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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63908

    Title: 電子業設備商客戶服務經營模式的建立與評估—以個案A公司為例
    Authors: 董哲明;Tung,Che-ming
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 企業流程改造;服務品質管理;組織變革;經營模式;電子業設備商;Business Model;Business Process Reengineering;Electronic Equipment Manufacturers;Organizational Change;Service Quality Management
    Date: 2010-04-19
    Issue Date: 2014-05-08 15:36:29 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近年來投資在中國的電子業設備商百家爭鳴,歐美日包含許多台商設備廠商不斷推出最新技術並且能符合電子製造業生產需求的設備。大部分設備商為爭取設備訂單,不斷地投入人力,物力,甚至免費提供服務以博取客戶的信賴與支持。2008年第四季的金融危機發生後,許多電子製造廠因為產能降低導致設備閒置,新設備採購需求遽減,設備商在長時間經濟蕭條下為了生存只能靠著服務收入艱苦地經營。
      本研究以Amit and Zott (2001)提出從商業機會發展創造價值的經營模式理論為基礎,選擇印刷電路板設備商個案A公司為例,透過個案公司資料、實務界和客戶端的訪談,經過資料彙集整理後,參考國內外相關文獻,分別從組織變革、企業流程再造與服務品質管理三個構面來探討如何建立以服務為導向之經營模式,研究目的除了讓服務收入達到佔公司總營收之40%以上,更是藉此經營模式為設備商的顧客創造附加價值。
    ;During recent years, many electronic equipment manufacturers all make great investments in China. Equipment manufacturers from Europe, USA, Japan and Taiwan continue on releasing the latest techniques and the equipment conforming to production demand in the electronics manufacturing industry. For the sake of winning orders for equipment, most of equipment manufacturers invest a lot of resources continuously and even provide free services to gain customers’ trust and support. During the financial crisis in the fourth quarter in 2008, many electronics manufacturing factories had shutting down their equipments due to the reduction of production capacity. Hence, the demand for new equipment decreased abruptly. In order to survive under such a long-term economic depression, equipment manufacturers had to run business painstakingly by relying on service income. 
    Based on Amit and Zott’s (2001) business model theory proposing that value should be developed and created from commercial opportunities, this study chose a PCB (Printed Circuit Board) equipment manufacturer “A Company” to be the case company. Through the data of the case company and the interviews with the practical affairs field and customer ends, as well as data compilation and arrangement, and by referring to related domestic and foreign literatures, this study has explored how to build a service-oriented business model, respectively from the three dimensions of organizational change, business process reengineering and service quality management. In addition to aiming to make its service income achieve more than 40% of the company’s revenue, the purpose of this study also hopes that added-value can be created for equipment manufacturers’ customers through this business model.
    This study results have shown: As for the method of packing the services to be products for sale, in addition to keeping the leading status in the core technology of products and the market sale, it should re-design and adjust its service organization, improve its service operation procedure, understand its customers’ expectation to its services, and strengthen its service personnel’s perception about service execution. Hence, through after-sale services, it can assist customers in enhancing equipment utilization, increasing capacity of manufacturing and products satisfaction. Then, the realization of its service value will be helpful to the establishment of service business model. Thus, the company’s service income will increase and its service organization can develop well, and hence it can cultivate enough financial capability and ability to continue on creating value for customers through its services.
    Aimed at electronic equipment manufacturers’ consideration for running service business, this study suggests the following strategic directions: 
    1. Irreplaceable advantages should be established.
    2. The R&D of new equipment should achieve “value innovation”, which is helpful to the establishment of service business model.
    3. The R&D and design of equipment should be combined with after-sale services of repair. 
    4. The service industries with equipment sale strategies and customer service organizations should support and work in coordination with each other.
    5. Executives should insist on the determination to promote and guard their company’s service business model.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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