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題名 傳產業者如何與關鍵顧客建立長久關係 ─以紡織業染整廠S公司為例
How to build long relationships with key accounts for traditional industry players: the case of dyeing and finishing plant S company in textile industry作者 周淑珍
Chou, Shu-Jen貢獻者 巫立宇
Wu, Lei-Yu
周淑珍
Chou, Shu-Jen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 2019 上傳時間 6-Mar-2019 12:20:37 (UTC+8) 摘要 由於全球化的影響，紡織業者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。紡織產業曾經是台灣戰後經濟復甦的重要力量，也是台灣出口業的主力。然而，隨著勞力成本上升、貨幣升值，產業不斷外移。面對如此劇變的環境，傳產業者該如何發掘關鍵顧客，並與關鍵顧客建立長久合作關係，是企業需要正視的問題。因此，本研究選擇台灣一家成功的紡織染整業廠商做為個案研究對象，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，傳產業者如何在多變且競爭激烈的市場環境下，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灣傳產業者在管理關鍵顧客時所應具備之策略思維，簡言之，傳產業者須透過與顧客的長久關係以發掘顧客之需求，並促進產品或服務之精進，由此累積之經驗可以為廠商帶來發掘新的關鍵顧客及建構新的長久關係之機會，進而在全球市場形成不可取代的地位。
Under the influence of globalization and market liberalization, textile 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, traditional transactional marketing approach has proved inadequate, and many manufacturers have begun to adapt the relationship marketing approach 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 focused on how to manage key customers, there is relatively little domestic concern on this topic.The textile industry was once an important force in Taiwan`s post-war economic recovery and of Taiwan`s export industry as well. However, as the rise of labor cost and currencies appreciation, many textile players move to other developing counties. In such a changing environment, how to find key customers and establish long-term cooperative relationships with key customers is a problem that enterprises need to face. Therefore, this study selected a successful Taiwanese dyeing manufacturer as the 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 global 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 global market. In short, companies needs to explore the real needs of their key accounts through long-term relationships, and improve products and service continually. Those accumulated experience can inversely provide companies with new opportunity of discovering new key accounts and building up new relationship.參考文獻 一、中文部份1.王文誠、鄭國彬(2011)，全球化時代下的臺灣紡織業發展與區位，紡織綜合研究期刊，21(2)，51-70。2.巫立宇、邱志聖(2015)，銷售與顧客關係管理，台北：新陸書局。3.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，台北：智勝出版社。4.溫肇東(2016)，紡古織今：台灣紡織成衣業的發展，台北：巨流圖書。5.台灣趨勢研究，產業分析：織布業發展趨勢（2018）。6.財團法人中華民國紡織業拓展會，2017年台灣紡織工業概況。7.財團法人中華民國紡織業拓展會，2018美國紡織成衣品牌與零售商採購趨勢與展望。8.財團法人中華民國紡織業拓展會，全球紡織產業概況暨台灣紡織業現況與發展方向。9.紡織產業綜合研究所， 2018年紡織產業年鑒。10.產業價值鏈資訊平台：紡織產業 ，上網日期2018年11月12日，檢自：http://ic.tpex.org.tw/introduce.php?ic=O000二、英文部份1.Berry, L. L. (1983). Relationship Marketing. In Emerging Perspectives on Services Marketing, Chicago: American Marketing Association, 25-28.2.Brown, C. (2016). Two Many Executives are Missing the Most Important Part of CRM, Harvard Business Review.3.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550.4.Jackson, B. B. (1985). Winning and Keeping industrial customers, Lexington, KY: Lexington books.5.Kalakota, R., and Robinson, M. (2001). e-Business 2.0: Roadmap for Success. Addison-Wesley, Boston, USA.6.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15.7.Meyer, C. and Schwager, A. (2007). Understanding Customer Experience, Harvard Business Review, 85(2), 116-126.8.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218.9.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, 1360-1374.10.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press.11.Reichheld, F. F., and Sasser, W. E. (1990), Zero Defections: Quality Comes to Services, Harvard Business Review, 68, 105-111.12.Stone, M., Woodcock, N. and Wilson, M. (1996). Managing the Change from Marketing Planning to Customer Relationship Management. Long Range Planning, 29(5), 675-683.13.Womack, J. P. and Jones, D. T. (2005). Lean Consumption, Harvard Business Review, 83(3), 58-68. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
106932419資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106932419 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) 周淑珍 zh_TW dc.contributor.author (Authors) Chou, Shu-Jen en_US dc.creator (作者) 周淑珍 zh_TW dc.creator (作者) Chou, Shu-Jen en_US dc.date (日期) 2019 en_US dc.date.accessioned 6-Mar-2019 12:20:37 (UTC+8) - dc.date.available 6-Mar-2019 12:20:37 (UTC+8) - dc.date.issued (上傳時間) 6-Mar-2019 12:20:37 (UTC+8) - dc.identifier (Other Identifiers) G0106932419 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/122432 - 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) 106932419 zh_TW dc.description.abstract (摘要) 由於全球化的影響，紡織業者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。紡織產業曾經是台灣戰後經濟復甦的重要力量，也是台灣出口業的主力。