本研究使用系統模擬方式，模擬廠商間的交易情況，透過三項實驗設計與分析，找出對企業貢獻最大的廠商，實驗結果顯示PRM確實能為企業提升服務水準，帶來更多的收益並減少損失。 本研究之系統採用三層式架構進行設計，將系統分為展式層(Presentation Layer)、商業邏輯層(Business Logic Layer)和資料存取層(Data Access Layer)，各層之設計參考GoF的設計樣式(Design Pattern)，展示層使用MVC(Model-View-Controller)模式、商業邏輯層使用外觀 (Façade) 模式、資料存取層使用工廠(Factory)模式，降低系統間各模組的耦合性，並提高程式的可維護性。 關鍵字：系統模擬、電子化採購、夥伴關係管理

隨著網際網路的興起，網路銀行應運而生。十年多來，網路銀行在IT技術與相關法令方面，日益完整。網路銀行的競爭已由技術層面提升到行銷面，其中最重要的課題就是顧客關係管理。 顧客關係管理的實施對企業的流程、策略與組織結構等等都可能產生重大影響，因此需要將其定位為一種策略工具，才能獲得成功，不能只把它當成是一種科技解決方案。為了解成功的金融機構如何建立起其顧客關係管理策略，本文採用個案研究方法，透過了解台灣在這方面績效優異的金融機構，探討其顧客關係管理策略，以供有關業者與學者之參考。 關鍵字：顧客關係管理、網路銀行、金融機構 / In the internet era, e-Banking evolves exceedingly. Over the last ten years, e-Banking technology has grown day after day. e-Banking solutions are now readily available. Lately, competition in e-Banking is more on the Marketing aspect, rather than Information Technology itself. Among various important topics underneath Marketing, the most critical one is Customer Relationship Management. Implementation of Customer Relationship Management implies change of processes, tactics and institutional framework within an organization. Therefore, it should be positioned as one of the strategic issues rather than simply a tactic. In order to understand how a Financial Institution can establish its Customer Relationship Management strategy effectively, this paper adopts case study approach to explore what the Customer Relationship Management strategy of a successful Financial Institution entails. Key words: Customer Relationship Management, e-Banking， Financial Institution

企業在全球化趨勢影響下面對日漸劇烈的競爭，對於顧客需求快速改變必頇及時因應。同時在產品生命週期越來越短的情況下，如何有效率的生產以提昇企業績效，將成為企業是否具競爭力的重要關鍵。 企業為了因應顧客需求快速改變，企業產品品質必頇不斷跟著調整改善，才能符合顧客期望。而若高階主管能夠重視品質管理與改善，並全方位分析研究以掌握顧客需求，配合全體員工共同為品質改善而努力則會更有效率。品質改善過程需要相關零組件供應商緊密地配合，如果能夠與供應商發展長期穩定夥伴關係，互助合作對供應商交期也能有效縮短而穩定地供貨供料，共創雙贏這也將有助於提昇企業績效。 回顧相關文獻發現與供應商維持長期穩定關係將有助於穩定供貨供料，與供應商的關係從早先的互相競爭觀點，近年來已轉而成互惠互利共創雙贏、資訊利潤分享的合作關係。此外供應商的品質若能符合顧客標準對其競爭者相對來說也是一種技術門檻，公司培養的供應商又能維持良好的夥伴關係，對穩定供應商供貨將有所助益。 本研究透過資料分析認為若高階主管重視支持品質管理與改善，將能激勵員工朝著企業目標與願景共同前進，配合研究分析顧客需求並快速反應解決顧客之問題，能提高顧客滿意度。又依顧客需求投入資源協助供應商作品質管理與改善以通過或符合顧客標準，對產品品質與發展穩定供應商關係都很有幫助。而若能有長期穩定的供應商關係，對供應商供貨的穩定性也會很有助益，有穩定的供貨供料來源公司才能有效率地生產減少存貨，進而提昇企業整體績效。 / The market is increasingly competitive by the impact of globalization, and companies must respond in a timely manner to meet rapidly changing customers’ needs. In addition, product life cycles are shortened, and an efficient production becomes a key factor enabling companies remain competitive. In order to respond to the rapidly changing customers’ demand,companies must continuously improve the product quality. If the top management can focus on quality improvement, and conduct a detailed study understanding the customers’ needs with a full cooperation of employees, the company will be more efficient. Quality improvement process should closely cooperate with suppliers. If companies can develop a long-term and stable relationship with suppliers, a win-win situation will develop to improve business performance. It is found, from the literature review, that maintaining a long-term relationship with suppliers will stabilize materials supply. The relationship between companies and their suppliers has involved from competitive to mutual beneficial in recent years. In addition, it becomes a technical entry criterion, if the suppliers’ product quality meets customers’ requirements. The results of this study show that the top management involvement on quality management will encourage employees work toward company’s vision and objectives. If the supplier improve their quality certification or compliance with customers standards, its also a technical threshold relative to the competitors. Companies own specific training providers while maintaining stable partnership with the suppliers. Undoubtedly,it will also help to promote their competition.

