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以服務為導向之電子保險郭淑宜 Unknown Date (has links)
近年來資通訊科技蓬勃發展,消費行為也伴隨著世代交替,迅速朝電子化交易方向前進。未來服務業者如果要獲得消費者青睞,勢必要掌握此趨勢以提供具競爭力之電子化服務網路。順應此潮流並結合開放式創新之服務思維,保險產業之商業活動模式也有必要與時俱進。今秉此理念,特以服務為主軸來舖陳電子保險之營運創新。
以服務為導向之電子保險,將為保險業引進業務拓展利器、導入產業正向競爭並帶動少紙化之環保節能意識。本研究將探討務實可行之電子保險整體方案,以規劃保戶及業務服務人員網路自主交易之電子保險服務平台,並同時適用於多元行銷通路、多元商品及利害關係人。業務服務人員可透過電子化的服務平台,來取代傳統採取紙本或親訪的服務模式,讓保險業務的推動亦注入新科技,優化保險服務環境。
行動商務與雲端化服務是目前資通訊科技主流,主要特性是滿足與創造客戶需求,創新商業模式與服務也多根基於此。服務創新也代表企業經營者的思維已經提升到「想要賺錢唯有靠服務」的層次,企業愈是願意在服務上投入成本,愈能在不景氣中逆勢成長。本研究提供一具體的學理依據來支撐所需之論述,將隨選隨需服務之創新思維及關鍵接觸點之服務循環架構融入保險業的組織營運當中,達到緊密互動、安全便利及競爭力提升之營運目標。目前台灣正積極發展行動支付及第三方支付的業務,保險業者可以透過與銀行或資通訊業者之異業合作或策略聯盟,來強化電子保險金流之安全及便利性。
論及電子保險之營運服務,調查國內外使用需求,證明此潮流勢不可擋。依國外經驗,在保戶申請網路投保的身分認證方面,是以信任為主,再以投保後的回訪確認為輔;在保險監理方面,著重利害關係人權益的保障,賦予保險公司取得更多保戶個人資訊的機會。保險公司於規劃本項服務,可同時導入企業作業流程管理機制來整合傳統與電子保險之營運流程,以發揮服務綜效並完善內部控制。
依壽險業推動電子化之現況,目前積極發展行動投保服務,已有保險業者獲准實施。有關監理之現況,主管機關對電子商務保險採取漸進、分段式開放之監理政策。雖然已頒佈電子保險商務相關法規,並核准販售簡易型商品,惟受限於電子簽章法令規範及消費者使用意願,因此現今電子保險商務行銷通路遲未能普及化。
電子保險之創新服務,乃以保單生命週期程序來規劃各項服務功能,在各關鍵接觸點上,藉由一條完整的電子保險服務網,串接形成資料流及金流,各截點互相勾稽,形成安全的資料保護機制。提供保戶自主或由業務服務人員協同的網路作業環境,且可以選擇與傳統保險服務功能交叉運用。電子保險之所以能夠建立利害關係人彼此間之信賴感,並促進其普及運用,乃歸因於各種資料庫或知識庫均由保險公司依其營運策略及需求所整合產出,資料有其完整及正確性,也較容易取信於使用者。同時,藉由資訊科技之自主運用,以滿足消費者「知」的權利,並降低資訊不對稱之狀況。本研究結合資通訊及金融產業的行動化科技設備,提案數項創新服務功能及其營運管理措施,供保險業者參考。
對潛在保戶之創新服務流程,保險公司設計與潛在保戶之專屬保險資訊互動平台,讓消費者了解保險的重要性及其需求所在。對行銷或招攬服務人員之創新服務流程,運用已發展成熟之電子輔訓工具,落實訓練及管理,以發揮督導及監控的功能。對新保戶之創新服務流程,規劃電子投保服務管道,將「主動投保」與「招攬及協同投保」均納入電子投保研究範疇,採漸進且務實的程序來達到完全電子化目標;至於行動投保服務,期盼主管機關能夠在業者兼顧業務、服務、法令及內控之下,廣開善門。對舊保戶之創新服務流程,為因應理賠外來紙本文件的多樣及複雜性,目前已經有保險業者推出行動理賠的創新服務,雖尚在萌芽階段,若輔以增加內控及風險管理機制,相信短期內得以成熟普及。
在電子保險之創新服務當中,資通訊及金融產業之行動化科技設備之防弊或即時警示功能,需要獲得相對的進步才能滿足企業的風險考量。依電子保險之營運特性,建構商業模式,以符合經營階層投資本項服務之目標。依電子保險之服務特性,管理階層於訂定創新服務流程之導入計畫當中,需審慎評估投資、成本及預算事項。
在保險監理方面,建請主管機關適時檢視電子保險相關法規或建立專案專審之常態機制,來協助保險業者推動本項服務。責成保險公司落實業務招攬、核保及理賠之管理;妥善保存電子資料,並提供保戶查閱之服務;增訂電子保險資料勾稽或帳務核對之自行查核事項。
以服務為導向之電子保險概念及架構,可供規劃創新服務管理模式之參考。期待各利害關係人能夠秉持誠信原則,共同營造虛擬網路環境的信賴感,並藉由產官學界的努力研究,讓保險服務得以享受資通訊科技所帶來之效益。
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健康服務產業創新服務之研究-以健檢中心為例 / Innovative service of health industry: a study on health examination institutions.郭育成, Kuo, Yuh Chen Unknown Date (has links)
台灣地區生活型態與人口結構的急遽變遷、老年人口快速增長、疾病型態改變、國民所得提高、醫療支出持續增加以及政府民間對預防醫學的重視,「預防醫學」之風氣逐漸形成,也帶動台灣健檢產業像雨後春筍般蓬勃發展。
