隨著中國大陸及東南亞照明燈具產業設備的擴增，和廉價勞力成本的威脅以及受到整體大環境的不利因素，台灣燈具照明業者持續面臨著強敵環伺的處境，無疑對燈具出口貿易更是雪上加霜。但隨著近幾年來環保意識提昇及保護環境愛地球的觀念趨勢下，各國紛紛倡導綠能生活、節能減碳，更是為本研究個案公司創造新的轉型契機。
本研究個案公司藉此一波「綠能生活」趨勢轉折點，重新尋求企業定位並調整公司營運方向，利用顧客對燈具照明需求從傳統白熾燈轉變為LED照明和結合智能科技概念，並藉此導入核心顧客關係管理之經營理念，讓行銷聚焦於”挖掘需求,解決痛點,主動積極、細緻貼心”的顧客服務，塑造堅強之顧問式銷售團隊，深入暸解金字塔最上層之20%核心顧客需求並提供解決方案，增進顧客價值最大化，讓雙方合作形成牢不可破之「夥伴與合作式的核心顧客管理」，孕育雙方命運共同體的革命情感，創造雙方共同價值及雙贏策略。
有鑑於此，本研究個案公司利用個案公司中小企業特性，在資源有限的前提
下，推廣核心顧客關係管理的過程。首先，運用Barrett(1986)提出80/20 法則定律的行銷手法，搭配Malcolm McDonald和Beth Rogers(2006)將核心客戶管理分為六個階段，接著運用HouLun和TangXiaowo(2007)指出顧客價值具有雙重屬性，即顧客感知價值和顧客資產價值。個案公司不只是提供產品創造業績的顧客資產價值，而是再升級為顧客感知價值，”挖掘需求,解決痛點,主動積極、細緻貼心”超越客戶需求的顧客服務，將核心客戶關係管理的理論與實際行銷互相配合，創造個案公司與核心客戶的雙贏。 / With upgrading lighting industry of the mainland China and Southeast Asia, the threat of cheap labor costs and the overall environment of the negative factors, Taiwan's lighting industry continues to face the situation of a powerful enemy around, the lighting export performance is getting worse without doubt. However, with the environmental protection awareness in recent years to enhance and protect the environment of the Earth of trend concept in the world, countries have advocated green energy, energy saving and carbon reduction. Meantime, it brings new opportunities of transformation for the case study company.
In this case study, the company turned to the trend of "green energy" which can re-locate and adjust the operating direction of company. The company transformed the lighting trend from traditional incandescent lamp to LED lighting integrated intelligent technology concept become core customer management business. The marketing focused on "find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. To build a strong consultative sales team, to understand deeply of the top 20% of the pyramid core customers’needs,to provide solutions to enhance customer value maximization, so that the corporation of the two parties can make an unbreakable "partnership and cooperative key account management" to create mutual values and win-win strategy.
In view of this, the study of the case of small and medium enterprises using the characteristics of SMEs in the premise of limited resources,
First of all, the promotion of core customer relationship management process, this paper divides key account management into six stages by using Barrett's (1986) marketing approach of 80/20 rule and Malcolm McDonald and Beth Rogers (2006), then using HouLun and Tang Xiaowo (2007) to point out that customer value has dual Attributes, named customer perceived value and customer asset value. Case-based company is not only to provide customers with product creation performance value of assets, but also upgrade customer perceived value. More than customers’expectation to "Find out the needs, solve the pain points, be aggressive and positive, detailed caring service”. Key account relationship management theory and the practical marketing of the interaction between the case in the company and the core customers to create win-win situation.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0102932417 |
| Creators | 鄭英琴 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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