本論文共分五個章節： 第一章緒論：簡略介紹國內之表演藝術活動發展情形及本文研究動機與研究假設等。 第二章理論及文獻探討：從非營利事業行銷的概念談到顧客行為的研究，再論及有關 生活型態與價值觀的文獻，最後將這四部份做一個整合。 第三章研究方法：問卷設計過程→抽樣方法→抽樣結果→選擇測量工具→決定分析方 法這五部份做描述的工作。 第四章研究結果：首先是因素分析所得出的結果，再就是對於第一章所假設的檢定， 驗證這些假設是否正確，最後則對於目前的觀賞者做描述，以瞭解這些人基本的特性 。 第五章結論與建議：將所得出的結果做一整理，並且提供有關單位之參考意見。

本論文研究自我概念與品牌選擇的關係，全文約四萬字，分五章十作節，各章主要內 容如下： 第一章緒論本章稍略介紹自我概念的觀念，有關的研究及研究目的，并簡介研究範圍 與內容。 第二章有關理論與文獻探討本章闡明自我概念的基本觀念及理論、過去有關自我概念 在顧客行為的研究，并提出研究假設與本文研究之觀念架構。 第三章研究方法說明研究的步驟，產品及品牌的決定，樣本設計，問卷設計、分析技 術及研究限制。 第四章研究結果就本研究所提的研究假設予以檢定并分析討論。 第五章結論與建議摘述本研究的發現及結論、提出建議、且提出本研究成果行銷上之 具體貢獻。

首章導論，分述問題的本質，研究目的與研究架構、研究範圍與研究方法（包括問卷 設計、預試、發送、回收及分析方法等）。次章為相關文獻之探討，摘萃一些有關商 店特徵和顧客特徵的文獻和各家說法，並就其犖犖大者分述模式和各實證研究結果。 第三章則著手分析收回之問卷，探討顧客據以評判之各項商店屬性。第四章乃著眼於 顧客特徵與商店特徵之關聯，以窺不同組群中對商店特徵是否持有不同的看法，顧客 特徵以生活格調為主，各項人文變數亦在分析之列。末章將研究結果予以總結，並略 記其於零售行銷組合之涵義，和研究之限制。

研究動機：升大專補習班之興起、成長、大專聯考落榜生對「升學輔導的需要」，實 扮演著重要角色，因此補習班的一切策略及行動方案的擬定均應以重考生的需要為起 點。至於策略及行動方案的有效性及成敗，實繫於補習班管理人對重考生行為了解之 深淺及正確程度。因此本論文動機之一即探索重考生對「上補習班」的主觀看法，俾 供發展行銷策略。動機之二即探索重考生個人差異與聯考失敗歸因之關係，俾供補習 班輔導重考生修正不利歸因，並激發其讀書動機。 研究對象：台北市升大專補習班內重考生。 理論依據：Weiner成就動機歸因理論及Kelly 推斷行為原因原則。 執行設計：以問卷型式進行二段式拙樣調查。 分析設計：採因素分析及相關矩陣法為分析工具。 工具設計：1.歸因量表2.折扣量表3.非共同效果量表4.創造力量表5.工作取向量表6. 陸德內外控量表。

摘要 開放原始碼軟體的出現，對軟體產業帶來巨大的衝擊。然而，針對開放原始碼軟體的研究，經常將開放原始碼軟體視為「沒有產權」的軟體，或是被更進一步提高到意識型態之爭，視為是爭取自由的「聖戰」。 本研究的成果指明，開放原始碼軟體之所以出現與茁壯，是回應軟體市場對個人化與差異化需求越來越高的有效方式。產品差異化的程度越高，對顧客知識的依賴程度越高，而開放原始碼軟體社群則是全然靠顧客的知識貢獻來開發軟體的一種組織形式。 開放原始碼授權協議作為一種產權制度，並非「沒有產權」或是「反對產權」，組織而是讓軟體開發社群成員的專質性知識與產權配置得以效率結合的制度發明。開放原始碼授權協議以著作權為基礎的制度安排，讓軟體開發者能夠自主地運用軟體原始碼、擴大社群成員間的知識共享、以及排除個人或商業公司在其間從事投機行為的可能性。 本研究對組織創新的三權假說於社群組織的運用，進行了初步的檢驗；此外，對於軟體產業該如何妥善運用顧客力量從事產品創新也提出了一些建議。 / Abstract The emergence of the open source software in the 1990s has made a huge impact on the software industry. However, the overall research on the open source software often regards it as “software without property right,” or even sees it a “holy war” fighting for freedom by heightening the ideological conflicts between liberalism and capitalism. The outcome of this research indicates that the initiation and development of the open source software serves as the effective response for the demanding software market of individualization and differentiation. The more the software product differentiates, the more the users’ knowledge has to be replied upon. The open source software community is a form of organization which entirely lives on the intellectual contribution of its customers. The licensing of the open source software as a system of property right does not mean that it has no property right or it is against property right; rather, it is an invention of system which allows the efficient combination of the community software developers and the distribution of property right. The licensing of the open source software based on the intellectual property right permits the software developers making use of the open source independently, expanding the communal share of knowledge among community members, and eliminating the possibilities of individuals and commercial companies who try to speculate in it. This study has made preliminary examinations on the application of the “hypothesis of the three powers” of the organizational innovation on communities and provides software industry with suggestions for how to make proper use of the power of customers.

