近年來保險經紀人產業蓬勃發展，保險業行銷通路多元化，其相關產業競爭環境更顯嚴苛險峻，而以「人」為本的人身保險產業更須著重良好顧客關係的維持，並滿足顧客之需求，以提升企業之形象與價值。因此能否有效應用資料採礦技術於顧客關係管理，精確地區別顧客族群並瞭解各自之需求所在，以整合各項通路資源進行目標市場行銷，並歸納出未續繳保費可能性較高之族群特性，作為顧客留置之用，減少新客源開發之成本，已然成為保險經紀人產業重視的課題。 本研究以T保險經紀人公司為例，說明如何應用資料採礦技術萃取出有利於個案公司顧客關係管理的知識，期間藉由個案公司提供的2005年至2010年保單資料作為實證分析之用。於分析過程中，使用敘述性統計以瞭解此六年期間新契約保單之概況；透過交叉分析知曉險種與被保險人、保單特性之關聯；利用被保險人和保單特性進行二階段集群分析，藉由分群結果作為市場區隔之用；最後使用被保險人、保單和業務員特性進行C&R Tree決策樹分析，以歸納出未續繳保費之分類規則。 根據本研究之發現，可將顧客分為理財退休規劃型、避險儲蓄需求型、人生風險規劃型和防癌醫療保障型四大顧客族群，可藉由目標市場族群特徵計畫行銷方案，以開發新客源創造利收；而利用C&R Tree決策樹分析可歸納出未續繳保費可能性較高的三項規則，藉此針對可能流失之顧客族群擬訂對應策略，以鞏固既有客戶提升續繳率；此外，於研究過程中亦發現個案公司資料庫缺在些許問題，應落實資料庫管理之正確性、即時性、完整性，以有效運用資料創造商業價值。期能達到目標市場行銷效益最大化、提升顧客留置策略有效性、改善當前資料庫管理之詬病。

人力資本的衡量，為智慧資本領域中相當重要的一環。但過往的研究與討論，卻都陷入「靜態」與「歷史」資料的分析，對於企業在管理與決策時，並無法提供適時、適當且適切之資訊。本研究利用動態競爭分析之概念，改善人力資本資訊在使用上不足之處，並據以建立預測企業未來發展及表現的衡量基礎。 本研究採個案研究法，以我國智慧型手機製造企業為研究對象，利用公開資訊的蒐集與分析，探討其發展過程中有關策略性人力資本的變動，衡量個案公司在投入面、管理面及產出面之智慧資本，並與顧客資本及創新資本相結合，同步利用量化及質化之方式對策略性人力資本之衡量與其所創造之價值進行分析，進而做出下列結論： 一、策略將嚴重影響企業人力資本的內涵與價值。 二、策略執行的效度與效率會因管理階層對策略之決心與態度而有差異。 三、組織中團隊功能異質性的提升，有助於企業發展創新策略。 四、組織中團隊教育背景異質性的下降，有於助企業集中資源，聚焦策略，並增加產品發展及技術創新之強度。 / The measurement of human capital is always a crucial part of intellectual capital issue. However, researchs and discussions both are focus on the “static” and “historical” data analysis in the past. It is bounded to provide timely, appropriate information to assist management formulating strategy and making decisions. This study is aim to improve the weakness of statistical human capital’s information and establish the forward-looking forecasting scheme to measure enterprise’s performance. This study select one smartphone manufacturer in Taiwan as an sample, by adopting the method of case study, we collect public information and deeply analyze the various factors about strategic human capital, including the heterogeneity of team member by functional attributes and by educational disciplines. We integrate strategic human capital data with customer capital and innovation capital, measure enterprise’s performance in input, management and output aspects both in quantitative and qualitative method simultaneously, and create the value of combination with these intellectual capitals. Then make the following conclusions: First, the strategy always will seriously affect the meaning and value of human capital. Second, the determination and attitude of management will influence the validity and efficiency of strategy. Third, the higher heterogeneity of team member in functional attributes has positive help when developing innovative strategies. Fourth, the lower heterogeneity of team member in educational disciplines has positive help to centralize business resources, focus on specific strategy, and increase the strength of product development and technology innovation.