近年來，隨著台灣燈具照明最大輸出國「美國」經濟的委靡不振，使得市場嚴重萎縮，再者，中國與東南亞廉價勞力的作用下，也讓燈具產業製造廠大量外移，種種大環境的不利因素，無疑對燈具出口值雪上加霜。然而，幸運地是在全球環保意識大幅提升下，各國紛紛倡導綠能生活，因此顧客對燈具照明之需求已從白熾燈轉為具節能減碳效果之LED光源，加上台灣經濟部推出「五八五白熾燈汰換計劃」更是為本研究個案公司創造新的轉型契機。 綜合上述，本研究個案公司藉此一波「綠能生活」趨勢轉折點，重新尋求企業定位以調整公司營運方向，利用顧客對燈具照明需求之轉變，藉此將企業文化導入顧客關係管理之經營理念，讓行銷聚焦於核心顧客關係管理模式，透過主動式之行銷策略，打造一隻堅強之顧問式銷售團隊，深入瞭解金字塔最上層之1%核心顧客需求並提供解決方案，增進顧客價值最大化，讓雙方合作形成牢不可破之「核心顧客管理協同階段」，孕育雙方命運共同體之革命情感，達成買賣雙方之雙贏策略。 有鑑於此，本研究個案公司利用個案公司中小企業特性，在資源有限的前提下，推廣顧客關係管理的過程。首先，運用Barrett(1986)提出80/20法則定律的行銷手法，搭配Zeithaml et al.(2001)將顧客分成四階層之「顧客金字塔」模型，尋求金字塔頂端的1%顧客創造企業99%的營收。接著，再透過Cheverton(2001)識別與選擇矩陣分類個案公司之顧客等級，藉由「顧客吸引力」與「相對優勢」雙軸之交叉找尋出真正的核心顧客。最後，依據上述個案公司所定義出之核心顧客，進行Hanan(2011)顧問式銷售的七大流程，並導入Rackham(2004)提出的SPIN理論，以顛覆傳統行銷的推式策略改為拉式策略，達到真正「以顧客為中心」之服務理念。 / The export to the USA that has played an important role in supporting the Taiwanese lighting industry has been impacted seriously by the worst American economy in these years. Meanwhile, it has also brought about shrinking LED lighting market sales badly in the USA. Moreover, low cost labors from China and Eastern Asia have forced the Taiwanese lighting industry to move abroad. Because of these disadvantage factors, the total values of export in the Taiwanese lighting products have been plummeting than ever. However, the concept of green life has been prevailing all around the world; therefore, each country has promoted and launched green life gradually. Consequently, customer demands for lighting equipment have changed to the LED lighting which could decrease emission of carbon compared with the white lighting. In addition, the best turning point for the company in the case study to transform is that Taiwanese Ministry of Economic Affairs launched a project for replacing white lighting. As mentioned above, the company in the discussion aimed to seize a new position and set up the direction of operation under the trend of green life. Moreover, the transformation of customer demands would inspire T-Company to execute the customer relationship management as a brand-new mission. It created a new module of focusing on key account management. In order to gain key customer loyalty permanently and understand particularly one percent of the top of the customers, T-company developed a consultative selling skill to provide appropriate solutions and created a pull marketing strategy to enhance customer values maximum. Both of those crucial methods not only built up the collaboration between T-company and customers firmly, but also have T-company to wear customer shoes to reach win-win situations. The company in the discussion which is classified as small and medium-size enterprises is restricted by limited resources; therefore, paper aimed to probe how this kind of company could guide into the customer relationship management to maintain long-term relationship. Firstly, the paper applied the theory of 80/20 rule and the customer pyramid proposed by Barrett in 1986 and Zeithaml et al. in 2001 respectively, creating and serving profitable customers. Secondly, T-company used the theory of investments and returns from the customer portfolio, the two axes of the identification and selection matrix are customer alternativeness and relative strength, segmenting the key account (Cheverton, 2001). Finally, in order to highlight the concept of customer service, T-company should promote 7 steps of consultative selling and SPIN theory to create the pull strategy that subverts the traditional marketing model.