顧客關係管理(CRM)在國內外已有不少應用實例，但在醫療服務業鮮少被研究過，本研究嚐試將資料採礦的三大核心技術：資料庫管理、Domain知識與資料採礦技術三者予以整合，針對一個獨立經營主體（聯合診所），從行銷策略制定、營運策略描述與執行到經由資料採礦得到具體結果，重新檢討行銷策略之STP定位與導引未來經營策略，並提出一對一行銷的診所病患管理架構。 本研究以一個新成立的診所，取其開業之初(89年12月)至92年1月底止，所累積九千三百多位患者的5萬多筆門診就醫記錄進行資料採礦分析希望研究以下幾個問題： 1.哪些病患帶來最大利潤?為甚麼?哪些患者容易流失?為甚麼? 2.哪些交叉服務對何種患者適合?哪些服務對增加慢性病患者有幫助?糖尿病患者接受視網膜檢查的可能原因為何?婦產科門診所增加的病患,是否會同時接受診所內其他科的服務?是否應該繼續擴大其他專科? 3.診所病患主要的居住地區如何描述？ 研究結果顯示較高獲利組與高醫療費用,高忠誠度,高就診次數,高藥費比率,高慢性病費用比率有關，以疾病別來看，集中在慢性疾病患者身上。顯然經營策略上的意涵是如何爭取慢性病人的高度滿意及信賴度，贏得高忠程度，患者願意將診所視做健康上的守門人(Gate Keeper)，而從地區別分析中也發現一些，診所服務之涵蓋範圍，可以區分為距離效益、慢性病患者口碑效應與轉移效益。慢性病患者之分群可以分成黃金老主顧、會忘記看病的老主顧、快流失的老主顧、高穩定低忠誠度高獲利新客戶、不常來但還會來的一般客戶、已流失的舊客戶、已流失的中期客戶及流失已久的舊客戶，至於非慢性病患則不需太複雜的分群，本研究建議將非慢性病患者依健保卡卡序計算就醫忠誠度區分。慢性病患群流失的原因與無法提供完整治療，疾病症狀不明顯或與民眾對治療效益的看法改變有關（如更年期）有關。 就病人區隔分析及交叉服務的相關分析都可以發現，以慢性疾病群為中心，針對不同疾病群發展網路治療團隊，應該是未來診所擴張時需要遵循的最重要策略原則；另外健保案件類別的交叉分析，也發現增加預防保健服務可以增加慢性病人的案件，診所需要將成人健康檢查業務當作策略性業務，加強重視並提升品質。 本研究針對描述患者求醫行為過程所發展出對個人主要疾病診斷碼的歸戶處理、RFM相關指標方式、健保卡卡序計算忠誠度及邊際利潤的計算方式對於類似研究應該有其參考價值。至於本研究所提出的診所病患群分群架構，則有待進一步評估其達到CRM顧客最佳化的效果。 / At present, there are much of researches of Customer Relationship Management ( CRM ) and data mining in Taiwan. There is little research in medical service. Our research tried to integrate the three domains knowledge, DBA, domain knowledge of medical service and data mining techniques. This is a case study type research. The CRM Strategy Planning for Outpatient in Kai-Nan Group Practice Clinic by Data Mining on National Health Insurance Dataset. This research included 9300 cases of Kai-Nan Clinic, with nearly 50,000 records of OPD records from Dec, 2000 to Jan, 2003. Our research questions include as followings: 1、How to segment the outpatient, which segment is the most profitable? Which segment is loosing? Why? 2、Which cross service is necessary for what kinds of patients? What kinds of services will be benefit for recruiting chronic patient? What is the reason for the diabetes patient will receive funds examination in this clinic? Are the patients of GYN/OBS will also to be patients of other specialty? Is it necessary to include other specialty in this clinic? 3. Where is the most profitable patient in nearby area? Our study revealed that the most profitable patients is characterized by high medical cost, high loyalty to this clinic, high visit frequencies, high portion of medication fee and high portion of fee for chronic disease. Most of the profitable patients are suffered with chronic diseases. This implies that how to satisfy chronic patient with high satisfaction and earn their trust to be health gate keeper for this patient is very import issue for a clinic. From the results of area analysis for these chronic patients, we concluded the three effects for different areas, such as near-distant effect, public praise and addict effect for original doctors. The segments of chronic patients include golden regular customer、forgetful regular customer、loosing old customer、regular but lower loyalty profitable new customer、irregular general customer、loosed old customer、loosed past customer and loosed old customer. Regarding the segmentation of outpatients of acute illness, we recommended simplify classification according to loyalty that was calculated from the sequence of national health insurance card used in Taiwan. The chronic patients loosed in the clinic was due to lack of comprehensive treatment options, non obvious symptoms or the fears of treatment side effects announced from public media，such as hormone replacement therapy for post menopausal syndrome. We conclude that multidisciplinary team for comprehensive disease management is very important for clinics as our previous success experiences on diabetes patients. Our clinic should expand teams with out bond member according to the needs of our profiles of chronic patients. From association mining, periodic health examinations increase the base of chronic patients. It is strategic important to enhance the staffs and facility for handling periodic health examinations. Our research will also contribute to the following research issues , such as how to describe patients behaviors, how to extract the dominant diagnosis from patients health insurance records, modified RFM dimensions indexes、loyalty based on sequences of health insurance card in Taiwan and the model of calculation of marginal revenue for clinics. As regarding the efficacy of the patients’ segmentation model deserved further study.