近年可攜式電子產品相關產業發展蓬勃，尤其以智慧型手機與平板電腦為代表，其成功有賴於相關系統軟體及配套服務之開發，根據MIC研究單位則指出，未來幾年平板電腦市場發展至2015年預估可超過兩位數之成長率，市場上目前尚處於爆發期。在產品面，除了一般消費者所使用的消費型多媒體平板電腦外，在市場區隔下，尚有一些業者推出具有耐候特性、貼近高移動性需求之半強固型(Semi-Rugged)以及強固型電腦(Rugged)等主打可應付嚴苛工作環境，或是企業相關外勤人員之需求的產品，這些產品的出現則為目前平板電腦的激烈競爭創造一個新藍海市場的機會。 台灣企業主要是以生產代工為起家，但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，M公司也是一個為平板電腦代工的ODM/OEM廠商，目前是鎖定非消費型平板電腦的代工為主，本研究也是以該公司的角度來探討如何在瞬息萬變的產業環境下，找出一些方向進行產品的創新，以提高這些代工廠商的獲利能力，並提供相關業者有一可行之參考模式。 至於本研究使用創新理論與藍海策略、使用者需求及價值理論探討等相關文獻進行探討，以形成本研究之研究架構及研究工具的理論基礎來源。另外，研究方法則擬採用個案分析方法之深度訪談法，訪談有關業者如AIDC(Auto Identification & Data Capture)以及系統整合廠商，探討這些產業的廠商對平板電腦有何需求，讓平板電腦的使用能結合該產業現有系統，並進而提升產業的效率。 從研究的結果來看，台灣的ODM/OEM代工廠商似應朝向軟硬整合的方式提供解決方案給客戶，如此一來不但可增加產品的毛利，另方面也可以深耕市場及客戶，另外ODM/OEM廠商必須真正瞭解各個不同產業的客戶需求，瞭解產業的價值缺口，以不同的客製化或者與該產業系統整合者合作來提供符合或超越顧客認知的價值，提高顧客滿意度，當然最重要的還是要增加新技術的研發比重，例如新的材料或是新的元件的開發，在半強固型或者強固型的市場，如何把強固這件事情做好就是一個很大的技術課題，尤其又要做到夠輕薄又是一個很大的挑戰，而且這裡面又有成本的考量，所以ODM/OEM廠商一定要能展現自己的實力才有可能獲的客戶的肯定。最後本研究只是針對AIDC及系統整合的廠商做研究，並不是針對下游的終端使用者做調查，而且各產業的範圍廣大，所以應該可以做更進一步詳細的產品需求的研究，如此才能更清楚的了解市場上的真正情況以做為ODM/OEM的產品需求的開發依據。  關鍵字：平板電腦、創新理論、藍海策略、顧客價值 / In recent years, portable electronic products has rapid grow up, especially for smartphones and tablet PCs. One of the key success factors should depend on the various application software and supporting services that has developed. According to the MIC Research Unit, until 2015 Tablet market will have 2-digits growth rates during the next few years, it’s still in a fulminic growing now. In addition to general consume multimedia tablet for end user, under the market segmentation, there are few tablet brand vendors have launched a serious of product for outdoor usage, high mobility requirements’ Semi-Rugged and Rugged level tablet. Those tablets can be used for critical environment, or product for enterprise outdoor field staff. Compared to the current high competition tablet product, it create a new blue ocean market opportunities. Taiwan IT companies were started from ODM/OEM manufacturer, but in recent years, Taiwan's low-cost advantage has gradually been replaced by emerging markets’ new players, coupled with industry matures, gross margin continued going down, M company is also an ODM/OEM manufacturer for the tablet customers, it’s currently ODM/OEM for non-consumer tablet , this study is based on M company's point of view in a rapidly changing industry environment, to find some direction for product innovation in order to improve these companies’ profitability, and provide a viable industry reference model. For this study, it use of innovative theories and Blue Ocean Strategy and Value Theory of user requirements and other relevant literature to explore, to form the study architecture and the theoretical basis. In addition, this study is using case study analysis method by depth interviews, interviews related industry vendors such as AIDC (Auto Identification & Data Capture) vendor and tablet system integrators to explore what tablet features they need, and these tablet features can be easily combined with their existing systems, and enhance their efficiency. The study results show that Taiwan ODM/OEM manufacturers should integrate hardware and software to provide solutions to their customers, this way not only increase product gross margin, on the other hand can also be cultivating the market and customers, in addition to, ODM/OEM manufacturers must understand the customer requirements in various industries, realize the value for that industry, and to provide different customization or cooperate with the industry’s system integrators to meet or exceed customer perceived value, to improve customer satisfaction. and of course the most important thing is to put more resource to increase the research and development of new technologies, such as new materials or new components