This project explores the question of why local business owners are not taking advantage of the benefits the Web has to offer. It presents information that small business owners could use to develop websites for their businesses. It also examines what it would take to start a web design business targeted at local merchants.

隨著網際網路快速發展，自2007年起網路就已經超越報紙、成為台灣第二大消費者最常接觸的媒體，2010年台灣網路廣告投資量為新台幣85億元(預估2012年更高達117億元)，但卻僅占台灣整體廣告量的9.1%、屈居第四名，落後傳統電視、報紙、雜誌的廣告投資量，其中很重要原因之一就是網路廣告的價值仍被許多廣告主質疑，且尚無被公認接受的網路廣告效益評估標準。 若以目前最常被用來評估網路廣告效益指標：CPM (每千人廣告曝光成本)及CTR(廣告點選率)而言，由於網路廣告的“曝光”不代表一定被看見，因此CPM只能作為媒體採購成本的參考；若以CTR作為評估標準，台灣目前平均廣告點選率已低於0.1%(2012年業界實際經驗值)，是否就可以直接推論：『99.9%的廣告曝光是無效的？』(因為99.9%的曝光並不會吸引網友點選) 由於網路廣告的曝光一定有其價值性，因此期望透過本研究證明以下假說： 假說一: 曝露在指定品牌廣告下的消費者，比沒有曝露在指定品牌廣告下的消費者更容易回答有看到廣告中的指定品牌。 假說二: 曝露在指定品牌廣告下的消費者，比沒有曝露在指定品牌廣告下的消費者更容易回想到廣告中的指定品牌。 假說三：曝露在指定品牌廣告下的消費者如果家中有液晶電視，會比沒有曝露在指定品牌廣告下的消費者更容易提高對廣告中指定品牌的記憶度或偏好度。 假說四：曝露在指定品牌廣告下的消費者，比沒有曝露在指定品牌廣告下的消費者更容易引發聯想其他競品品牌(廣告外溢效果)。 研究結果證明：『即使網友在一般網路瀏覽行為中不刻意瀏覽網頁中的附帶廣告、甚至點選廣告，但只要在廣告上明顯揭露指定品牌名稱，就會有一定比例的網友對廣告留下印象』，因此即可推論：『即使平均廣告點選率= 0.1%，也不能直接推論 99.9%的廣告是無效的』。只要在廣告的設計上明顯揭露品牌/產品/活動名稱，就會有一定比例的消費者對廣告留下印象，但若廣告設計時無明顯揭露品牌名稱，則結果就如同本研究中的“無廣告操弄”，對提升品牌印象/價值毫無加分作用，更遑論可以提升偏好度/購買意願。 根據本研究結果顯示，即使消費者在搜尋網路資訊時已有特定目的，但仍會稍事注意到一旁的網路廣告(雖不一定很明確地意識到廣告的存在)，因此建議廣告主不要以“廣告點選率CTR”作為唯一評估網路廣告成效的指標，以本研究證實，即使所有的受訪者皆無點選廣告，網路廣告曝光仍會有具有一定的價值。 最後有關“廣告外溢效果”的探討，雖然本次研究結果無法證明：『若是一個中等品牌偏好度的品牌在做廣告時，其產生的外溢效果會加惠於該產業的知名品牌，讓消費者因 “中等品牌偏好度的廣告” 而自動回憶起原本即喜歡的他牌，尤其是高知名度的領導品牌』，但如果後續能持續研究此議題並證明其假設成立，則領導品牌的媒體廣告投資週期就可適度避開二線品牌的廣告曝光期，因為當二線品牌刊登廣告可能也會同時喚起對領導品牌的回憶，領導品牌的廣告就可延後刊播，待二線品牌廣告停止時再接續播出，有可能達到整體媒體投資效益最大化(最佳化)、拉長廣告影響期間的目標。