社群行銷(Social Marketing)狹義指的是透過聚集網友，或品牌於社群平台上發布的行銷活動，包括：Facebook、YouTube、Instagram、Twitter等社群平台的的各種行銷；然廣義的社群行銷卻不只是有在網路上的行為，實體上只要3人以上相互之間產生了影響就能形成社團甚至組織，也能透過各種行銷活動促成某些商業目的。而顧客關係管理是行銷中最重要的一環，社群行銷的主要意涵其實正是管理好與客戶的關係、與消費者的關係，甚至是企業主與員工間的關係。 本研究針對主要針對目前主流的社群平台之行銷方式進行分析討論，並以實體活動與網路行銷成功結合的案例為輔助，且試圖以4C來印證社群行銷的效益，有助於探析社群、行銷以及顧客關係管理三者之間的相互作用；最後發現4C可用來針對行銷的不同階段提供正確的策略思考，並據以解決不同的行銷難題及危機並建立溝通模式。

在目前競爭激烈的商業環境中，個人化服務逐漸受到重視，並被公司視為增加競爭力的利器。此篇論文首先釐清個人化與客製化之間的關係，再將個人化相關的應用、技術及設計方法做一個基礎性的探討。 由於 “顧客” 是個人化的重心，此研究以三階段的Delphi研究方法探究哪些因素會影響顧客對於個人化服務的評價。許多個人化相關的研究是以公司的角度為出發點，但此研究則是以顧客的觀點來看台灣金融業的個人化服務。研究的兩個重點為：(1) 顧客對於台灣金融業目前的個人化服務評價為何？(2)台灣金融業在個人化服務方面最需要改進的部份為何？ 研究結果顯示，顧客是以一個cost-benefit viewpoint來評量企業所提供的個人化服務。對顧客而言，costs包括隱私上的損失及推銷和廣告所可能帶來的困擾。而benefits的主要來源則是好又準確的個人化服務。針對金融業來說，好又準確的個人化服務便是對個人需求經過精確的量身訂做後的資訊，在最適當的時間、地點以適當的管道提供給顧客。 研究結果也顯示，目前台灣金融業的個人化服務仍需要很大的努力與改進。此研究也整理出三個建議：(1)在個人化的過程中給顧客更多的掌控權；(2)尊重顧客的隱私權；(3)提供真正量身訂做的個人化服務，而不是把個人化當作推銷的藉口。 / Personalization is gaining increasing popularity among enterprises that strive to win a competitive edge by knowing and serving their customers better. This paper begins with an examination of the interdependency and inseparability between personalization and customization. An overview of personalization applications, technologies, and design techniques is then presented. As 'customer' is the theme of personalization, criteria that affect customers' acceptance and evaluation of personalization initiatives are then explored using a 3-stage Delphi method. Differed from many researches that examine personalization through the corporate / implementer's lenses, this study looks at personalization practices in Taiwan's financial industry – from a customer perspective. For such purpose, a financial personalization model is constructed from a customer standpoint. Two main questions to explore are: (1) how well do customers think personalization is being implemented in Taiwan's financial industry, and (2) which areas are in desperate need for improvements. Research results reveal that customers evaluate personalization efforts from a cost-benefit viewpoint. Potential costs include concession in privacy and concerns of possible promotion annoyance. On the other end of the scale, the main source of benefits is good and accurate personalization. In the case of financial industry, good personalization means precisely tailored information delivered at the right time and place. Unfortunately, the research also shows that currently the costs outweigh the benefits. Three suggestions are proposed: (1) give customers more control in the personalization process, (2) respect customers’ privacy, and (3) offer customers truly tailored information instead of an excuse to annoy customers with unwanted promotions.