本研究透過個案研究的方式,使用Betz(1987)的創新類型及Gobeli & Brown(1993)的創新過程兩種不同的創新理論,對7家專業健檢中心及2家醫院附設健檢中心,進行現況分析,分類並歸納出各個案的創新特性及差異,提出可能產生的問題因應策略。
研究發現,不同本質健檢機構的創新靈活度就會有很大的差距;
在開創階段重視形象塑立、業務開發,及硬體投資多於強調本業-「健康服務」,.在「商品開發力」方面朝分「主題式商品」、「檢驗設備」、「擴展市場」及「異業服務」四類,以主題式商品居多,其次為強化檢驗設備,健檢市場發展成熟,為因應醫療環境的改變,更擅於利用「應變元素」避險佈局。
根據研究結果,建議健檢中心仍應先著重於預防醫學專業及檢驗技術,定義能契合顧客價值的創新性產品,執行一套內隱的系統制度,其創新的核心靈魂是回歸到「健康」、對生命的尊重,提供顧客永難忘懷的服務,才是撼動人心的競爭優勢。 / During the past decades, the change of life style and growing of aging population in Taiwan have leaded to a great alteration of disease patterns. As the Gross Domestic Product increased in this country, the global medical expenditure increased year by year. Due to the widely accepted concept of “prevention is better than cure”, the importance of health examination is becoming more and more significant. Thus, the number of health examination institutions in Taiwan is growing rapidly.
In this research, cases studies using two innovation theories including “Types of Innovation” (Betz, 1987) and “Innovation Process” (Gobeli and Brown, 1993) were implemented. Current situations of seven health screening clinics and the health screening center of two hospitals in Taipei metropolitan area were analyzed, re-classified, and compared to identify the distinct innovation characteristics in different health examination institutions. The problems that might happen in these institutions were disclosed and their resolutions were tried to found.
This study discovered that there is a great difference in innovation flexibility between health examination institutions of different nature. In the initial stage of these institutions, most of them focused on image-shaping, business development and hardware investment rather than on the fundamental medical services itself (i.e. health examination). There were four ways used to strengthen product development: theme product, investment on instrument facilities, market expansion and strategic alliance. Among them, theme product was the most popular and investment on instrument facilities, the second popular method used. As health examination market was well grown, these institutions were skilled in using there reality-confronting ability to face the competitive healthcare market.