of development, for semi-rugged or rugged product, how to do the ruggedize well is not only a big technical issues, particularly but also design light-weight and thin enough to carry out it is also a big challenge, furthermore cost down is another topic should be consideration, so ODM/OEM manufacturer must be able to show their strengths to win customer confidence. Finally, this study is only explore for AIDC vendors and system integrators, not include the end-users, moreover the industries coverage is not enough, so it should be able to make further detailed studies of product requirement, so that it can have more clearly understand the really situation on the market for ODM/OEM manufacturer to development their products. Keywords: Tablet PC, Innovation, Blue Ocean Strategy, Customer Value

在今日，有愈來愈多的顧客、經理人與學者開始了解體驗的重要性。對顧客來說，他們不再只是消費產品或服務，他們開始重視置身於商店時，所感受到的體驗感，並且顧客也願意花錢購買體驗。對管理者來說，他們致力於營造觸動人心與具吸引力的體驗，並嘗試全面地管理顧客與公司接觸的每一項體驗。從學者的觀點來看，認為體驗是一種經濟商品，消費體驗是可以被企業塑造的，學者們指出經濟的重心開始轉移為體驗，這呼應了正在蓬勃發展的體驗產業。 然而，探討體驗本質的實證研究仍然不多，本研究界定兩個研究焦點來探索顧客體驗：（1）研究顧客體驗的情感面，（2）所研究的體驗乃是發生於精心設計之服務場景。研究目的有二，其一為從顧客觀點探討顧客體驗的本質：根據消費者深入訪談的結果，歸納構成顧客體驗的五大要素與提出相關的概念架構和命題，五大要素分別為顧客本身、顧客與實體環境的互動、顧客與服務人員、其他顧客與同行夥伴的互動。第二，本研究探討顧客對於體驗品質的情感性知覺，並發展體驗品質的衡量工具、檢驗體驗品質與顧客滿意度和忠誠度的關係，研究結果驗證了體驗品質為較高階的構念，並發現體驗品質對顧客滿意度與忠誠度有正向影響。本研究亦提出關於研究應用、未來研究與研究限制的討論。 / Today, more and more customers, managers and scholars have become aware of the importance of experiences, which are characterized as satisfying customers’ psychic or personal needs. For customers, they are not merely consuming products or services. They care more about the experiences, which are provided by the stores, and they are willing to pay for experiences. As for managers, they have made more efforts to create touching and attractive experiences for customers, manage customers’ experiential journey with the companies, or even charge for experiences. For academic researchers, they view experiences as distinct economic offerings, which are different from goods and services. They believe that the focus of the economy has been transferred into experience (Pine and Gilmore, 1998, 1999; Schmitt, 1999; O’Sullivan and Spangler, 1998) and experience industries are rising (Toffler, 1970, O’Sullivan and Spangler, 1998). This study focuses on exploring the emotional aspects of customers’ experiences underlying the context of deliberately designed service settings. Two research objects are approached in this study. First, this research comprehensively explores the essence of customer experiences from the customer’s perspective. A qualitative study is conducted to find out the elements that constitute customers’ experiences, and a conceptual model that describes what is customer experience is thereby proposed. In this model, customer experience is made up of five elements (dimensions): the customers themselves and customers’ interactions with physical surroundings, service providers, other customers, and companions. Second, this research attempts to probe customers’ emotional perceptions of experience quality and to develop an instrument to measure this construct. This research clarifies the concept of experience quality by reviewing the literature, conducting qualitative studies, performing a procedure of scale development, testing the relative importance of dimensions, and examining the relationship among experience quality, customer satisfaction and loyalty. The findings verify that experience quality, as a higher-order construct, is made up five first-order constructs, which are demonstrated in the result of the qualitative study. The result of this research also reveals that experience quality has positive effect on customer satisfaction and loyalty. Relevant discussion of applications, future research, and limitations are also provided in the conclusion.

