本研究旨在分析影響自住型預售屋客戶滿意度的關鍵因素及探討有效提高自住型預售屋客戶滿意度的作法。內容主要分成三個部份：第一、從過去的文獻中探討顧客滿意度的定義，並在房地產市場中找出能夠有效提升顧客滿意度的方式；第二、以需求為導向，藉由H建設公司的問卷調查資料中，分析出能夠有效影響自住型預售屋客戶滿意度的關鍵因素；第三、以策略行銷分析的觀點探討能夠有效提升上述關鍵因素的作法。 研究結果指出，經由因素分析萃取出的「重視外觀與設計」、「重視交易過程的觀感」、「重視基本設備的品質」、「重視事後相關服務承諾的兌現」以及「重視高檔周邊設備」等五個潛在因子中，交易過程的觀感對於四個評估客戶滿意度的影響最為顯著，其次則為事後服務承諾的兌現和外觀與設計。根據邱志聖 (2010)之策略行銷架構，業者若要有效提高現今顧客的滿意度，首先要注重的就是外顯單位效益成本以及道德危機成本的改善。 最後，本研究依據策略行銷分析架構所整理出的研究結論，提出了若干實務操作上之建議，以改善自住型預售屋客戶的外顯單位效益成本與道德危機成本，使得顧客滿意度能夠達到有效的提升。 / This study aims to analyze the impact of the key factors of self-used presale house customer satisfaction and to find out effective ways to improve self-used presale house customer satisfaction. The context would mainly be divided into three parts: first, to discuss the definition of customer satisfaction from the literature from the past, and to find out that the real estate market can effectively improve the way of customer satisfaction; Second, the demand-driven by one construction company in the questionnaire survey data, the analysis can effectively influence the key factors of self-used presale house customer satisfaction; third, use the analysis of strategic marketing point of view to discuss these key factors which can effectively enhance the practice. The study results indicate the following five potential factors which are "pay attention to the appearance and design" extracted by factor analysis, "pay attention to the feeling of the transaction process, "pay attention to the quality of basic equipment", "great importance after the related services promised to honor" and "emphasis on high-end peripherals.". The perception of the transaction process for the four assessment of the impact of customer satisfaction, the most significant, followed by subsequent pledge to honor, as well as appearance and design. According to Pro.Jyh-Shen Chiou (2010), strategic marketing framework, if the industry expects to improve current customer satisfaction, the most two important things are to pay attention to C1（buyer cost/buyer utility）and C3（the cost of moral hazard）. Finally, the basis of the research is to use strategic marketing analysis framework to sort out the conclusions of the study. Furthermore, it presents a number of practical operating recommendations to improve the effectiveness of self-used presale house customer's buyer cost/buyer utility and the cost of moral hazard, making customer satisfaction can achieve effective upgrade.

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.

本研究是以中國大陸從2005 年到2010年的風力發電之複合材料葉片產業為背景，討論A公司如何從其原來所屬的防腐蝕複合材料行業，跨入一個完全不同應用的風力葉片複合材料行業。於產業進入過程中，有三家迥然不同規模、屬性、企業文化的企業，於過去數年在大陸市場的競爭為研究範疇。 而在這一市場中依其資本來源，可概分為外資、國企與民企三大類，而因著資本來源不同導致其管理團隊與決策模式，有著極大的差異，因此對交易過程的四種成本亦有相當大的認知與評價差異。而這三家競爭廠商於面對不同客戶屬性時，如何依據其個別公司的不同市場地位、公司資源與技術能量，而採行的市場競爭策略。 A公司於競爭初期，利用其既有的品牌知名度、人脈與通路，以降低C2為第一要務，而後利用C2在地優勢與國際原料大廠建立策略聯盟，產生C1的競爭優勢。進一步利用C1優勢降低客戶C3，隨著個案的增加，增強與上游供應鏈的談判力量，再回頭去強化C1的競爭優勢，以本研究所處的市場，所有的競爭最後都還是回到C1的競爭。並對未來的發展提出如何增強各個成本構面的建議，與提升公司淨利的建議。 / The background of this study is based on the wind blade industry of wind turbine from year 2005 till year 2010 in mainland China. We try to analysis how the company A crosses into an entire new industry – wind blade composites from their original anti-corrosion application. And the scope of this study based on these three enterprises with complete different scales, categories and cultures how to compete in mainland China wind blade composites industry in the past 5 years. We may distinguish those customers into three types based on their different capital compose: foreign enterprise, state own company and private company. Due to the different capital compose, it cause quite obvious difference between the business philosophy of the management team and decision model. It also caused huge difference in recognition and evaluation of four kinds of transaction cost. Those three major suppliers how to take different compete strategies when they are facing different customer attributes based on their own corporate market position, company resources and technology. At the very beginning stage, company A leverages its original brand name, connections and channels in composites industry to lower its C2 as first priority. And then company A tries to build the strategic alliances with those global material suppliers to create the compettive advantage of C1. The further step is to reduce customers’ C3 through its C1 advantage. The more customers company A gets, the more bargain power she has with her supplier chain and then she could strengthen her own C1 competitive strength. The most fundamental competition is always backing to C1 competition in wind blade composite section of wind energy industry in China.