According to our results, we suggest the health examination institutions still need to focus on their basic competence: preventive medicine, and health care technology. In addition, they should be able to develop a tacit system to define innovative products that match customers’ value. The core of innovation in this industry should begin from “health”. By having respect to human life and creating the health and empathy business model, health examination institutions can provide the value co-created with customers and thus, maintain competition advantage.
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知識密集服務業的創新研究-以工研院全溫層物流技術的創新服務系統發展為例劉詩平 Unknown Date (has links)
我國經濟發展早期建立於價格低廉且素質高的勞力密集生產,政府的出口導向貿易政策,促使台灣成為製造業為發展重心的經濟型態,台灣經濟成長動力來源遂以製造部門為主,但在面對全球知識經濟發展的競爭壓力下,謀求轉型升級成為亟欲探討的課題。另外,全球化的發展趨勢下,開發中國家擁有大量的廉價勞力,在比較利益的原則之下,使得台灣長期以來依賴製造與出口為經濟重心的發展模式受到了相當程度的影響。因此在製造部門為了維持企業競爭優勢而將工廠外移的隱憂下,台灣如何以知識密集服務業造就下一波經濟成長的動力,此為亟欲探討的課題。
服務業占我國經濟結構比重已超過三分之二,但是我國服務業之整體知識密集度仍有提升的空間。長期以來我們對於創新的認知大多集中於製造業的範圍,忽略了服務業創新與創新過程中服務所扮演的重要角色,因此,我國對於研發與創新的理解也須跳脫硬體和製造的層次。
本研究由服務系統與創新構面的角度切入,探討選取個案中的服務創新因子,並歸類出其創新驅動的形式。研究問題如下:
1.創新服務核心技術應用在服務系統發展的關鍵點為何?
2.知識密集服務業的創新成果與服務創新之間有哪些重要的構面?構面之間的互動對創新成果的影響為何?
3.知識密集服務業的創新驅動可能因子有哪幾種形式?
本研究以個案訪談及蒐集次及資料為主要分析來源,本研究選取對象,以策略性服務業科專計畫中,工研院能資所開發的全溫層保鮮系統服務為主,其中包括工研院能資所開發技術的過程,以及大榮貨運、台灣宅配通、中華郵政三家移轉服務系統的宅配業者。而本研究主要結論如下:
1.知識密集服務業創新服務技術發展的關鍵,在於與服務業者的共同開發合作。
2.服務創新構面中新服務觀念、新交付系統、新顧客介面等三構面會影響服務創新的成果,服務創新構面需互相配合。
3.服務創新構面中技術選擇不具關鍵性,服務決定技術,而非技術決定服務,但技術採用可加速新服務創新的實行。
4.服務創新驅動因子來自供應商、服務業者、客戶端。不同創新驅動因子有不同創新驅動形式,如客戶導向的創新驅動、供應商支配的創新驅動、服務業者的創新驅動與共同合作開發的創新驅動。
5.技術層次與對服務的認知決定服務創新驅動的形式。
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以創新服務模式探討PChome 24小時購物 / The exploratory study of PChome 24hours online shopping by using innovative service model許純瑜, Hsu, Chelsea Chun-Yu Unknown Date (has links)
為了追求顧客高滿意度是服務業不斷努力的目標,經營電子商店的廠商紛紛絞盡腦汁,以迎合顧客需求,PChome有別於其它業者在網路購物市場找到利基,2007年1月改以強調「速度」新服務概念推出24小時送達的購物服務,由大幅成長的月營收表現可得知此服務被消費者廣為接受。此外PChome 24小時購物更榮獲97年度經濟部「產業創新成果表揚」的產業製程/流程創新獎。因此PChome為何成立24小時購物,且如何規劃設計流程,將此創新服務透過什麼方式傳遞給顧客,為亟欲探討的課題。
本研究以Hertog & Bilderbeek(1998)提出的服務創新四構面模型作為研究的基礎,探討PChome 24小時購物的創新服務,本研究問題如下:
1.PChome推出24小時購物專區的動機為何?