To build a clear understanding of the management of the technology and organizational elements of CRM systems, this research formed propositions based on literature findings and experts’ experiences to explain (1) the elements of the technology and organizational sides of a CRM system, and (2) how the technology and organizational elements align to create effective CRM operation. The technology elements of an enterprise-wide CRM system can be organized into three parts: communicational CRM that coordinates all channels of customer contacts, execution CRM that consists of all value chain activities that execute customer relationship establishment and maintenance, and intelligent CRM that consolidates business intelligence about customers. The three integrated elements provide a technical infrastructure for customer value-generation activities. The organizational resources including structure, processes, culture, and management abilities are elements that need to be aligned and coordinated with CRM technologies. Management of a CRM system, therefore, can be considered as managing an organism that requires interdependent elements to work together to maintain a continuous capability of creating and sustaining customer relationships. Through in-depth case study of three telecommunication firms in Taiwan this study confirmed the proposition about the alignment between CRM technological and organizational elements. The results further revealed that a complete integration among CRM elements may not be necessary, and the level of data and process integration should be selective. It is critical that companies should dynamically integrate and align their organizational resources according to the changing environment to establish differentiated capabilities of CRM.

近年來，網路購物的興起改變了民眾消費的習慣。網路商店不受時間和空間的限制，並且提供顧客多樣化的服務，已經成為企業行銷活動中重要的通路之一。台灣網路購物環境呈現市場規模快速成長但是競爭十分激烈的形態。對於網路商店業者來說，增加顧客購買次數並且提高顧客忠誠度是維持企業經營的最重要目標。 本研究即探討影響消費者網路購物之因素。從網路購物服務品質、滿意度、信任度、和忠誠度四個因素切入，並且探討因素間的相互影響關係。研究發現，網路購物服務品質會直接且正向顯著地影響顧客忠誠度，亦會透過滿意度來間接影響忠誠度。而網路購物信任度則是透過滿意度來間接地影響顧客忠誠度。此外，在調查消費者參與網路購物行為上則發現，消費者參與網路購物的主因是考量方便性和價格便宜。最擔心網路購物對個人造成的傷害上則以個人資料外流和產品品質不良最高。在選擇購物網站最重視的因素則為產品與服務的可靠性和線上交易的安全性。因此，網路商店業者若要提高顧客的忠誠度，可以從網站服務品質的提升、線上交易的安全性著手，提供顧客一個方便且安全的交易環境。 / The rise of online purchasing has changed people’s purchasing habits. Online shop is an important marketing channel for a business because of its open-ended shop hours and virtual shopping space as well as providing diversified services for customers. It appears that the online purchasing environment in Taiwan is fast-growing and competitive. Therefore, increasing purchasing frequencies and improving customer’s loyalty are important tasks for all online shops. This study investigated the factors that influence consumer’s online purchasing loyalty. It discussed and examined the relationship among online service quality, satisfaction, trust, and loyalty. In the study, service quality is found to not only directly affect loyalty but also indirectly affect loyalty via satisfaction. Trust is also found to indirectly affect loyalty via satisfaction. Besides, in the investigation of online purchasing behavior, there are three main findings. The first, the main reasons why consumers choose online shopping are considering convenience and lower price. The second, they are most worried about personal information outflow and defective products. The third, they most care about reliability of product and service as well as security of online purchasing. As a result, in order to improve customer loyalty, it should increase the online service quality and security those provide consumer a convenient and safe shopping environment.

