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    Title: 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
    Authors: 周淑珍
    Chou, Shu-Jen
    Contributors: 巫立宇
    Wu, Lei-Yu
    周淑珍
    Chou, Shu-Jen
    Keywords: 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
    Date: 2019
    Issue Date: 2019-03-06 12:20:37 (UTC+8)
    Abstract: 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.
    Reference: 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.
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    106932419
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0106932419
    Data Type: thesis
    DOI: 10.6814/THE.NCCU.EMBA.038.2019.F08
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

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