2.PChome 24小時購物的創新服務與創新成果可由那些構面來觀察?
3.PChome 24小時購物的技術選擇構面與其它構面的關係為何?
4.PChome 24小時購物在創新服務之經營運作成功經營的關鍵為何?
研究結論如下:
一、PChome 24小時購物精準掌握消費者需求產出新服務概念,解決顧客下訂單之後等太久的困擾,為顧客創造價值才是創新的根本。
二、PChome 24小時購物的「新服務概念」、「新客戶介面」、「新服務傳遞系統」、「技術選擇」四構面都有相當的創新。
1. PChome 24小時購物服務的內容與特色鮮明,鎖定需要快速收到貨的目標族群,在網路購物市場找到獨特利基優勢。
2. PChome 24小時購物在新客戶介面提供「容易操作」、「容易查詢」商流服務介面,有助於創新服務的表現。
3. PChome 24小時購物設計三個新流程- -(1)商品選購、(2)成立倉儲物流中心集中管理商品、(3)宅配送達,來處理商流、金流、物流、資訊流。
4. PChome 24小時購物的核心技術策略,成功開發「快速供貨管理系統」及「硬碟式倉儲管理儲存模式」二個IT系統,成功作到資訊即時整合,讓訂單零時差、出貨零時差、庫存零時差,為技術選擇關鍵。
三、「技術選擇」在PChome 24小時購物創新服務的扮演不可或缺的關鍵性角色,技術決定服務,支撐「新服務概念」「新服務傳遞系統」、「新客戶介面」其它三構面。
四、PChome 24小時購物的行銷、分配、及組織發展策略奏效,連結新服務概念、新客戶介面、新服務傳遞系統,成功推行創新服務。
1. PChome 的行銷策略鎖定需要迅速收到貨的目標市場,提供多樣產品選擇,強化24小時購物品牌形象。
2. PChome 整合統一速達的宅配,提供24小時購物服務,與為分配策略重要的一環。
3. PChome 24小時購物的組織發展策略,在組織資源及能耐已有足夠的能力規劃及經營管理此創新服務。
五、PChome 降低消費者交易成本,縮短交易流程及時間,加速消費者採納24小時購物。
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電子娛樂器材之創新經營模式-以銀髮族之運動需求為目標市場 / An innovative business model of electronic entertainment kiosk - based on the exercise demand of senior.蔡孟宏, Tsai, Meng Hung Unknown Date (has links)
本創新找出三種現有的電子遊樂機來滿足高齡使用者對於復健運動產品的需求。這三種產品可針對高齡使用者的平衡度、手部及腳部進行運動復健,讓高齡使用者在復健運動的同時仍能享受到電子遊戲的娛樂性。因此,本創新為現有的電子遊戲機找到不一樣的行銷市場。現有電子遊戲機的主要市場是青少年,但本創新是以高齡使用者為主,以老人安養機構為主要採購者,讓既有的產品重新定位、找到新市場。
本創新從機台、廠商、老人安養機構以及高齡使用者四方面提出不一樣的服務模式,以供廠商以及老人安養機構參考。本創新特別針對老人安養機構的特性及財務狀況提出三種不一樣的經營獲利模式,透過不一樣的營利模式面對不一樣的狀況,讓電子遊戲廠商以及老人安養機構能夠有所交集,創造出一個前所未見的新市場。 / This innovation business model discovers three electronic entertainment kiosks in the market which meet the demands of senior. These products can be used for the rehabilitation of senior, including balance, hand movement, and foot exercise, allowing users be entertained when they engage in their rehabilitation.
This innovation business model explores a different market for electronic entertainment kiosks. The main market for electronic entertainment kiosks is usually junior, but this model discovers a market for senior user, which the nursing agencies are major buyers. In this case, the product function and purpose is redefined, allowing it to target a new market with a different position.