近年來，使用社群網站的公司數量急遽的增加，公司視社群網站為是另外一種渠道，可增加產品的曝光，並且獲取新客戶與維繫現有客戶。因此，許多公司企圖藉由多種形式與特色的內容去吸引觀看以及與客戶互動，以發揮社群網站的最大效用。然而，如何去吸引到最多客戶仍就是一個未解的謎題。管理內容發展包含許多不同的面向，包括呈現的內容、什麼樣的類別能受到顧客喜愛，以及決定最適當的時間發布，為了加強對於內容策略的了解，本篇研究提出一些方法，藉由發展社群網站內容刺激顧客參與。 根據使用與滿足理論框架，本篇研究專注於透過內容發展來滿足顧客。藉由學術文獻上的參考與實際案例分析，本研究識別出幾個重要的元素，最能夠去影響內容人氣的程度，分別是生動、互動、豐富、情緒。本篇研究使用知名雜誌內容中我們所提到的四個重要元素，測驗其帶來的影響程度。 透過本研究，我們不僅發現互動與情緒元素可以對於顧客參與帶來正向的影響，並且也證實顧客參與於粉絲專頁上，對於公司而言是有利益的。這些發現可以改善公司對於內容特色上的了解，以及知道如何有效去刺激顧客參與於社群網站。 / The number of enterprises that use social network sites (SNS) has increased dramatically in recent decades. Companies consider SNS to be another channel for increasing brand and product exposure and acquiring or retaining customers. Many companies attempt to leverage social networks by providing various forms of content to attract views and interact with customers. How to reach and attract the maximum number of customers remains a significant question for all types of businesses. Managing content development involves various dimensions, including determining what to present to viewers, what type of content customers prefer, and when the appropriate time is to post new content. To enhance the understanding of content strategy, this study aims to address ways to stimulate customer engagement by developing SNS content. Based on the use and gratification framework, this study focuses on the spectrum of strategies for satisfying users through content development. By employing a review of academic research and practical cases, this study identifies factors that can influence the intensity of content popularity and users’ behavior on SNS. The four components of content development are vividness, interactivity, richness, and emotiveness. This study tests the level of influence of each factor using data from brand fan pages of famous magazines. Through the research, we not only find that the interactivity and emotiveness factors would positively affect customer engagement but also verify that the intensity of customer engagement on the brand fans page is beneficial to companies. The findings can improve companies’ understanding of the attributes of quality content and how to stimulate customer engagement on SNS.

台灣寂寞商機的興盛，以及網路的蓬勃發展，使網路交友平台越來越熱絡，紛紛進入產業分食大餅，但並非各個網路交友平台皆能吸引龐大用戶的興趣，進而長駐於平台之內，使平台順利成長。有些網路交友平台缺乏自我特色，最終落得合併與收場的地步；然而，有部分擁有強烈特色與清楚定位的網路交友平台，不僅穩坐產業前幾名寶座，更是不斷自我成長，讓用戶與平台間的關係越趨緊密、密不可分，本研究試圖回答以下兩大問題： 一、 交友平台如何建立用戶專屬陷入成本，增加其對平台的黏著性？ 二、 交友平台企業如何創造對客戶的價值？ 為回答上述兩大問題，本研究依序分析平台機制設計、探討平台建立用戶信任感的因素、研究平台專屬資產的類型、以及平台創造顧客價值的層面，並根據分析結果，本研究針對實務與後續研究提出建議。本研究提出以下結論： 一、 網路交友平台的定位明確，掌握以定位出發的核心機制設計，衍生開發功能，善用插旗、築牆、圍城策略，環環相扣，能提昇用戶對平台的黏著度。 二、 網路交友平台善用社群策略，洞悉用戶網路外部性的運作，會提昇平台對用戶的價值，也會對企業成長產生正向回饋。 / With a view to business opportunity of single people and a flourishing Internet, it is getting great demand of online dating businesses in Taiwan in order to divide up the market. However, not every online dating business can arouse enthusiasm in their members, not to mention building up the stickiness of platform business. Some of them are lack of characteristics and it result in the condition of mergers and acquisitions, and even ending up their businesses in the long run. But some possess strong styles and clear position, they not only having good ratings but also make tighter relationship between members and themselves. Specifically, the present study tries to answer the following two questions: 1. How do the online dating business build up asset specificity cost and increase the customer stickiness? 2. How do online dating businesses make value creation? By analyzing the platform mechanism, this study concludes that: 1. The clear position of platform and mastering core mechanism, and making progress in developing interrelated functions can increase the customer stickiness of members toward online dating businesses. 2. Online dating businesses which are good at strategy of community and Internet externality can increase the platform value, and also have positive impact on the growth of platform business.