「銀行保險」業務在銀行業者整合行銷推展下，已顯現其經營成果，並逐漸佔有舉足輕重之地位。財產保險業者在飽受市場業務費率激烈競爭下殺情況下，積極開發新的保險通路。於焉，雙方的業務結合便順理成章的形成。財產保險業者面對經營規模遠大於自己的銀行業者，如何以最適的作業平台來總控其作業流程，發揮最大效益，便成為最重要的課題之一。 本文首先藉由對歐美日本等先進國家的銀行保險經營成果探討，歸納出「銀行保險」業務的成功關鍵要素；進而評估分析國內銀行業者從事「銀行保險」業務的發展現況及財產保險業者推行本項業務的不足缺失，嘗試以個案公司設立「銀行保險」業務作業平台的經驗來克服不利因素和建制最適的作業平台。 最後，本文提出對建制「銀行保險」業務作業平台時需特別注意的結論與建議，期能對推展本項業務者起到遵循的參考作用，並推廣適用到其他的保險領域。 關鍵字：銀行保險、直效行銷、作業平台、平衡計分卡、顧客關係管理、客戶服務中心 / Bancassurance business is booming and plays an important role on the Banks. Simultaneously, non-life insurers are trying to explore new sales channels under the fierce pricing competition. Therefore, it is naturally binding these two territories as a whole. Facing the tremendous challenges from the Banks, to establish an appropriate working platform for streamlining operations is indispensable for the Non-life insurers. This paper at first examines the experience of managing Bancassurance business in USA, Europe and Japan and contributes to the success factors of it. Then, by analyzing it the current situations of the development of the Banks and the disadvantages of doing it on the Non-life insurance side, this paper wishes to conquer these difficulties and to construct an utmost appropriate working platform. Finally, this paper shows out the conclusions and recommendations for the establishment of Bancassurance working platform. Wish it could be of assistance to those participants and could be applicable to other insurance territories. Key words: Bancassurance, Direct Marketing, Working Platform, The Balanced Scorecard, Customer Relationship Management, Customer Service Center

