本研究主要探討資訊顧問服務業者在面臨臺灣地區資訊服務市場日漸飽和，企業客戶對於顧問服務要求的多樣化；而資訊科技演變在軟體供應商大者恆大的趨勢下面臨創新與整合兩難的情況下，資訊顧問服務業者如何在激烈的競爭環境中脫穎而出，業者仍然必須從對現有客戶服務的品質提昇與持續地研究各項對客戶經營有附加價值的行銷服務著手；在這個標準是關係行銷與高人員涉入程度的資訊顧問服務產業內，我們希望從策略行銷4C架構的理論基礎為出發點，針對與企業客戶在整個服務行銷的過程中，能夠綜合考量包括『無形性』、『不可分割性』、『異質性』、『易消逝性』等服務特性來從內部各項提供服務的機會與流程中，綜合產業先進與企業客戶的寶貴經驗來探討有哪些切實可行的作法可以來協助資訊顧問業者來達到『降低客戶道德危機成本』與『增加專屬無形資產』的行銷服務的營運目標。 　在『降低客戶道德危機成本』方面，本研究結果認為資訊顧問業者必須發展出一套如何協助客戶就資訊系統採購專案的內部與外部要進行哪些詳細評估流程，並從包括『策略』、『組織』、『流程』、『人員與文化』、『資訊科技』等構面來協助客戶瞭解到這些資訊系統引進來的衝擊與必須有的應對策略與方法，在『增加專屬無形資產』方面，本研究結果認為資訊顧問業的核心競爭力是『人才』與『知識資產』，客戶購置顧問服務其目的也是在希望完成某種程度的『技術移轉』，包括企業客戶與資訊顧問都是希望是達到能夠協助客戶自行維護系統的目標，資訊顧問公司所提供給客戶是一個很好的『體驗經濟』的服務過程；我們相信這個雙方願意相互陷入的結局應該是好的。

The diploma thesis deals with a new product launch in Czech market. First, the appropriate market segment, competitive products and environment of launching company is analyzed. Based on the analysis and the knowledge gained from the literature, the diploma thesis proposes a solution in form of a marketing mix, which is suitable for the new product.

El contexto actual en el que se desarrollan las empresas los ha impulsado a replantear sus estrategias y enfocarse en ofrecer servicios de calidad a los clientes, quienes necesitan se les proporcione de mecanismos que les permita realizar procesos de manera automatizada y segura, así como también dentro de las organizaciones, de manera que los tiempos de respuesta y atención ante las necesidades que surjan en el mercado, permitan atender una creciente demanda. El uso de tecnologías de la información tales como portales web, la georreferenciación y tecnologías emergentes como cloud computing que brindan seguridad y confidencialidad de los datos ya no es necesario contar con infraestructura de gran escala para automatizar los procesos de una determinada organización. El presente proyecto tiene como finalidad realizar el análisis y diseño de un sistema para la gestión de programación de servicio técnico de campo en la empresa SERFAC S.A.C. La solución que se propone contempla el uso de Amazon Web Service como propuesta de arquitectura y la georreferenciación para calcular rutas de aproximación de manera que se programen las solicitudes de manera automática. Para desarrollar el presente proyecto se ha hecho uso del framework Zachman para el análisis del negocio, notación del lenguaje BPMN 2.0 para el análisis del proceso seleccionado y arquitectura basada en el modelo 4C para el diseño de la arquitectura de la solución. / The current context in which companies are developing has prompted them to rethink their strategies and focus on offering quality services to customers, who need to be provided with mechanisms that allow them to carry out processes in an automated and safe way, and also within their organizations. The purpose is that the response and attention times to the needs that arise in the market meet the growing demand. The use of information technologies such as web portals, georeferencing and emerging technologies, such as cloud computing, that provide security and confidentiality of data should no longer need to have a large-scale infrastructure to automate the processes of a certain organization. The purpose of this project is to carry out an analysis and design of a system for the management of field technical service programming in the company SERFAC S.A.C. The proposed solution contemplates the use of Amazon Web Service as an architecture proposal and georeferencing to calculate approach routes in order to schedule the requests automatically. For developing this project, the Zachman framework has been used for business analysis, BPMN 2.0 language notation has been used for the analysis of the selected process and architecture based on the 4C model has also been used for the design of the solution architecture. / Tesis

No description available.