寬頻服務的市場主要有二：一是寬頻上網服務；二是寬頻內容服務。國內的和信、東森兩家業者從有線電視產業跨足經營寬頻網路事業，正是因為手中握有「頻寬」跟「內容」的優勢。本文從「內容」的角度出發，探討兩家寬頻入口網站在內容服務過程中面臨到的各種議題，包括：網站的經營模式、網站內容服務、與內容供應商的合作、廣告業務經營，與網路調查公司的合作、以及未來的趨勢六個面向。 研究方法採文獻蒐集與深度訪談。文獻來源包括「產業競爭策略」、「網路內容服務」，與「網路廣告文獻」三種，以協助研究命題的發展。訪談對象則包括兩家個案公司在「網站行銷」、「網站內容」、「網路廣告」單位、以及一家「網路調查公司」的部門主管。而除了比較兩家網站在內容服務經營上的異同，也檢驗第二章的文獻探討作交叉分析。 在寬頻入口網站的「經營模式」及企業資源的運用上，和信傾向獨立經營網路事業，東森則是採整合行銷的傳播模式，並間接影響到網站在「內容供應」與「廣告業務」。在「內容服務」方面，兩家網站在內容規劃上多半參考國外網站，但在分類方式上並不相同。而在與「內容供應商」的合作則是十分多元化，包括傳統媒體與網路媒體。另外，在「廣告業務」及與「網路調查公司」的合作上，寬頻網站與窄頻網站的做法類似，尚無建立新的經營與合作模式。 本研究的結論有六點，分別是︰一、BISP與BICP應應同步發展，才有市場利基；二、應加強寬頻基礎建設以有利於寬頻服務的品牌推廣；三、應掌握寬頻使用者的喜好；四、寬頻網站的經營有賴於網路廣告主的支持；五、建立使用者付費為未來發展趨勢；六、未來應加強寬頻服務在電視介面的應用。最後，由於本論文牽涉的議題極廣，屬於初探性研究，因此期待後續研究者對於上述寬頻網站在內容服務的各項議題上有更深入的探討。

Master of Technology Marketing Management in the Faculty of Business at the Cape Peninsula University of Technology, 2013 / The advent of IT technology in particular, mobile technology has forced most of the private sector to re-evaluate how they interact and communicate with their intermediaries. Since the early 1990s most businesses have put the intermediary at the centre of their business by means of business strategies like Customer Relationship Management (CRM) solutions. However, the speed at which technology is evolving is forcing businesses to evaluate new and alternative means of managing intermediary relationships, as intermediaries now drive the economy, not businesses. The very essence of a good CRM programme is its reliance on an IT system which is advanced enough to analyse the captured intermediary data, transform that data into usable knowledge, which is then stored in a centralised, crossfunctional database or data warehouse. Most businesses agree that the goal of CRM solutions is to maximise business profits by maximising the value of interaction with intermediaries. Successful CRM businesses have strong, clearly defined business strategies that focus on the intermediary and generate a process-orientated view of the organisation. CRM functionality therefore creates a single view of the intermediary and the business as well as support to the Marketing, Sales, Order, Production and Service processes. This dissertation investigated the CRM functionality within the Fast Moving Consumer Goods (FMCG) wholesale and retail liquor sector of the City of Cape Town, paying particular attention to the three channels that the liquor industry operate in. These three channels are segmented as the formal Off-premise consumption, formal On-premise consumption and the Informal Main market. The formal Off-premise consumption channel consist of the mainstream convenience and self-service liquor retailers where stock is purchased and consumed at another location by the end user. The formal On-premise consumption channel consists of venues where patrons purchase and consume liquor on the spot. The informal Main market, which is dominated by shebeens and taverns, is a combination of the Off- and On-premise consumption channels where bottle purchases and consumption occur on site together. This dissertation investigates one primary and four secondary questions within these channels. The primary question will establish whether a mobile CRM programme can be used as a marketing instrument to create a competitive advantage within the B2B licensed liquor industry of South Africa. The secondary questions establish whether intermediaries are willing to adopt CRM technology, what barriers exist, what the benefits are for both intermediary and company and whether there will be a reduction in communication costs for both parties. The South African government regulates the South African liquor industry in that only licensed outlets may trade in liquor. Within the Western Cape region, there are approximately 4,000 licensed outlets of which approximately 2,000 licences (data obtained from a leading liquor wholesalers company database) fall within the boundaries of Cape Town. A leading liquor wholesaler has legal contracts with each one of these accounts, providing a defined database from which primary research was conducted. Primary researches, in the form of quantitative interviews with a random sample of 150 intermediaries, across the three identified channels were conducted for this study. Questionnaires were used to establish how a competitive B2B mobile CRM programme can be implemented, while possible barriers and facilitators to mobile CRM were also considered. The findings produced two results: one result was expected but the second result was not expected by the researcher. The first results were that 57.5% of respondents, across all business channels, indicated their willingness to receiving a mCRM programme on their mobile devices. The unexpected finding was that 57.3% of respondents across all business channels had no idea or did not know what a CRM programme was. From these findings several recommendations are discussed namely: the implementation of a six month tactical marketing campaign which would expose intermediaries to the concepts and ideas of a CRM programme; the establishment of a comprehensively updated intermediary database; welltrained field sales staff who would support the CRM programme once implemented; a simple, easy to use and navigate mCRM programme to begin with. This programme would have to have the ability and capability to progress in the future as intermediaries become more familiar with the system; and a complete company philosophy, with a clear, holistic and coherent business strategy, that would embrace the mCRM concept to drive future growth opportunities. Key Words: business-to-business; customer relationship management; electronic customer relationship management; Information Technology and mobile customer relationship management.