable relationships with key customers in the Chinese market. This study anticipates that the research results will provide the strategic thinking that Taiwanese companies should have when managing key customers, enabling them to occupy a stronger position in the Chinese market.參考文獻 一、中文部份1.巫立宇、邱志聖(2015)，銷售與顧客關係管理，新陸書局，台北。2.林鴻昌(2014)，中國三片式馬口鐵製罐產業之沿革與廠商因應策略，未出版碩士論文，國立高雄大學，高雄。3.林智偉(2018)，品牌代理商降低拉式策略威脅之研究：三方交換關係觀點，未出版博士論文，國立政治大學，台北。4.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，智勝出版社，台北。5.福貞控股股份有限公司(2017)，105年度年報。6.謝綺蓉(1998)，80/20法則，Richard Koch原著，台北市：大塊文化出版社。二、英文部份1.Berry, L. L. (1983). Relationship Marketing. In Emerging Perspectives on Services Marketing, Chicago: American Marketing Association, 25-28.2.Berry, L. L. and Parasuraman, A. (1991). Marketing Service: Competing Through Quality, New York: The Free Press.3.Brehmer, P. and Rehme, J. (2008). Proactive and reactive: drivers for key account management programmes, European Journal of Marketing, 43, 961-984.4.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550.5.Frazier G. L., Robert, E. S. and Charles, R. (1988). Just-In-Time Exchange Relationships in Industrial Markets, Journal of Marketing, 52, 52-67.6.Gronroos, C. (1994). Quo Vadis, marketing? Toward a relationship marketing paradigm, Journal of Marketing Management, 10(5), 347-360.7.Ivens, B. S. I. and Pardo C. (2006). Are key account relationships different? Empirical results on supplier strategies and customer reactions, Industrial Marketing Management, 36, 470-82.8.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15.9.McDonald, M., Millman, T. and Roger, B. (1997). Key account management: theory, practice and challenge, Journal of Marketing Management, 13, 737-57.10.Miller, R.T. and Heiman, S. E. (1991). Successful Large Account Management, New York, Warner Books.11.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218.12.Pardo, C., Henneberg, S. C., Mouzas, S. and Naude, P. (2006). Unpicking the meaning of value in key account management, European Journal of Marketing, 40, 1360-1374.13.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press.14.Walter, A., Ritter, T. and Gemünden, H. G. (2001). Value creation in buyer-supplier relationships. Theoretical considerations and empirical results from a supplier`s perspective. Industrial Marketing Management, 30, 365−377. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
106932405資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106932405 資料類型 thesis dc.contributor.advisor 巫立宇 zh_TW dc.contributor.advisor Wu, Lei-Yu en_US dc.contributor.author (Authors) 張黃嘉 zh_TW dc.contributor.author (Authors) Chang, Huang-Chia en_US dc.creator (作者) 張黃嘉 zh_TW dc.creator (作者) Chang, Huang-Chia en_US dc.date (日期) 2018 en_US dc.date.accessioned 23-Nov-2018 15:54:20 (UTC+8) - dc.date.available 23-Nov-2018 15:54:20 (UTC+8) - dc.date.issued (上傳時間) 23-Nov-2018 15:54:20 (UTC+8) - dc.identifier (Other Identifiers) G0106932405 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/121050 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 106932405 zh_TW dc.description.abstract (摘要) 由於全球化的影響，廠商不再只遭受本土競爭對手的威脅，更面臨來自世界各地的挑戰，要在此高競爭強度的市場中生存，傳統交易型行銷方式已有所不足，許多廠商開始採用關係行銷的觀點以應對目前瞬息萬變的經營環境。然而，廠商若對所有顧客皆實行關係行銷將非常耗費成本，而應將較多的資源投資在「關鍵顧客」上。雖然國外已有相當多文獻探討如何管理關鍵顧客，但國內對此議題的關注卻相對較少。另外，中國本土企業的技術、經營能力越加成熟，使得過往台商在中國市場所擁有的利基點漸漸消失。面對如此劇變的環境，台商該如何鞏固中國在地市場，並與關鍵顧客建立長久合作關係，是台商需要正視的問題。因此，本研究選擇台灣一家成功的馬口鐵三片罐塗料廠做為個案研究對象，透過與個案公司的深度訪談，文獻探討與理論分析工具，分別從外顯單位效益成本 (C1)、資訊搜尋成本(C2)、道德危機成本(C3) 以及專屬陷入成本(C4)探究，台商該如何在中國市場與關鍵顧客建立長久而穩固的關係。本論文期望研究結果能提供台商在管理關鍵顧客時所應具備之策略思維，進而在中國市場持續發光發熱。 zh_TW dc.description.abstract (摘要) Because of the influence of globalization and market liberalization, manufacturers are no longer only threatened by local competitors, but also face challenges from all over the world. In order to survive in this highly competitive market, the traditional transactional marketing approach has proved inadequate, and many manufacturers have begun to use the relationship marketing approach to adapt to the current rapidly changing business environment. However, it will be very costly for manufacturers to implement relationship marketing for all customers, and more resources should be invested in their “key customers”. Although a lot of foreign literature has already focused on how to manage key customers, there is relatively little domestic concern on this topic.In addition, the