數位科技的快速發展影響了人們的生活型態，也為企業提供了更多為顧客創造價值的機會。為因應網路及行動科技世代的來臨，不動產服務業者亦需了解如何應用數位科技提供顧客更全面的服務。 為了解不動產服務業在不動產生命週期各階段如何運用數位科技服務消費者，以及不動產服務業者應用數位科技的動機、延伸效益與挑戰；本研究以質化研究方法，收集國內外不動產服務業相關個案，依不動產生命週期分為上游投資興建、中游仲介交易、下游使用管理三類，以顧客價值創造循環（customer value creation cycle）分析個案應用數位科技於服務流程方式。 研究發現，上游投資興建階段，建設、營造業在諮詢、核心服務、附加服務等服務接觸點，應用VR、雲端分享協作、工程管理App工具讓顧客理解設計內容、提升工作效率。以居間媒合為主的仲介交易階段，同樣於諮詢、核心服務、附加服務接觸點，大量應用AR、VR等互動技術，並整合BI、big data，使房屋、行情資訊更加透明以促進成交。使用管理階段與顧客互動最為密切，除核心及附加服務外，於付款、客服、維護等服務接觸點，應用更多SoLoMo、O2O、行動支付等技術，整合居家周邊生活資源服務顧客。 應用數位科技不僅改變企業工作習慣與流程，也可創造新商業模式，或藉行動裝置提供客製服務深化顧客關係。然而，導入科技時亦可能面臨系統整合、工作流程與組織轉變而造成管理成本提升，或是遭遇獲利模式不穩定等挑戰。 因應數位新趨勢，不動產服務業者應完善行動服務介面、調整營運模式，進而掌握顧客需求，以真正解決顧客問題並為顧客創造價值。此外，企業應提前於不動產生命週期的前端即思考後續仲介交易、使用管理階段維運，並可從產業鏈上下游思考新應用模式；或是進一步延伸至顧客價值循環的其他階段，從關聯服務中發掘新商機。

「隱形冠軍」是全球各行業冠軍企業，其有許多成功關鍵因子，惟本研究欲針對「深耕顧客關係管理」著手，透過蒐集、鑽研、整理及分析其成功關鍵因素，以作為歸納分析整理之依循。 而經選拔出來的卓越「中堅企業」則是台灣優秀的中小企業，一樣有其優秀的成功特質，算是國內的隱形冠軍企業，相對於輔導「中堅企業」來說，其為政府重點輔導使其更具國際競爭力的施政經濟方針，經由分析專注本業且深耕顧客關係管理的「中堅企業」，也能產生出個案公司建議之方策。 但是「深耕顧客關係管理」是否果真適合一般企業借鏡效法？或是部分借鏡？或是全部效法？這部分須經過個案公司本身的體質檢查，須經過效益評估，才是企業能委身經營努力的目標，這就是尋求「企業營運價值（效益）最大化」，策略上的合理經營，採取最優的營運政策，使企業總價值達到最大化。 投資營運管理目標應與企業多個利益集團有關，從長期發展來看，不能只強調某一利益，而置其他利益於不顧，經過效益評估後才是企業經營管理的最優目標，因此本研究透過歸納分析，縝密的效益評估，終而產出最有利個案公司的具體建議。