An International Express Delivery Service offers "door-to-door" comprehensive domestic and international courier and bulk mail services over 200 countries in the world. Through an efficient and multi-service international shipping network, their operations include clear import/export custom clearance, set up customized flight schedule, arrange material storage, perform custom reporting, and ground logistics. In a world of increasingly global competition, an International Express Delivery Service not only provides solution (service) to satisfy their customer needs, but also approach customer's supply chain information. Then, the express service company has achieved as called "Competitive Advantage" in the global market. Companies achieve competitive advantage through analyzing conductive resources and implementing effective strategies. Ultimately, the only way to sustain competitive advantage is to upgrade companies' constant resource-to move to more sophisticated type. Since 1973, DHL, the case study of this research paper, entered Taiwan express service. Today, DHL is still the market leader in the international express industry. Successful companies, like DHL, tend to develop a bias for predictability and stability; they obtain successful factors to be in competitive advantage. This research will try to find out the factors by analyzing their resources, business scope and strategy planning.

DHL, the international air express service provider, set up its first branch in Taiwan in 1973. UPS and FedEx, followed in the forerunner¡¦s footsteps, and joined the market as well. Together with the Chunghwa Post Corporation, these four major international express service providers have made the international express marketplace in Taiwan a very competitive environment. Until now, the competition is pretty much settled with DHL having a majority of the market share in both B2B and B2C markets. The main reason why DHL dominants the industry is due to its cooperative relationship with 7-ELEVEN, the largest convenient chain store in Taiwan. DHL customers can drop-off their shipment or packages at any 7-Eleven in Taiwan. Nevertheless, there are still underlining problems and concerns in regard to the business relationship with 7-Eleven which the company needs to pay attention to. First of all, are the 7-Eleven service personnel receiving professional training needed for DHL distribution channels? Second, is the image of 7-ELEVEN stores consistent with that of DHL? Third, is there strong connections and bonding between DHL express operations and 7-Eleven? These are some questions that are often omitted in the B2C market for the international express enterprises; and yet, these questions are the sources of the company¡¦s internal competitive advantages. This study aims to provide an in-depth interview with international express corporations in the B2C market, channel providers that cooperates with the international express corporations, and the international express customers in Kaohsiung. In terms of international express corporations, the question focuses mostly on the company¡¦s marketing strategies including marketing target, product, price, promotion and channels. In terms of channel providers, the center of attention focuses on marketing channels, cooperation strategies, receiving status, and store locations. In terms of customer impressions, the interview focuses mainly on the issues of user experiences, delivery process, package tracking systems, attitudes of service personnel, prices, service satisfactions and whether recommendations are made to other people. The research findings suggested that DHL is still the leader of the B2C marketplace in Taiwan. Those companies that are closer to their customers win the market share. As for 7-Eleven, by providing product and service diversity, the company actually becomes a concern for DHL for being ¡§unprofessional¡¨. It is found that DHL distribution channels often lose packages during the delivery process. FedEx decided on its distribution channel locations based on the channels¡¦ profit incomes. In terms of employee training for distribution channels, FedEx provides a more complete program than DHL. If a comparison is made with these express companies¡¦ advantages, the Chunghwa Post Corporation provides cheap services; DHL has the most distribution channels in Taiwan; FedEx provides the fastest international express services; and UPS has the most complete distribution channels around the world. The key factor to international express success is the degree of professionalism. The distribution channel personnel must be able to provide clear and precise answers and services in order to gain customer satisfaction or even recommendations to potential new customers. In conclusion, this paper will provide some suggestions and future study suggestions for both the researchers and international express companies. And hopefully provide some valuable information and suggestions to international express companies for their future competitive developments.

由於資訊科技不斷地快速發展下，企業要滿足消費者的需求，除了要提昇產品價值外，面對市場的競爭策略也從產品差異化到服務差異化來創造企業價值。 要在服務差異化來創造企業價值的最重要利基是要建立一個專業的客服中心，同時，將ITIL的Help Desk的觀念導入客服中心的Service Desk的功能上，進而達到全方位的客服中心。本研究以一家國際快遞物流公司的客服中心導入ITIL的Help Desk功能結合個案公司的客服中心現有的應用系統架構中為實例，並探索客服中心的服務功能面與結合Help Desk的功能整合後，應用在目前的系統與程序將足以提昇顧客滿意與期望。 從本研究實例中，可以發現客服中心系統與資訊總部導入ITIL的模組，藉由ITIL的Help Desk的基本理論與實作導入客服中心的Service Desk與CRM的結合，將可以加強客服中心的功能完整性與顧客滿意度的提昇。同時，不論是企業內的客服中心或專業的客服公司，要如何在維運上讓服務品質能更提昇與控制，在客服中心的處理成本降到最低外，這些問題要在客服中心三大組成要素的範疇內，包含「人」、「系統」、「程序」。同時，以Help Desk導入客服中心，發現在後送處理的流程中，對客服中心的服務滿意度及專業度也會有非常顯著的表現。 / In order to satisfy the increasing requirements from customers and to face the rapid innovation of information technology, enterprise not only needs to improve its product value but also to change its business model from product-centered to service-centered competitive strategy. The market competitive strategy has been reshaped from product differentiation to service differentiation that creates the business value. One of the imperative key points to create business value through service-differentiation is that we have to build a professional customer service center. And ,we need to deploy the ITIL Help Desk concept to enhance the service desk functionalities of the customer service center. This study demonstrates the deployment of the ITIL Help Desk functionalities to the customer contact center using an international express and logistics company as a case study. By integrating customer service center service capability and the Help Desk new functionalities, the customer satisfaction and expectation can be improved. In this case study, we the deployment of ITIL model for customer service center system and the information data center can be found. Based on the theory of ITIL Help Desk and the integration of customer service center Service Desk and CRM, it is expected the customer service center functionalities and the customer satisfaction can be enhanced and improved respectively. How to operate a customer service center; improve and control its service quality and minimize the operational costs is very important to the enterprise. Three major elements including people, system and process that form the customer service center are also need to be considered. Deploying ITIL Help Desk in customer service center shows high satisfaction and professionalism when shipment is being processed and delivered.