This research proposes a service business model for manufacturers and nursing agencies from four dimensions: electronic entertainment kiosks, manufacturers, nursing agencies and senior users. Also, it points out three profitable methods that will fit the situation of nursing agency characteristics and financial situation. Each method is designed for a different situation, allowing video game makers intersect with nursing agencies, which will create a brand new market.
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大中華地區跨域實境事業之創新經營模式─以KTV產業為例 / An Innovative Business Model of Across Area Service - A Case Study of KTV Industry李旗川 Unknown Date (has links)
在大中華地區,與親朋好友至實體店面KTV唱歌是極為常見的娛樂方式,但近年來至外地念書以及至外地工作的情形屢見不鮮,因此要與親友齊聚一堂、共同歡唱實屬不易。本研究的目的乃是要提出一種創新服務的經營模式,藉由現有攝影、投影和軟體技術的組合與改良,搭配空間情境的塑造,打破地域的限制,滿足不同地區親友與網友跨地域聚會歡唱的需求。
為了找出可行的商業模式,本研究透過實地訪查臺北、北京、深圳以及雲南等地的實體店面KTV,以比較各地經營模式與服務內容的差異性;並透過實際嘗試使用線上KTV網站,以了解目前線上KTV的營運模式與優缺點;更透過訪談各類潛在消費者以及問卷調查與分析,來確認目標客群並評估目標市場的大小。本研究從調查中發現,此種跨域實境的服務除了可以滿足各地親友互相聯繫的需求外,還可滿足商業溝通、愛唱歌者媒合以及陌生網友聯誼等需求。本研究針對這四種需求的目標客群,設計不同的行銷計畫與收費方式,並提出階段性的事業發展計畫。 / In the Greater China region, singing at KTV with friends and family members is a very common entertainment. Studying and working outside the hometown has become very popular recently, so if you want to sing and gather with family and friends it may be quite difficult. The purpose of this study is to propose an innovative service business model, by combining and improving the existing photography, projection and software technology. The purpose will be achieved by shaping space scenarios, creating innovative goods and services that can break the geographical restrictions, and will give people opportunity to gather together.
In order to find the viable business model, in this study I will compare differences between business model and services in KTVs in Taipei, Beijing, Guangzhou and Yunnan. I will try to use the online KTV site to learn the operating mode, pros and cons of online KTV, interview potential consumers, use the questionnaire survey, and then evaluate the size of the target market, identifying target customers and a viable business model.
After being verified and amended repeatedly, this service will not only satisfy the demand of those, who want to gather with relatives and friends, but will also satisfy the demand of commercial communication, matching the people who love singing, and will also satisfy the activities of unfamiliar netizens. In this study, according to the demand for these four target customers, different marketing plans and charging methods will be designed, and phased development plan will be proposed.
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IC設計產業創新服務營運之研究 – 以山寨產品之案例分析 / An innovation service model study of IC design industry – cases study over Shanzhai products王德仁 Unknown Date (has links)
臺灣半導體產值已佔全球半導體產值的百分之二十,而臺灣IC設計產值亦已佔全球第二位之重要位置,然而現今在全世界之市場、產品定義、及產品規範都掌控於歐美世界大廠之手,臺灣IC設計產業如何擺脫低價競爭之厄運,甚至有時就算低價競爭,也無法在歐美IC設計大廠已攤平開發成本下,在價格上取得任何優勢;因此在原有臺灣IC設計產業舊有之經營模式,大陸山寨市場提供一個絕佳從資通訊產業上、中、下游之產業鏈重組之模式,臺灣IC設計產業因此在經營模式上必須找出一可以創造產業鏈上、中、下游多贏之經營模式。山寨手機是目前相當成功的一個案例,也創造出一個華人市場特有的手機產業鏈模式,因此此一成功案例也成為目前臺灣IC設計產業最想複製並找出其中致勝之道。
本研究主要探討之問題有四:晶片設計產業,在擴散其核心競爭力時,往往是跨產業別之新的開始,應考量之要點為何? 為切入成熟市場,新的晶片設計公司從”邊陲市場”切入該產業時,產品需提供何種差異化?需提供何種服務並如何取捨? 晶片設計公司原本為腦力密集產業,強調是小而美;然而面對現今山寨產品之風行,山寨系統廠將營運重心轉往銷售及量產管理,則晶片設計公司在組織上如何因應此種產業分工之改變? 晶片設計公司之核心能耐擴展,在山寨市場所需具備之條件為何?