隨著相關管理技術之發展，準確衡量個別顧客所帶來的利潤已非難事，除此之外，亦有越來越多學者發現大多數企業之利潤其實集中於少部分客戶身上，符合80/20法則，因此本研究乃以一個案銀行內部之授信顧客資料為研究樣本，結合公司內外部相關資訊，探討影響顧客授信利潤高低之因素為何，以幫助企業有效配置行銷資源，作為企業實行客戶關係管理之參考。 在研究變數方面，本研究先針對全部樣本探討顧客交易習性、本身屬性(如年數、規模、獲利能力、成長趨勢、創新程度)、銷售人員特質等對顧客利潤之影響，嗣後再將顧客依行業別與往來期間作一區隔，探討不同行業別與往來期間之顧客利潤影響因素是否相同。 本研究研究結果顯示，顧客交叉銷售數、年數、獲利能力、成長趨勢、創新程度等皆會對顧客利潤產生影響。在短期內，僅交叉銷售會對顧客造成影響，然在中長期，除了交叉銷售數外，顧客之年數、獲利能力、成長趨勢、創新程度等皆會對顧客利潤產生影響，由此可知，在短期內，個案公司所採行之交叉銷售策略係增進顧客利潤最有效之方式，然就中長期而言，仍須考量顧客本身的屬性(如年數、規模、獲利能力、成長趨勢、創新程度)與本身銷售人員之特質，因此，就長期而言，選擇正確之顧客與培育適當的銷售人員亦為增加顧客利潤之關鍵因素。然在行業別方面，非高科技業顧客之模式並不顯著，顯示非高科技業顧客利潤影響因素可能仍受其他因素影響，值得後續研究進一步探討。 / With the development of related management technology, it’s easier for business to measure the customer profitability now. In addition, there’re more and more researchers indicate that in most company the profitability are concentrated on a few customers, which is according to the 80/20 rule. Accordingly, this research combines internal and external information from one bank in Taiwan to analyze the factors that affect the loan customer profitability in that bank. The purpose of this research is try to help business allocate marketing resources effectively, and try to provide for business as a reference to implement CRM. In the respect of variables, at first this research tries to analyze the affection of customer trading style, customer attributes, sales person attributes to customer profitability, after that this research will try to analyze whether the affection factors are the same or not when customers are in different industry and have different transaction period. Finally, this research has found that customer cross-selling number, year, profitability ability, growth rate, innovation degree and sales person have affection on customer profitability. In short-term period, only customer cross-selling number will affect the customer profitability, and in long-term period, in addition to customer cross-selling number, other variables like customer year, profitability ability, growth rate, innovation degree and sales person will also affect customer profitability. It indicates that in short-term period, the cross-selling strategy adopt by the research company is the best most effective way to increase customer profitability. But in long-term, selecting the right customer and training adequate sales employers are also very important factors to increase customer profitability. When taking industry into consideration, this research has found that the variables mentioned above also have affection on the customer profitability in high technology industry, but in non-high technology industry, the statistic model is not significant and could be discuss by further researches.

參加國際展覽是國際行銷重要的方式之一，台灣是以產品外銷為導向，廠商參加國際展覽，邀請現有的國外客戶，也期望主辦單位能協助宣傳和推廣，能開發新的國外買主客戶，努力尋找商機是台灣廠商參加展覽的最大需求。隨著國際化的潮流，國內廠商參加國際展覽有愈來愈多的趨勢，身為展覽的主辦單位，為提昇展覽品質及擴大效益，制定展覽的行銷策略更顯重要。 伴著新科技時代來臨，辦理展覽的傳統方式，可能因時空地的因素，未能完全吸引到國外買主，也有無法掌握的競爭環境，展覽主辦單位必須增加展覽的附加價值，規劃虛擬網路展覽是一個轉型的機會，搭配與實體展覽同時進行，確實來宣傳和提升展覽的效益。 本論文之研究，係以顧客關係管理的觀念來辦理國際專業展覽，為參展的廠商爭取商機，也為參觀的國外買主尋找合適的台灣供應商，在實體展與虛擬網路展中結合，找到新的模式，而提出一套有效地制定國際展覽行銷策略方法的論證，供展覽主辦單位在展覽的辦理過程中加值，也為台灣的參展廠商參考運用。 關鍵字詞：顧客關係管理、國際展覽、行銷策略、網路展覽、實虛整合 / Participating in the international trade shows is one of the important methods of the international marketing. Export is the main trade in Taiwan. In the trade shows, the exhibitors not only invite their foreign customers but also want to look for the trade opportunities of the new foreign buyers whom are invited by the show organizers. With the trend of the globalization, the domestic suppliers participating in the trade shows are getting more and more. It seems that making the new marketing strategies is a promotion turning point. Accompanying the new scientific and technological era, the traditional trade shows could not attract to the foreign buyers. They won’t show up for some unknown reasons, also the unpredictable competition and environment. The show organizers have to find out the additional value of the trade shows. It seems that planning virtual trade shows is the new way to develop. Combine the real and virtual trade shows. The benefit of the trade shows will be improved through the planned advertisement. The purpose of this research is to find out the feasible marketing solution of organizing the international trade shows through the concept of CRM (Customer Relationship Management). Try to get the trade opportunity of the exhibitors. Recommend the proper suppliers to the foreign buyers. It’s the new model to combine of the real trade shows and the virtual trade shows. To get proved and make the efficiency of the international trade shows. Key words: CRM, trade shows, virtual trade shows, marketing strategy