台灣自1994年首家廠商明基電通投入手機的研發，在1997年第一支自製手機問世，開啟手機產業嶄新的一頁，短短的十年間，成就「 手機代工王國」的美譽，並且在2006年攀上最高峰，手機整體出貨量終於突破1億支（黃建智，2007），全球市佔率也衝上13.8%（葉憶如，2007）。過去十年來，手機廠商的生存契機，主要來自於代工訂單的爭取。而基於各別公司生產策略之不同，自製與外包的程度差異頗大，一直以來釋單較積極的國際大廠只有美商Motorola。 台灣有研發及製造的實力，但是因為廠商過度集中於代工客戶的訂單，在代工大餅沒太大增加，但手機廠商家數直線成長的情況下，部份廠商乃積極轉型發展品牌並加強行銷管理。過去有關手機品牌發展的研究，大多是由競爭策略、整體通路之價值鏈活動等觀點著手，但專注於品牌策略，進行4C交換成本態勢分析之探討者，則尚不多見，因此，本研究乃有其先導性。 本研究以台灣地區的大學生手機市場為研究對象，期望所做研究結果可供台灣手機廠商，做為規劃手機品牌行銷策略之實務參考。本研究經由問卷調查以灰階層統計分析，並將其結果以4C交換成本理論的四個主要變數：外顯單位效益成本、資訊搜尋成本、道德危機成本、專屬陷入成本，進行大學生消費族群之消費偏好分析，並歸納出： 首先，台灣的手機品牌廠商在專利成本高於國際大廠而品牌知名度低於國際大廠的情況下，其「外顯單位效益成本」高。其次， 台灣的手機品牌在市場定位不是很清楚的情況下，它的「資訊搜尋成本」偏高。此外，與品牌歷史悠久的歐美品牌及積極擴張的韓國品牌比起來，台灣的手機品牌在消費者的心中屬於高「道德危機成本」風險的選擇。最後，在專屬資產的建立上面，台灣的手機廠商因為品牌的發展資歷較淺，經驗累積不足，在這一方面的操作略顯不成熟，因此對消費者而言也沒有很高的一般專屬陷入成本。 / In 1994, the first Taiwanese company –BenQ Corporation (former Acer Peripherals)– started the involvement on the research and development of mobile phone, and it was the beginning of the new era of mobile phone industry has been started since the launch of the first “Made in Taiwan” handset in 1997. After one decade, Taiwan became the “ODM Kingdom of mobile phone”, and reaching a historical high on 2006 of the overall shipping volume — 100M units, meanwhile achieved a 13.8% of the global market share. In the pass decade, the survival opportunity of Taiwanese mobile phone maker was from ODM orders。And Motorola was the only among the international brands, which released the ODM orders aggressively. However, as the source of ODM orders is not in an upward trend and the growing number of mobile pone makers are all concentrate on ODM business, as a result that part of makers try to move toward OBM business to look for a bigger room and better development. Most of the researches stood on the views about the OBM development on the competition strategies, value chain activities of the mobile phone channels, etc., but the point on the 4C exchange cost analysis has not been seen much, which is important for this research. This research is expected to provide the result for the practical reference of the branding marketing strategy to the Taiwanese mobile phone makers. This research is been developed by the survey of questionnaire and is been analyzed by Grey Relational Analysis (GRA) and Analytical Hierarchy Process（AHP）, and then through the four primary parameters of the 4C exchange costs, the cost： the external cost on utility, information searches, moral hazard and asset specificity. Finally, following important result have been pointed out: First of all, the patent cost is higher and the brand awareness is lower to the Taiwanese branded mobile phone makers compare to the international branded companies, and as a result of high external cost on utility. Next, due to the market positioning developed by most of the Taiwanese mobile phone makers is unclear; the cost of information searches is obviously high to consumers. In addition, compare to the well know western brands and the aggressive Korean brands, the choice of Taiwanese brands of mobile phone has high risk on morals hazard to consumers. Finally, as a new player for mobile phone branded business, the skill on branding manipulation requires more experiences, and the cost of asset specificity is low for consumers from the Taiwanese mobile phone brands.