需求鏈管理著重於達成客戶的需求，以滿足客戶需求為重心設計整個價值鏈。相對於需求鏈，供應鏈管理強調整個價值鏈中物流與製造流程的最佳化。普遍來說，著重客戶服務效能的價值鏈可採用”拉式”(pull)的方法設計，而強調低成本製造流程的價值鏈則可採用”推式”(push)方法。縱然顧客導向的重要性已在管理領域被普通的提及，顧客關係管理系統也被認為是企業轉型的關鍵驅動因子之一，但仍需要實際上的個案去證實組織如何利用客戶關係管理轉型成顧客導向的組織。 首先，本研究比較了供應鏈管理與客戶需求導向管理的不同，進而選擇若干個已由供應鏈管理成功轉型為需求鏈管理的個案加以探索。在本研究中提供三個個案，藉此探討企業轉型的驅動因子、組織變革，以及轉型後的組織流程，對於顧客關係管理系統如何幫助企業轉型也提供了初步的了解。 / Demand chain management (DCM) focuses on meeting customer needs rather than on optimization of the logistics and production system. More specifically, DCM stresses satisfying customer needs with the entire value chain from marketing, sales, research through production to delivery. Supply chains, in contrast, emphasize efficiencies in the production and logistics processes. A primary focus on customer service effectiveness could imply a chain with a “pull” approach, while a focus on cost savings in production could imply a “push” approach. Management wisdom has highlighted the importance of customer orientation, and a customer relationship management system has been one of the key enablers for business transformation. However, there is a need for empirical support on how organizations adopt and transform customer-centric practices. This study first compares existing knowledge about the supply chain management and customer demand-driven practice and then testes it in selected cases in which firms have transitioned from a supply chain focus to a customer demand focus. Using three case examples, the study presents triggers, organizational changes, and the resultant processes of the firm, and it provides a preliminary understanding of how a customer relationship management system can transform a firm’s products and services, value-generation processes, resource arrangements, responsibilities, and value propositions.

隨著資訊技術的崛起與發展，傳統的商業模式已經完全不同於以往，電子商務的興起已逐年快速蓬勃發展，這樣的新興商業模式無論是在B2B或是B2C的領域都讓企業運作變的更加有效率，並且為企業創造了更多的利潤，但除了資訊科技以外仍需其他革命性變革與創新才能造就如此欣欣向榮的環境，供應鏈管理即是極佳的例子，在供應鏈管理的運作之下的企業相互合作和共享資訊與資源，資訊科技扮演連接整個供應鏈的重要角色，並且讓供應鏈更加有效率的運作，這是B2B電子商務極致表現的一個相當好的範例，但企業之間的合作決計不僅僅只依靠資訊科技的連結而變的更有效率，企業需要的是尋找良好的廠商作為合作夥伴，本研究的目的就在於發掘出企業間建立夥伴關係中重要的因素，並嘗試將夥伴關係分級，如此一來夥伴關係管理將不只是空談，企業可以有效的評估合作的廠商並加以分級管理，夥伴關係管理的運作將為企業創造更多的價值。 在不同的產業中會有不同的夥伴關係出現，當然當中關鍵的結合力因素也將不同，在本研究中將會把目標放在處於資訊科技產業中的買與賣的關係之上，因為這個產業有著強調速度與效率的特性，而且電子商務的應用與發展也最蓬勃，本研究將採用深度的訪談分析，並讓受訪問的企業對重要的結合力因素作評比，如此一來研究者將可以分析瞭解重要的結合力並將夥伴關係做等級上的劃分，以利未來其他研究者能針對不同等級的夥伴關係做各類管理方法之研究。 關鍵字：電子商務、B2B、夥伴關係管理、結合力 / In the wake of information technology (IT), business model is taking a paradigm shift. Electronic commerce is an emerging business model that streamlines the operations of a business and results in efficiency and profitability. In addition to the increased dependency on information technology, changes in management will be needed to maximize the effects of electronic commerce. The concept of Supply Chain Management (SCM) tells management to utilize the new found capabilities of IT integration and information sharing between business partners. The concept reveals that a connection beside the tangible IT link should exist to bind a business with its suppliers and customers tightly. Businesses should have a good relationship with their business partners to increase the total revenue. In this research, we are trying to find the critical bonds between business partners. After identifying the bonds, we can use them to categorize partner relationships and differentiate the degree of integration between business partners. Keywords: EC, B2B, PRM, partner relation management, bond, buyer-supplier relationship