本研究屬於探索性的研究，透過文獻探討並從兩家日本個案公司－JASCO與Origin實務做法之相似處，從中歸納整理並建構提案式經營之概念性模式。提案式經營必須同時具有市場導向與創業導向互相搭配之組織文化，且要有高階管理者的支持。在兩導向相輔相成的運作之下，組織將有能力發掘顧客心中潛在、未能清楚表達的新需求，同時發展滿足此新需求所需的新技術能力，因此能夠有效促進新需求與新技術之搭配以形成一新的產品/服務提案，並主動提供給未察覺此需求的顧客。由於提案是奠基於真正了解顧客心中的需求與所渴望的價值，並融入了與顧客互動，也因而能創造真正卓越的顧客價值、幫助顧客成功，不僅達到最高的顧客滿意，更讓顧客感動。提案式經營可透過卓越的顧客價值創造，為組織帶來價值創造、改變市場和領導地位的競爭優勢。提案式經營本質上即是一種驅動市場的組織運作，是市場導向新思維下顧客價值創造之道。 提案式經營的精髓在於新市場的開創，透過市場導向與創業導向文化相輔相成的運作之下，企業能有足夠的意願與能力去有效搭配新需求與新技術，進而開創一個新市場。能幫助廠商培養洞察新市場機會的眼光、看到未來的需求，並發展用以實現新市場機會所需的能力，因此能夠掌握到市場先機，能比競爭者更早一步進入新市場，獲得先進入者優勢。為了能在競爭激烈的環境下生存、掌握市場先機，台灣企業也應該實行提案式經營，以便能夠驅動市場並提昇在全球的競爭力，擺脫代工的命運、創造更高附加價值的產品。 / This study is an exploratory research. By reviewing literature and studying the two Japanese cases -JASCO and Origin, a conceptual framework of proposal-type management is constructed. Proposal-type management requires the alignment of market orientation and entrepreneurship orientation cultures, and must be supported by the top management. Under the coordination of the two cultures, the organization will have the abilities to discover the latent and unexpressed needs of the customers, and develop the necessary technologies, which can be used to meet the new needs, in good time. Therefore, the match of the cultures can catalyze the match of the new needs and the new technologies to generate a proposal, which can be further proposed to the customers. Because the proposal is based on thorough understanding the true needs and the desired value of the customers, it is affirmed to create superior customer value, achieve customer success, fulfill the highest customer satisfaction, and impress the customers. Through superior customer value creation, the firm will acquire the competitive advantages, including value creation, change, and leadership. Proposal-type management is a kind of market-driving organizational operation in nature, which inferred that it is a way of customer value creating under the new thinking of market orientation. The core value of proposal-type management lies in creating a new market. Under the cultural coordination of market orientation and entrepreneurship orientation, the firm has the will and capacity to match the new needs and the new technologies precisely and then create a new market. It can make the firm develop the insight into new market opportunity and the necessary abilities to fulfill it. Consequently, the firm can seize the market opportunity and gain the first-entry advantage by entering the new market in advance of the competitors. In order to survive in the intensive competition and to seize the new market opportunity, the firms in Taiwan should implement proposal-type management, which is helpful to drive market and acquire the globally competitive capabilities. It could also help the firms in Taiwan get rid of the fate of OEM and create high value-added products.