創業已成為今日台灣的潮流顯學。無論規模大小，品牌就像一個當代的時髦名詞，是創業者的流行穿搭，顯現出對於人生態度的品味。品牌經營理論眾聲喧嘩，哪一盞才是照耀夜行中錦衣的明燈？溫馨小品或是夢幻逸品，恰如其分的定位，就能與擁護者對味。 本研究透過大苑子與綠藤生機兩家個案，來探討品牌經營的方式。在巨人們的肩膀上，將品牌經營整理成：「品牌願景、品牌定位、品牌傳播、品牌粉絲」四大方向來建立品牌的內涵，傳遞給消費者。再用策略行銷4C架構分析，以客觀的角度來審視品牌經營之強勢與弱勢之處，並給予行銷建議作為參考。希冀「先以品牌經營方程式建立品牌，再到策略行銷4C分析謀略縝密度」是一把讓未來有志創業者，或是期待打造出偉大抱負的品牌者，可以經營品牌不求人的關鍵之鑰。 經過個案的探討，發現兩家品牌都著墨許多在與顧客信任感的耕耘，如同Peter F. Drucker所說的：「企業的目的與使命只有一個重心、一個出發點，那就是顧客。」品牌經營如何獲得更多的品牌粉絲支持，是經營者與企業內部需同心協力達成的共同目標。 / Nowadays, entrepreneurship is the mainstream in Taiwan. In spite of the size of a company, the brand represents its image. A company’s brand is like the outfit of the entrepreneur, and it represents his/her attitude towards life. There are many theories on brand management, but which is the one that can help brands target the right customers? Through applying the right positioning strategies for different products, brands can attract target customers successfully. This research aims to analyze brand management through the case studies of “Dayungs” and “Greenvines.” Brand management includes brand vision, brand positioning, brand communication, and brand communities. These four items help establish the content and image of a company’s brand, and pass them on to the customers. Based on the 4C marketing framework, this research examines the strengths and the weaknesses of brand management, and provides a marketing proposal for future reference. The process of building branding with brand management, and then analyzing the strategies with the 4C marketing framework, is a key for future entrepreneurs that hope to establish a successful brand. Through the analysis of these case studies, the research found that both brands put emphasis on the customer trust. As Peter F. Drucker said, “The purpose of business is to create and keep a customer.” How to gain the loyalty of more customers is the goal that managers and employees need to achieve with cooperation.

The goal of the diploma thesis is to make a strategic analysis of specific company, make an external and an internal analysis and also prepare a strategy for future development of the company.