本研究主要藉由策略與組織、技術能力、與市場因素三個構面做為主要分析架構。由三主要架構再細分各架構之變項,在策略與組織中,共有企業經營團隊、核心競爭優勢、組織架構、及網絡定位等變項;在技術能力中,則有過去所累積之產品開發經驗、內部知識傳遞之效率、外部可利用之資源網絡、產品開發管理制度、組織學習能耐及企業之知識管理系統等變項;在市場因素中,則有市場需求之變化、產品行銷、產業合作網絡、及政策因素。
本研究所獲得之研究發現則針對於策略與組織、技術能力、與市場因素此三構面分別描述如下:
一、 在IC產業擴展產業別時,穩扎穩打以鞏固進入產業核心競爭力之根基為企業領導者之主要任務,因此循序漸進為較適當之策略展開作法。
二、 IC設計公司為對客戶提供更多的服務,且面對新的挑戰時,從現有組織分出一獨立組織,或是在公司內部創造出新的組織結構,以便重新定義新流程或定義新的工作型態。
三、 當IC設計產業為因應山寨產業之生態,若需跨足原先IT產業分工中,屬於品牌廠所需負責之工作時,因財務之負擔,必須審慎以對。
四、 企業以”邊陲進入”之模式切入成熟產業,若在硬體平台相類似下,僅以低成本之差異,但無法取得消費者在其他產品特性方面之認同,則將難以形成產品認同。
五、 企業在跨入其他產業時,利用購併之方式快速取得核心技術,重新定義新任務所需之流程及價值觀為首要任務。
六、 技術追隨者在進入市場時,選擇以”邊陲市場”進入為一正確之選擇,然而利用”五力分析”分析市場競爭者之動態,隨時調整本身策略為更重要之功課。 / According to the market report, 20% market share of world wide semiconductor market is supplied by Taiwan’s companies, and the total market share of Taiwan’s IC design house is ranked as second within world wide IC design companies. But until now, all of the product definition and product specification are dominated by USA or Europe companies. Even to offer the price competition strategy to the target market, sometimes Taiwan’s IC design house also cannot break even by the traditional quickly follower business model. China market offers a good market, which is different with the traditional business model, to re-organize the business chain, and we called it as “Shanzhai” market. Taiwan’s IC design company could define a new business supply chain to win back some market share within the mature market. “Shanzhai” mobile phone market is a successful case, and it also create a special business supply chain within Chinese countries. Based on this successful case, other Taiwan’s IC design companies also want to analyze and find out the successful business model.
Within this research, there are four questions should be covered, and shown as below.
Within the IC design industry, what’s kind of consideration should be discussed when it try to expand it’s core competition?
When a new IC design company want to cut in a mature market, what’s kind of service should be considered except the product differentiation?
IC design house is a high technology company and focus on small size but with high quality engineers. If IC design companies tried to target on servicing the “Shanzhai” market, they how to re-organize the traditional organization to meet the different models with small quantities business models.
To expand the IC design house core competition for servicing “Shanzhai” market, what’s kind of conditions should be prepared?
Within this research, it consists and discussed from three dimensions which are strategy and organization, technology capability, and market factors. Under the three dimensions, there are some detailed key factors should be covered. Under the strategy and organization, it should cover company management team, core competition analysis, organization structure, and the position within the supply chain. Under the technology capability, it should cover the product development experience, the knowledge communication efficiency internally, the learning capability of new technology, and knowledge management system. Under the market factor, it should cover the analysis of market demanding, market promotion, business cooperation, and policy consideration.
By the three dimensions(strategy and organization, technology capability, and market factors), this research have the following finding.
1. When the IC design company expand it’s core business, it is better to expand the core business sequentially as it’s strategy.
