中文論文摘要 在外部環境及競爭對手的衝擊下，台灣的證券業者已非以往單純的擴充營業據點便可因應，而且證券商的經營除了受到法令、社會及經紀等環境影響外，公司的經營績效及創新業務模式在未來的競爭下將相形重要。 如何了解公司自身的優勢及劣勢，同時體認環境的威脅及機會，並使公司的資源做最佳化的調整，將是現今最重要的課題。 同時因應消費者時代的來臨，證券商有必要調整過往以產品為導向的思考模式，導入客戶滿意度的服務經營方式，在兼具資源有效配置的應用下，才可能在眾多證證券商中脫穎而出。 就如以上的考量，目標行銷將是一個很好的解決方式，因為目標行銷的運用可以降低證券商無效率散彈打鳥的行銷模式，同時可以透過市場區隔來了解及分析客戶的實際需求，並進而提供有效的服務及金融商品，來增加客戶滿意度及對證證券商的忠誠度。 過往證券商的資源運用是以一視同仁的方式進行，所以對證券商貢獻大的和貢獻小的所分配到的資源幾無軒輊，而透過市場區隔後，了解客戶對證券商的貢獻及交易行為後，便能提出具體的資源運用方式，來極大化資源的使用效率。 所以本研究希望藉由對客戶的交易行為的分析進行客戶分群，並於分群後進行個別客群的業務活動，來提升證券商的營運績效，同時對於競爭證券商產生差異化，創造證券商獨特的競爭優勢，造成客戶與證券商雙贏的局面。 / Abstract The changes of external environment and increases of competitiveness have continuously impacted the local securities houses. The traditional business target is to gain market share by adopting branches-extension strategy, has no longer worked out under current circumstance. Therefore, the more critical issues for winning out of the future races are altered to focus on profit bottom-line and innovative business model as well. To achieve the business goal, management level of securities house needs to recognize the weakness and strengths of company itself and find out the external threats and opportunities in order to optimize the allocation of company resources. In the mean times, managers need to adjust the product-oriented way to customer-oriented way of thinking. Only maintained customers with higher satisfactions and royalties can create more value of business. Target marketing seems to provide an attractive solution for managers, who believe the more concentrative sales effort will cause the less cost and eliminate inefficient moves. Management level needs to consider increasing customer satisfactions and royalties by providing right financial products to meet customer needs. Managers of securities house used to treat the customer as the same and adopt the mass marketing strategy. That means situation can be improved if customer can be separated into different segments by their profit contributions, and it will help mangers to propose more efficient and effective strategy to maximize value of company. This study is to find key factors out of various transaction behaviors then categorize customers into specific segmentations. According to each segment of customers are proposed appropriate products and services in order to create differentiation and particular competitive strengths of company.

英國TESCO導入CRM系統後，從激烈的競爭環境中脫穎而出，躍身為英國第一大零售商，南韓Homeplus在地鐵候車月台導入虛擬商店的成效也相當亮眼，回顧台灣零售業亦處於競爭激烈的情況，便利商店與量販店的密度在亞洲名列前茅，本研究以台灣家樂福為個案，探討家樂福顧客忠誠計畫中的目標行銷工具之效益。家樂福目標行銷工具-以優惠券系統為主體，透過優惠券系統開展新形態促銷活動的程序；因此本研究以優惠券系統出發點，探討創新、客戶服務、營運績效彼此間是否具有正向之影響。

在面對今日多元化之社會, 企業間之競爭愈來愈激烈, 消費者之需求也愈來愈多樣化 , 因此「大量行銷」和「產品差異化行銷」已無法因應銳變迅速之今日, 於是「目標 行銷」成為今日產銷哲學之主幹, 而市場區隔尤為其首要步驟。 有鑑於此, 本研究著重探討市場區隔之理論與實證。在統計方法上, 采用自動互動檢 視法, 其為一逐次搜索之分析工具, 過程中還可用樹形圖來配合說明, 甚為方便; 但 因其未考慮解釋變數間之互相關性, 同時分析結果也未作統計顯著性檢定, 遂佐以復 分類分析法。其本質上為一虛擬變數回歸模式, 屬於一般線性模型之一種, 假設解釋 變數間存在有加法性。綜合上述兩種統計方法, 解釋變數與反應變數各為名目與區間 尺度所衡量之資料。 實證上, 就罐裝咖啡每個月之飲用量( 以罐為單位 )當作反應變數, 以性別、年齡、 教育程度、職業、所得、婚姻狀況等為解釋變數, 采用SAS/IML 與MACRO 為本研究主 要之程式語言, 進行市場區隔, 俾使企業界發掘和比較行銷機會, 據此作有效之產品 與行銷組合。

行動電話早已成為大多數人日常生活中的必需品。在台灣，幾年前行動電話普及率便已超過100％，手機市場是一個非常成熟和相當競爭的市場。手機供應商在市場上提供不同平台（作業系統）產品，來滿足消費者的需求和與其他手機製造商競爭。任何新的公司誰想要進入這個飽和的手機市場，並與其他供應商競爭，將是一個很大的挑戰。 ABC是一個國外品牌的手機供應商，自行開發Windows Mobile平台的手機產品在世界很多地區和國家行銷多年。該公司決定進入台灣市場，第一階段選定一款PDA手機作為進入市場的先驅產品。這項研究的目的是想要瞭解這一外國品牌如何來進入這個成熟的市場，研究者將運用一般行銷人員廣泛採用的行銷計劃相關過程，來進行分析與建議。 這個新品牌理想的行銷策略是什麼？如何區分市場和選定目標市場？什麼樣的定位最適合這的產品？要找什麼樣的銷售管道？研究者在做了相關的分析包含消費者分析、競爭者分析、SWOT分析和STP分析後，建議此新品牌應該在較小市場採取”焦點差異”策略的目標行銷、只選定兩個市場、並定位該研究產品為商業人士的手機。研究者也依據所建議的策略和STP結果，提供行銷4P的作法。希望這些建議可作為該新品牌規劃行銷計畫的參考。除此，這份研究也可做為其他任何對於在台灣銷售行動電話業務有興趣的公司來參考。 / Mobile phone has been in our daily life for the majority of the people. In Taiwan, the penetration rate had been over 100% a few years ago. The mobile phone market is very mature and competitive. Phone suppliers in the market provide different platform (operating system) products to meet consumer needs and compete with other phone manufacturers. Any new player who wants to get into this saturated phone market and compete with other suppliers would be a big challenge. ABC is a brand phone supplier being designing Window Mobile products and selling them in many countries for years. The company decided to enter Taiwan market with a selected PDA phone for the first phase of the entry. This study is aimed to realize how this foreign brand can penetrate into this mature market by going through most of the processes of preparing a marketing plan which is widely used by markers. What strategy is ideal for this new brand to adopt? What segments should be targeted and how the brand should position the studied product? What channel partner should be considered? After going through customer analysis, competitor analysis, SWOT analysis, and STP process, the researcher suggested this new brand pursue “differentiation focus” strategy to differentiate the studied product with competing products in a narrower market, target only two selected segments, and position the studied product as a business user device. The researcher also suggested suitable marketing mix based on the recommended strategy and STP to penetrate this market. This study result can be a good reference to the new brand company and any other companies who might be interested in the same business in the industry.