旅遊業為我國未來產業發展的重點之一，再加上團體套裝旅遊一直是亞洲國家中最普遍及最受觀迎的旅遊型態之一，我國2009年的團體套裝旅遊比例即佔了35.6%。其中，領隊人員可以說是團體套裝旅遊的重要元素，不僅影響著該次旅遊品質的好壞，領隊也可藉由專業的服務取得旅客的信任，而獲得後續帶團的機會；是以，由於我國過去旅行社設立門檻不高，加上領隊掌握一定旅客數，不少領隊帶槍投靠或自立門戶，造成旅行業良莠不齊、競爭激烈。 因此，本研究欲探討現行旅行社對於領隊的管理模式，運用交易成本理論及4C交換成本理論架構，剖析旅行社、領隊與團體旅遊消費者間三方交換之關係，並對於旅行社提出適當的領隊管理建議，期盼能對於旅行產業的市場紊亂情形有所助益。而由於本研究議題過去缺乏學術研究成果且未被有系統的討論，故採用質性研究及深度訪談做為本論文的研究方法。 研究結果得知，透過訪談資料的整理與分析，歸納出兩種現行的領隊管理模式。管理模式1：旅行社著重於處理與消費者間的4C關係，並設法阻礙領隊與消費者間4C關係的建立，使消費者購買團體旅遊產品是出自於旅行社本身，而非領隊；管理模式2：旅行社與領隊共生共榮，在旅行社與消費者的交換關係方面，旅行社著重於產品的外顯單位效益成本；而在旅行社與領隊的交換關係方面，旅行社運用4C的處理得宜，維繫優秀的領隊，鞏固銷售。 本研究以4C交換成本理論，歸納出兩種領隊管理模式，建議後續研究者可針對旅行社背景，探討何種領隊管理模式對其最有利；另外，針對國內網路時代的盛行，有業者引進國外居家旅遊商業模式H.B.T.A.(Home Based Travel Agents)，類似於本研究所提出的管理模式2，後續研究者也可針對此議題進行深入探討。 / Travel industry will be one of the most promising industries in Taiwan; in addition, Group Package Tour is one of the most popular traveling types in Asian countries. In 2009, the percent of Group Package Tour in Taiwan is highly 35.6%. Especially, Tour leader (or tour escort) is the critical element of Group Package Tour.He (or she) can not only influence on the quality of travel, but also can get customers’ trust and the chances of business by professional service. Therefore, because of the low entry barrier of Travel industry and tour leader holding up some customers, lots of tour leaders job-hop or build up their own business. It makes travel industry highly competitive. For this reason, this study wants to use the Transaction Cost Theory and 4C Exchange Cost Theory to discuss current tour leader’s management model, and analyze the exchange relationship among travel agent, tour leader and Group Package Tour customer. Finally, this study wants to propose management recommendations for travel agents. However, this topic was less discussed in the past, so that this study uses qualitative research and in-depth interview as the research method. According to the research result, this study generalizes two kinds of tour leader’s management model. Model 1: Travel agents focus on the 4C relationship with consumers, and manage to hinder the 4C relationship between tour leader and consumer; Model 2: Travel agents cooperate with tour leader. Between travel agent and consumer, travel agents focus on C1. Between travel agent and tour leader, travel agents focus on the 4C relationship for holding up excellent tour leaders. For future research, this study suggests to discuss what travel agent background can benefit from two kinds of tour leader’s management model, or discuss H.B.T.A. (Home Based Travel Agents) deeply.

我國主機板業在短短不到二十年的時間內迅速竄起並獨霸全球，但由於市場的飽和、產品的規格化，主機板業邁向產業集中化及強者恒強、弱者恒弱的趨勢日趨明顯。因此，各廠商經營效率的改善及提升，及同業間生產規模擴展之競爭，乃至於對未來市場變化之因應便成為一重要研究之探究課題。 本研究採用問卷調查的方式，從主機板產業中選擇中國大陸大學二年級學生為研究對象，發現入學後購買電腦的學生比例達到71％。從各個時段的購買相對值來看，假期結束後回校的前兩個月是購買高峰。按購買電腦類型，DIY的整體份額在29％，筆記型電腦最高在62％；按計劃購買的性別來看，不論是男性或女性，皆是以筆記型電腦為主，其次是DIY；沒有計劃購買電腦的同學中，目前沒有需求是主要原因，而受限於價格是其次。質量可靠、知名品牌與朋友推薦是同學們選擇主板的主要因素。 產品規格及性價比，事先搜尋相關產品資訊確認主板產品的確能提供其廠商所強調的功能或價值，同學多會通過 「詢問朋友」、「媒體推薦」、「網上搜索」等來獲取相關信息，因此相關之「外顯單位效益成本」、「買者資訊搜尋成本」、「買者道德危機成本」等預算，應當維持相當水準， 對於「買者專屬陷入成本」的行銷預算，可以酌情減少， 當廠商了解客戶在面臨的問題及顧慮後，即可透過4C策略行銷的分析，設計出能夠解除客戶疑慮的方案，建立共識，降低雙方的交易成本及風險，以確保合作有個好的開始。本論文從廠商的角度以4C架構進行行銷策略分析，以協助廠商隨著專案進展也可以很方便地檢視各種策略組合，故即使是在多專案併行時，依然能有效掌握各種策略的執行。 / The motherboard industry has developed soon within 20 years and now become the top in the world. In 2000 the market share reached to 84.7%. However, due to the saturation of the whole market and the standardization of the products, it is obvious that the industry has stepped to centralization. The trend of “The stronger will be stronger; the weaker will be weaker” can be seen in the industry. Therefore, the improvement of efficiency, the competition within the industry, and the ways to cope with the market changes in the future are critical topics to research. This research adopted the method of questionnaire survey and took sophomore from universities in China as research objects. We could found in this research that the time students bought their computers concentrated on 2008 and 2009；That is, the frequency which students bought their computers peaked when they were freshmen and sophomore. Also, according to this research, we could found, in the type of computers students bought, that students who bought DIY computers account for 29% and who bought note books account for 62%, the highest percentage. Furthermore, we could found, in the gender who bought computers, that the percentage of boys who bought DIY computers is obviously greater than the percentage of girls and that the percentage of girls who bought note books is obviously greater than the percentage of boys. The primary factors influenced the decision that students bought motherboards are the quality, famous brand, and friends’ recommendation.