2. In order to provide more new services other than traditional services of IC design company, the IC design house is much better to organize a new supporting organization or re-organize a new section to support to re-define the working SOP or define a new working model.
3. In order to service the “Shanzhai” market, the IC design company may involve the service of traditional brand name company’s business. The financial burden is a critical issue should be considered at first.
4. When the IC design house tried to step into a mature market as technology follower, it should try to find other differentiation point other than lower price only.
5. When the IC design house try to merge other IC design company for quickly step into a new market, the first priority is to re-define the new working SOP and target task for new group.
6. The technology follower select a second/or third priority market as their target market is a correct selection. But the most important is to adjust the own strategy dynamically according to competitor’s status.
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傳統機械業雲端應用效益之研究 / The application of cloud services in traditional mechanical industry譚潤安, Tan, Jun-An Unknown Date (has links)
近幾年來,雲端應用已是非常普遍現象,雲端計算是推動巨量資料( Big Data)分析與與開放資料界面等關鍵服務之營運模式,同時在近來熱門話題如物聯網、智慧城市、工業4.0等扮演著重要角色。
本文研究目的係探討台灣傳統機械業製造廠使用雲端服務的狀況及如何運用雲端服務創造效益;本研究是以F公司為研究個案,研究個案如何透過雲端應用增加企業效益、顧客滿意度,在當前環境下如何以擬訂之策略增加競爭對手門檻及產品區隔市場,並符合現在趨勢,以迎接工業4.0雛型做準備。
本研究透過個案資料收集、相關文獻探討及個案執行人員訪談,探討雲端服務在傳統製造業為公司經營所創造之效益。本研究從「傳統機械業遇到的挑戰與策略」、「個案F公司背景及營運現況(公司、產品、顧客)」、「雲端計算的應用」、「傳統機械業加上雲端應用後的效益」四個面向切入探討。
研究發現,傳統機械業在雲端應用的利益,不僅可以成為公司銷售策略、提升現有服務的品質更能以創新服務協助企業做節能診斷與建議,這樣不僅替客戶節省成本,並且增進顧客滿意度及黏著度。而另一個發現是透過雲端應用,可進一步作供應鏈管理,減少企業備料時間及降低庫存,使企業在激烈的競爭環境中,降低成本、增加毛利並創造企業長期的競爭優勢,同時為未來工業4.0之引進做準備。
關鍵字:雲端應用、傳統機械業、增加企業效益、 創新服務、增進顧客滿意度、
工業4.0. / Cloud applications have become prevalent in recent years. In particular, cloud computing is the operational model in key services for promoting big data analysis and open data interface. It also plays the vital roles in recent popular subjects, such as the internet of things, smart city, and industry 4.0.
The objective of this study is to explore the current conditions of how cloud services are utilized in the traditional machine factories in Taiwan and to create benefits. With Company F as the case, this study examines how cloud applications are used to improve corporate benefits and customer satisfaction, as well as how strategies should be formulated for market differentiation to increase competitiveness, connect with current trends, and prepare for the prototype of industry 4.0.
Through data collection, literary review, and interview with project implementation staff of the case, the study explores the benefits that cloud applications generate for the traditional manufacturing businesses. There are four focuses of investigation in this study—challenges encountered and strategies formulated by the traditional mechanical industry; case study of company F, including company background and the existing operation concerning the company, product and customers; applications of cloud computing; benefits of cloud applications on traditional mechanical industry.
It is indicated in research findings that in the traditional mechanical industry, the benefits of cloud computing will not only become corporate sales strategy and improve existing service quality, but also provide diagnosis and recommendations on energy saving for corporations with innovative services. This will help clients cut costs, and improve customer satisfaction and adhesion. An additional finding is that cloud applications can further manage the supply chain, minimize lead time, and reduce inventory, which enable corporations to reduce costs, increase gross profits, and create long term corporate advantages in a competitive environment to prepare for the upcoming industry 4.0.
Keywords: Cloud applications, traditional mechanical industry, improve corporate benefit, innovative service, increase customer satisfaction, industry 4.0.
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