由於資訊科技不斷地快速發展下，企業要滿足消費者的需求，除了要提昇產品價值外，面對市場的競爭策略也從產品差異化到服務差異化來創造企業價值。 要在服務差異化來創造企業價值的最重要利基是要建立一個專業的客服中心，同時，將ITIL的Help Desk的觀念導入客服中心的Service Desk的功能上，進而達到全方位的客服中心。本研究以一家國際快遞物流公司的客服中心導入ITIL的Help Desk功能結合個案公司的客服中心現有的應用系統架構中為實例，並探索客服中心的服務功能面與結合Help Desk的功能整合後，應用在目前的系統與程序將足以提昇顧客滿意與期望。 從本研究實例中，可以發現客服中心系統與資訊總部導入ITIL的模組，藉由ITIL的Help Desk的基本理論與實作導入客服中心的Service Desk與CRM的結合，將可以加強客服中心的功能完整性與顧客滿意度的提昇。同時，不論是企業內的客服中心或專業的客服公司，要如何在維運上讓服務品質能更提昇與控制，在客服中心的處理成本降到最低外，這些問題要在客服中心三大組成要素的範疇內，包含「人」、「系統」、「程序」。同時，以Help Desk導入客服中心，發現在後送處理的流程中，對客服中心的服務滿意度及專業度也會有非常顯著的表現。 / In order to satisfy the increasing requirements from customers and to face the rapid innovation of information technology, enterprise not only needs to improve its product value but also to change its business model from product-centered to service-centered competitive strategy. The market competitive strategy has been reshaped from product differentiation to service differentiation that creates the business value. One of the imperative key points to create business value through service-differentiation is that we have to build a professional customer service center. And ,we need to deploy the ITIL Help Desk concept to enhance the service desk functionalities of the customer service center. This study demonstrates the deployment of the ITIL Help Desk functionalities to the customer contact center using an international express and logistics company as a case study. By integrating customer service center service capability and the Help Desk new functionalities, the customer satisfaction and expectation can be improved. In this case study, we the deployment of ITIL model for customer service center system and the information data center can be found. Based on the theory of ITIL Help Desk and the integration of customer service center Service Desk and CRM, it is expected the customer service center functionalities and the customer satisfaction can be enhanced and improved respectively. How to operate a customer service center; improve and control its service quality and minimize the operational costs is very important to the enterprise. Three major elements including people, system and process that form the customer service center are also need to be considered. Deploying ITIL Help Desk in customer service center shows high satisfaction and professionalism when shipment is being processed and delivered.

休閒農業為現代人提供了休閒的好去處，但它仍屬於事業之一種，必須有獲利才能生存。近年來許多不同產業因應用顧客關係管理(Customer Relationship Management, CRM)而大幅提昇經營者的利益。本研究嘗試將顧客關係管理之理念導入休閒農場之經營，藉由使農場業者於建造、整修及進行行銷活動時，能集中於遊客們重視的顧客關係管理因素，則可節省農場經營成本亦獲得遊客較高的滿意度及忠誠度，來達到顧客關係的維持，進而使顧客價值最大化並達到經營獲利的目的。研究目的有三：（一）獲得遊客對農場各項顧客關係管理因素之重視度、滿意度及忠誠度。（二）探索顧客關係管理指標、滿意度與忠誠度之關聯。（三）提出針對休閒農場之實務經營建議。 本研究以台灣休閒農業學會評鑑之宜蘭縣優良休閒農場及Google搜尋網站之網頁資訊選擇北關休閒農場、頭城休閒農場及香格里拉休閒農場為本研究之抽樣範圍。問卷共回收521份，有效問卷456份，問卷資料分析採敘述性統計及推論性統計，其中推論性統計包含信度分析、因素分析、卡方檢定、單因子變異數分析及皮爾森(Pearson)相關分析等。研究結果獲致以下結論並驗證本研究假說： （一）休閒農場仍有極大的發展潛力-遊客類型以青壯年的中產白領階級為主，遊客重遊率亦僅兩成左右。 （二）遊客對農場顧客關係管理因素有不同重視程度-遊客對農場設施的安全性、環境整潔舒適衛生、服務人員的服務態度、優美的自然景觀及服務人員解決問題的效率與能力等五項因素最為重視。 （三）遊客特性影響滿意度及忠誠度-遊客在「服務與安全」構面獲得最高的滿意度，對農場的忠誠度呈現「態度忠誠」高於「行為忠誠」的現象。大部分所得、教育程度較低的遊客與旅遊停留時間較長、花費較高的遊客有較高的滿意度與忠誠度。 （四）顧客關係管理指標優於分項滿意度、整體滿意度之評估-經由相關性分析獲致與忠誠度間的相關性間，顧客關係管理指標高於整體滿意度，代表顧客關係管理指標比整體滿意度更具代表性意義。 根據本研究成果，對休閒農場經營策略提出以下建議： （一）提昇「服務與安全」構面滿意度。 （二）參與「策略聯盟」。 （三）依遊客對顧客關係管理因素的重視度，調整經營決策與努力方向。 （四）培養顧客關係與有效知識管理。 （五）增加不同的創意行銷方式。 （六）創造特色休閒農場。 （七）設計多元化的活動，提供客製化服務。 / Recreation agriculture has offered a good relaxing place for the modern, as it is a kind of business; its survival relies heavily on the profit it can make. In recent years there are various industries using the theory of Customer Relation Management (CRM) significantly improve the gains for the owners. The intention of this research is to apply the theory of CRM for the management of the leisure farms. By concentrating on the tourists valued CRM factors during the construction, renovation and conduct marketing activities, the farm industry will not only save the operating cost of the farm and obtain higher satisfaction and loyalty from the tourists as well, but also keep a good relationship with the customers. More over it will maximize the value of customers and achieve the goal of making operation profit. The three main purposes of the research are: (1) obtaining the valuation, satisfaction and loyalty of the farm tourists to each and every CRM factor, (2) exploring the relationship between the management index, satisfaction and loyalty of CRM, (3) submitting a practical and feasible suggestion to the owner for operating the leisure farms. Based on the evaluation on the quality of the leisure farms in Yilan County conducted by Taiwan Leisure Agriculture Association and the information shown in the webpage of Google search engine, this research chooses Pei-Kuan、Toucheng and Shangrila leisure farms as the samples. A total of 521 questionnaires were recovered, 456 recovered questionnaires are valid and were analyzed by descriptive and inferential statistics. The inferential statistics include reliability analysis, factor analysis, chi-square test, one-way ANOVA and Pearson Correlative analysis. The results of this research led to the following conclusions and verify the hypotheses: 1.Leisure farms still have great potential for development – the majority of tourists are white-collar middle class young people, the tourists revisiting rate is only around 20% at present time. 2.Tourists have different emphasis on CRM factors- the tourists are much concerned on the five factors as below: (1) the safety of facilities, (2) the clean and comfortable environment, (3) the attitude of attendants, (4) the beautiful natural scenery, and (5) the efficiency and capability of solving problems of attendants of farm. 3.The personal character of tourist will influence the satisfaction and loyalty - the "service and security" dimension gains the highest satisfaction of tourists, the loyalty to the farms shows that "attitude of loyalty" is higher than " behavior of loyalty". Most tourists of lower income and education have higher satisfaction and loyalty than the tourists who have longer stay and more expenditure. 4.The assessment for that CRM index is superior to the itemized satisfaction and overall satisfaction – According to the Pearson Related analysis for the loyalties, the CRM index has higher correlation than the overall satisfaction, and it means that the CRM index has more representative significance than the overall satisfaction. Based on the results of this research, the following tactics are submitted for the management of the leisure farms: 1.To improve the satisfaction of "service and security". 2.To participate in "strategic alliance." 3.To adjust the strategy and direction of the operation in accordance with the comments on CRM factors collected from the tourists. 4.To make a good relationship with customers and have an effective knowledge management. 5.Adopting various ways to create market. 6.Creating a leisure farm with specialized characteristics. 7.Providing customized services with various activities.