本論文研究目的有三: (1) 釐清一般在忠誠度計劃定義上常見的錯誤觀念，進而探索CRM與忠誠度計劃之間的關係，並且發展一套實務上可用的忠誠度計劃分類方法; (2) 研究零售業CRM計劃中現行的戰術手法，並提供策略性建議給業者該如何校準戰術手法的重心並且相應地配置資源; (3) 發展一套可供現代零售業者自我診斷其CRM計劃在分析成熟性以及策略行銷重心的實務架構。 為達到研究目的，本研究首先探討在零售業，顧客關係管理(CRM)，忠誠度計劃以及分類方法上的相關文獻以釐清忠誠度計劃定義上常見的錯誤觀念，進而說明CRM與忠誠度計劃之間的關係，最後發展一套實務上可用的忠誠度計劃分類方法。 其次，本研究先應用邱志聖博士(2010)的策略4C模型，分析現行零售CRM計劃的戰術手法，並且提供策略性建議給業者該如何校準戰術手法的重心並且相應地配置資源。 再次，本研究應用邱志聖博士(2010)的策略4C模型以及戴文波特博士與哈里斯女士(2007)的分析成熟模型於建構零售CRM計劃的兩階段診斷性架構。 後續深入的分析主要根據此架構而進行，同時根據零售業所處不同的分析成熟階段提出策略性建議。 對於零售業的高階主管，本研究的貢獻在於提出一套實務可行的診斷性架構，供主管重新檢視其CRM計劃在策略上的重心，並且能隨著公司規模成長，進而調整重心的優先順序。 對於CRM以及忠誠度計劃的從事者，本研究貢獻則在於零售CRM計劃，忠誠度計劃以及相關概念上的定義的建立正確觀念。 最後，本論文的研究發現亦可當作對CRM以及忠誠度行銷人員的策略性建議，尤其當在設計戰術手法之時，能針對公司所處不同的分析成熟階段，對焦CRM策略以及相應資源配置。 / The purpose of this thesis has three objectives: (1) clarify some common misunderstandings about definitions of loyalty scheme, explore the relationship between CRM and loyalty scheme, and develop a typology of loyalty scheme for practical use; (2) study on current tactics used within retail CRM programs and provide strategic advices on how to fine-tune the tactics focus and align resource accordingly; and (3) develop a practical framework that allows modern trade retailers for self-diagnosing their CRM programs in terms of analytical maturity and strategic marketing focus. To achieve the research goals, this research has firstly reviewed previous research on retail, CRM, loyalty schemes and its typology, and thus misunderstandings about definition of loyalty scheme, CRM, the relationship between CRM and loyalty scheme have explained and consequently a new typology of loyalty scheme has been developed. Second, strategic 4C model (Chiou 2010) is used in this research to analyze current tactics used within retail CRM programs and the strategic advices are generated on how to fine-tune the tactics focus and align resource accordingly. Third, this research adopted literature of strategic 4C model (Chiou 2010) and analytical maturity model (Davenport and Harris 2007) to form a two-stage diagnostic framework for retail CRM program. The further analysis is conducted based on this framework while strategic advices are provided to retailers of different analytical stage. The benefits for business executives in retail include a diagnostic framework allowing for strategically reviewing their CRM program focus and priority as retailers grows their business. The benefits for CRM and loyalty practitioners include building correct understandings about retail CRM program, loyalty scheme and related conceptual definitions. The findings in this study may serve as strategic advices to CRM or loyalty marketers to better align resources, when they design tactics, to companies’ CRM strategy at different analytical stage.