| dc.contributor.advisor | 邱志聖 | zh_TW |
| dc.contributor.advisor | Chiou, Jyh-Shen | en_US |
| dc.contributor.author (Authors) | 李湘君 | zh_TW |
| dc.contributor.author (Authors) | Lee, Hsiang-Chun | en_US |
| dc.creator (作者) | 李湘君 | zh_TW |
| dc.creator (作者) | Lee, Hsiang-Chun | en_US |
| dc.date (日期) | 2021 | en_US |
| dc.date.accessioned | 1-Nov-2021 11:55:01 (UTC+8) | - |
| dc.date.available | 1-Nov-2021 11:55:01 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Nov-2021 11:55:01 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0108932035 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/137661 | - |
| 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) | 108932035 | zh_TW |
| dc.description.abstract (摘要) | 本研究以4C策略行銷理論為研究依據，並以C公司為例研究企業組織掌握初期成長契機及成功轉型面對外在環境變化、洞悉產業發展趨勢及優化競爭力的努力及決策過程，運用4C策略行銷架構，建立概念模型，說明各成長階段之重要應用關鍵要素。 順應產業環境需求，發揮企業本身所具備的核心能力，整合並滿足利害關係人期待，善用企業組織效能及獲取市場信賴，取得競爭優勢，是企業、組織得以生存及成長的關鍵要素。但面對動態競爭環境的形成，外部干擾因素的影響，成功的企業必須建立核心價值，創造資源優勢成為策略形成的依據，掌握目標市場及目標客戶，並滿足其對交易行為所能獲得效益的期望。 本文以策略行銷架構分析各種影響交易行為的成本發現，道德危機成本為企業組織永續經營之關鍵要素，公司對外建立公司信譽並獲得客戶忠誠度，對內團結組織及激發榮譽感的重要信念，唯需付出之機會成本及凝聚內部共識為成功之重要關鍵；此外，企業成長階段應以強化外顯單位效益成本為首要市場進入策略，佔領及貼近市場需求，持續強化產品與服務競爭力；強化資訊搜尋成本佈局，依產品定位及訴求對象而異，特別在企業轉型需要獲得市場認同。專屬陷入成本部分的運用則有如一把雙面刃，雖能增強顧客黏著度，但也會因其被綁定之警覺性而增加決定進行交換的時間甚至影響結果。 本研究所獲得的結論可提供給主導企業行銷策劃之高階主管或創辦人，更瞭解交易成本設計的重要性，能依企業本身所提供產品與服務核心能力，制定最佳行銷計畫，達成銷售目標之目的。唯市場變化為動態性，顧客之需求也隨時變動，行銷設計必須隨時洞察周邊環境與競爭對手，適時做出適當調整策略，以確保顧客及企業利益。 | zh_TW |
| dc.description.abstract (摘要) | This study was based on 4C Strategic Marketing concept to examine the case C Company to understand how it takes on the initial stage growing opportunity and successfully transformed to react to external changes, how it comprehends industry trend and excels its competence with endeavor and decision-making process. The study uses 4C Strategic Marketing framework to build conceptual model and describes the key factors applying to each growing stage.To fulfill industry environment needs, utilizing core abilities, satisfying stakeholder, earning market trust, obtaining competence, are the key factors of a company to survive and expand. However, facing dynamic competing environment with external interfering factors, successful company must establish core value, create resource advantage, and form the basis of strategies to satisfy the needs of target markets and clients.This study found that Cost of Moral Hazard is the key to sustainable management for a company; the company would succeed when it externally builds up enough reputation and gains client loyalty, internally unifies organization and stimulates honor and belief, as well as paying opportunity cost and organizational consensus. A growing company should emphasize on Cost of Buyer Efficiency as entry strategy to fulfil market needs and build up competence. It should reinforce Cost of Information Search, which varies on product positioning and target, especially market acceptance when the company is under transforming. The study believes the cost of Asset Specificity is a double-sided sword; it could strengthen customer bonding, but the customer will also be alerted and increase the time to make decision, even affect the result of exchange.The conclusions from this study