然而，隨著勞力成本上升、貨幣升值，產業不斷外移。面對如此劇變的環境，傳產業者該如何發掘關鍵顧客，並與關鍵顧客建立長久合作關係，是企業需要正視的問題。因此，本研究選擇台灣一家成功的紡織染整業廠商做為個案研究對象，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，傳產業者如何在多變且競爭激烈的市場環境下，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灣傳產業者在管理關鍵顧客時所應具備之策略思維，簡言之，傳產業者須透過與顧客的長久關係以發掘顧客之需求，並促進產品或服務之精進，由此累積之經驗可以為廠商帶來發掘新的關鍵顧客及建構新的長久關係之機會，進而在全球市場形成不可取代的地位。 zh_TW dc.description.abstract (摘要) Under the influence of globalization and market liberalization, textile 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, traditional transactional marketing approach has proved inadequate, and many manufacturers have begun to adapt the relationship marketing approach 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 focused on how to manage key customers, there is relatively little domestic concern on this topic.The textile industry was once an important force in Taiwan`s post-war economic recovery and of Taiwan`s export industry as well. However, as the rise of labor cost and currencies appreciation, many textile players move to other developing counties. In such a changing environment, how to find key customers and establish long-term cooperative relationships with key customers is a problem that enterprises need to face. Therefore, this study selected a successful Taiwanese dyeing manufacturer as the 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 global 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 global market. In short, companies needs to explore the real needs of their key accounts through long-term relationships, and improve products and service continually. Those accumulated experience can inversely provide companies with new opportunity of discovering new key accounts and building up new relationship. 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 2一、研究目的 2二、研究流程 3第三節 論文章節安排 3第二章 文獻探討 4第一節 關鍵顧客管理(key account management) 4一、 關鍵顧客 4二、 關鍵顧客價值 5三、 關係行銷 7第二節 策略行銷分析架構 8一、 外顯單位效益成本(C1) 9二、 資訊搜尋成本(C2) 11三、 道德危機成本(C3) 13四、 專屬資產陷入成本(C4) 15第三章 研究方法 17第一節 個案選擇 17第二節 資料蒐集 17第四章 產業分析 19第一節台灣紡織產業分析 19一、 台灣紡織產業發展背景 19二、 台灣紡織產業發展現況 21第二節全球紡織產業發展現況 23一、 2016年全球主要紡織品進出口國家 23二、 2016年全球主要成衣進出口國家 25第三節紡織產業未來發展趨勢 26一、 機能性布料之商機 26二、 智慧型紡織品之潛力 27三、 環保與永續經營 27四、 南向發展之契機 27第五章 個案分析 28第一節 個案公司及其關鍵顧客概述 28一、 S公司簡介 28二、 T公司簡介 29三、N公司簡介 29第二節S公司與關鍵顧客建構長久關係之過程 30一、 S公司與T公司建構長久關係之過程 30二、 S公司與N公司建構長久關係之過程 31第三節S公司管理關鍵顧客之策略行銷分析 33一、 外顯單位效益成本分析(C1) 33二、 資訊搜尋成本分析(C2) 35三、 道德危機成本分析(C3) 35四、 專屬資產陷入成本分析(C4) 36第六章 結論 38第一節 研究結論 38第二節 後續研究建議 41參考文獻 42一、中文部份 42二、英文部份 42 zh_TW dc.format.extent 1031052 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106932419 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) 傳產業者如何與關鍵顧客建立長久關係 ─以紡織業染整廠S公司為例 zh_TW dc.title (題名) How to build long relationships with key accounts for traditional industry players: the case of dyeing and finishing plant S company in textile industry en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部份1.王文誠、鄭國彬(2011)，全球化時代下的臺灣紡織業發展與區位，紡織綜合研究期刊，21(2)，51-70。2.巫立宇、邱志聖(2015)，銷售與顧客關係管理，台北：新陸書局。3.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，台北：智勝出版社。4.溫肇東(2016)，紡古織今：台灣紡織成衣業的發展，台北：巨流圖書。5.台灣趨勢研究，產業分析：織布業發展趨勢（2018）。6.財團法人中華民國紡織業拓展會，2017年台灣紡織工業概況。7.財團法人中華民國紡織業拓展會，2018美國紡織成衣品牌與零售商採購趨勢與展望。8.財團法人中華民國紡織業拓展會，全球紡織產業概況暨台灣紡織業現況與發展方向。9.紡織產業綜合研究所， 2018年紡織產業年鑒。10.產業價值鏈資訊平台：紡織產業 ，上網日期2018年11月12日，檢自：http://ic.tpex.org.tw/introduce.php?ic=O000二、英文部份1.Berry, L. L. (1983). Relationship Marketing. In Emerging Perspectives on Services Marketing, Chicago: American Marketing Association, 25-28.2.Brown, C. (2016). Two Many Executives are Missing the Most Important Part of CRM, Harvard Business Review.3.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550.4.Jackson, B. B. (1985). Winning and Keeping industrial customers, Lexington, KY: Lexington books.5.Kalakota, R., and Robinson, M. (2001). e-Business 2.0: Roadmap for Success. Addison-Wesley, Boston, USA.6.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15.7.Meyer, C. and Schwager, A. (2007). Understanding Customer Experience, Harvard Business Review, 85(2), 116-126.8.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218.9.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, 1360-1374.10.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press.11.Reichheld, F. F., and Sasser, W. E. (1990), Zero Defections: Quality Comes to Services, Harvard Business Review, 68, 105-111.12.Stone, M., Woodcock, N. and Wilson, M. (1996). Managing the Change from Marketing Planning to Customer Relationship Management. Long Range Planning, 29(5), 675-683.13.Womack, J. P. and Jones, D. T. (2005). Lean Consumption, Harvard Business Review, 83(3), 58-68. zh_TW dc.identifier.doi (DOI) 10.6814/THE.NCCU.EMBA.038.2019.F08 en_US