maturity of the technology and operational capabilities of Chinese local companies has gradually reduced the competitive advantages of Taiwanese companies in the Chinese market. In the face of such a drastic environment, how to consolidate China`s local market and establish long-term cooperative relationships with key customers is a key issue for Taiwanese companies. Therefore, this study selected a successful Taiwanese tinplate can coating manufacturer as a case study object. Through in-depth interviews with the manufacturer, literature review and theoretical analysis tools (4C Strategic Marketing Analysis Model), the results present how Taiwanese companies can establish long-term and stable relationships with key customers in the Chinese market. This study anticipates that the research results will provide the strategic thinking that Taiwanese companies should have when managing key customers, enabling them to occupy a stronger position in the Chinese market. en_US dc.description.tableofcontents 摘要 IAbstract II第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 3一、研究目的 3二、研究流程 3第三節 論文章節安排 4第二章 文獻探討 5第一節 關鍵顧客管理(key account management) 5一、關係行銷 5二、關鍵顧客 6三、關鍵顧客價值 8第二節 策略行銷分析架構 10一、外顯單位效益成本(C1) 10二、資訊搜尋成本(C2) 13三、道德危機成本(C3) 15四、專屬資產陷入成本(C4) 17第三章 研究方法 19第一節 個案選擇 19第二節 資料蒐集 19第四章 產業分析 21第一節 中國飲料業產業分析 21第二節 中國飲料金屬包裝業產業分析 23一、中國金屬包裝業發展歷程 23二、中國飲料金屬包裝業現況：馬口鐵三片罐 24三、中國飲料金屬包裝業現況：鋁質兩片罐 25四、中國飲料金屬包裝業的市場趨勢 27第三節 中國馬口鐵三片罐塗料市場現況 28第五章 個案分析 30第一節 個案公司及其關鍵顧客概述 30一、A公司簡介 30二、B公司簡介 32三、C公司簡介 33第二節 A公司管理關鍵顧客的策略行銷分析 34一、外顯單位效益成本分析(C1) 34二、資訊搜尋成本分析(C2) 38三、道德危機成本分析(C3) 39四、專屬資產陷入成本分析(C4) 41第六章 結論 43第一節 研究結論 43第二節 後續研究建議 46參考文獻 48一、中文部份 48二、英文部份 48 zh_TW dc.format.extent 701028 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106932405 en_US dc.subject (關鍵詞) 策略行銷分析 zh_TW dc.subject (關鍵詞) 關鍵顧客關係管理 zh_TW dc.subject (關鍵詞) 關係行銷 zh_TW dc.subject (關鍵詞) Strategic marketing analysis en_US dc.subject (關鍵詞) Key account management en_US dc.subject (關鍵詞) Relationship marketing en_US dc.title (題名) 台商如何在中國市場與關鍵顧客建立長久關係─以馬口鐵三片罐塗料廠A公司為例 zh_TW dc.title (題名) An investigation on how Taiwanese companies establish long-term relationships with key customers in the Chinese market: a case study of company A en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部份1.巫立宇、邱志聖(2015)，銷售與顧客關係管理，新陸書局，台北。2.林鴻昌(2014)，中國三片式馬口鐵製罐產業之沿革與廠商因應策略，未出版碩士論文，國立高雄大學，高雄。3.林智偉(2018)，品牌代理商降低拉式策略威脅之研究：三方交換關係觀點，未出版博士論文，國立政治大學，台北。4.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，智勝出版社，台北。5.福貞控股股份有限公司(2017)，105年度年報。6.謝綺蓉(1998)，80/20法則，Richard Koch原著，台北市：大塊文化出版社。二、英文部份1.Berry, L. L. (1983). Relationship Marketing. In Emerging Perspectives on Services Marketing, Chicago: American Marketing Association, 25-28.2.Berry, L. L. and Parasuraman, A. (1991). Marketing Service: Competing Through Quality, New York: The Free Press.3.Brehmer, P. and Rehme, J. (2008). Proactive and reactive: drivers for key account management programmes, European Journal of Marketing, 43, 961-984.4.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550.5.Frazier G. L., Robert, E. S. and Charles, R. (1988). Just-In-Time Exchange Relationships in Industrial Markets, Journal of Marketing, 52, 52-67.6.Gronroos, C. (1994). Quo Vadis, marketing? Toward a relationship marketing paradigm, Journal of Marketing Management, 10(5), 347-360.7.Ivens, B. S. I. and Pardo C. (2006). Are key account relationships different? Empirical results on supplier strategies and customer reactions, Industrial Marketing Management, 36, 470-82.8.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15.9.McDonald, M., Millman, T. and Roger, B. (1997). Key account management: theory, practice and challenge, Journal of Marketing Management, 13, 737-57.10.Miller, R.T. and Heiman, S. E. (1991). Successful Large Account Management, New York, Warner Books.11.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218.12.Pardo, C., Henneberg, S. C., Mouzas, S. and Naude, P. (2006). Unpicking the meaning of value in key account management, European Journal of Marketing, 40, 1360-1374.13.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press.14.Walter, A., Ritter, T. and Gemünden, H. G. (2001). Value creation in buyer-supplier relationships. Theoretical considerations and empirical results from a supplier`s perspective. Industrial Marketing Management, 30, 365−377. zh_TW dc.identifier.doi (DOI) 10.6814/THE.NCCU.EMBA.101.2018.F08 en_US