can contribute to corporate executives or founders, who are leading the market planning. They could have better understanding of the importance of designing transaction costs, formulate the best marketing plan to achieve sales based on the company’s core capabilities, and provide products and services accordingly. Since the market is dynamic and the needs of the customer are constantly changing, such planners must have continuous insight into the marketing environment and their competitors to make appropriate, strategically timed adjustments to guarantee the interests of customers and the company. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1第一節 研究背景及動機 1第二節 研究目的 2第三節 研究架構及流程 3第二章 文獻探討 4第一節 經營模式 4第二節 行銷管理程序學派 4第三節 BMC商業模式 6第四節 安索夫矩陣 8第五節 交易成本理論 9第六節 策略行銷分析4C架構 10第三章 交通產業環境分析 17第一節 大環境分析 17第二節 產業分析 25第三節 買者需求分析 30第四章 個案研究- AI交通分析產品研發廠商之策略行銷 32第一節 C 公司商業模式分析 32第二節 C 公司之4C架構策略行銷分析 47第五章 結論與建議 61第一節 結論 61第二節 建議 63參考文獻 66 | zh_TW |
| dc.format.extent | 4195372 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0108932035 | en_US |
| dc.subject (關鍵詞) | 4C | zh_TW |
| dc.subject (關鍵詞) | 策略行銷分析 | zh_TW |
| dc.subject (關鍵詞) | AI交通分析 | zh_TW |
| dc.subject (關鍵詞) | 人工智慧 | zh_TW |
| dc.subject (關鍵詞) | 數位影像監控系統 | zh_TW |
| dc.subject (關鍵詞) | 4C | en_US |
| dc.subject (關鍵詞) | Strategic Marketing Analysis | en_US |
| dc.subject (關鍵詞) | AI Traffic Analysis | en_US |
| dc.subject (關鍵詞) | Artificial Intelligence | en_US |
| dc.subject (關鍵詞) | Digital Video Surveillance | en_US |
| dc.title (題名) | AI交通分析產品研發廠商之4C策略行銷分析-以C公司為例 | zh_TW |
| dc.title (題名) | A Study on AI Traffic Analysis Product System Integrator with 4C Strategic Marketing Analysis - C Company Case | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 1.Ansoff, H. I. (1965)。Corporate Strategy, New York: cGraw-Hill Press.2.Osterwalder, A. (2010)。Business model generation: a handbook for visionaries, game changers, and challengers. Hoboken, New Jersey: Wiley.3.Traffic Management Market worth $57.9 billion by 2024 (2021), https://www.marketsandmarkets.com/PressReleases/traffic-management.asp4.World Health Organization(2018) 。Global status report on road safety(2018), https://www.who.int/publications/i/item/97892415656845.交通部(2020) 。「交通科技產業政策白皮書」。6.交通部運輸研究所 (2020)，「運輸政策白皮書」https://www.iot.gov.tw/cp-78-200080-7609f-1.html7.交通部(2021) 。統計查詢網道安會統計(30日)，https://stat.motc.gov.tw/mocdb/stmain.jsp?sys=1008.林月雲 (2020)。經貿透視雙周刊第547期-《總論篇》不斷成長的產業 再創黃金10年 迎接智慧安控時代https://www.trademag.org.tw/page/itemsd/?id=767756&no=219.邱志聖(2020)。策略行銷分析：架構與實務應用，第五版，台北：智勝文化事業有限公司。10.邱志聖(2013)。插旗策略、撒網策略、圍城策略從一組EMBA学生的報告談起，策略行銷分析4C架構新知網站：http://sma4c.blogspot.tw/2013/05/emba.html11.邱志聖(2013)。大家都要學 Intel Inside的品牌策略，策略行銷分析4C架構新知網站：https://sma4c.blogspot.com/2013/01/intel-inside.html12.邱志聖(2012)。Facebook的4C良性循環，策略行銷分析4C架構新知網站：http://sma4c.blogspot.tw/2012/05/facebook-4c.html13.紀長興(2020)。台灣安控產業發展歷程與未來趨勢, https://mymkc.com/article/content/2333414.高登第、李明軒譯。”What Is Strategy?” HBR, November-December 199615.麥可．波特(2019)。競爭策略：產業環境及競爭者分析。天下文化。16.陳明哲(2018)。動態競爭研究與教學的「合一」：邁向文化雙融的整合。管理學報，第35卷第4 期，頁415-43617.張學孔(2019) 。智慧交通與科技執法之效益，https://reurl.cc/vqEOky18.稻盛和夫(2019)。一生懸命:稻盛和。商周出版。 | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202101622 | en_US |
