| 摘要: | 為因應電信市場的快速變化及消費者日漸多元的需求，業者必須不斷推陳出新，以各類產品與優惠方案吸引客群。而電信服務產品大同小異，彼此之間替代性高，如何能不斷地創新求變，滿足消費者需求，提升服務品質並且能快速因應市場競爭，成為電信業者未來決勝的關鍵。
麥克波特 (1980) 曾提到競爭優勢來自成本領導、差異化及集中化三個重要策略，三者間交互影響，而差異化與集中化是企業發展產品的關鍵策略，最終會反應在成本與價格上的差異。為因應產品生命週期大幅縮短帶來的衝擊，讓企業擁有高度的競爭優勢並持續改進，產品生命週期管理 (PLM) 成為企業創新整合的核心競爭力之一。
本研究深入探討國內知名電信公司以PLM設計之行動產品優惠管理系統在導入過程中任務、人員、技術、組織架構互動過程所產生的問題以及影響導入成效的因素。研究結果顯示，鑽石模型的四個構面與資訊科技的導入，不但交互影響，也有因果關係，更連帶牽動企業整體運作，影響企業的永續發展。故科技導入的成功關鍵，除了技術的選擇，更需要針對「組織架構與文化」、「任務」以及「人員」進行調整與規畫，在導入過程同時進行溝通與調適，導入後更要加強訓練、宣導並持續改善，才能讓導入結果發揮最大功效，帶給企業經營最大效能。而為了經由導入PLM技術使企業更具競爭優勢，高層主管應深入瞭解PLM系統對企業可能帶來的改變及提出相關調配措施，以便充分掌握並發揮PLM所帶來的優勢。最後，本研究提供相關建議給導入資訊科技的企業，尤其是業務支援性強度高的系統，做為系統設計、導入計畫以及組織變革的參考。;In order to cope with rapidly changes in the telecommunications market and the increasingly demands of consumers, the industry must continue to create variety new products and provide premium to attract customers. However the services of telecommunications are similar and easily alternative. How to keep innovation, to satisfy with consumers’ demands, to improve service quality and to cope with the market competition quickly, become the successful key point in the future for telecommunication industry.
Michael Porter (1980) mentioned that competitive advantage comes from three important strategies: cost leadership, differentiation and centralization, Interaction among these three strategies, the difference and centralization are the key strategy for enterprises product development, and eventually reflect in cost and price different. In order to cope with the impact cause by shorten of product life cycles, make the enterprises possess high competitive advantage and keep to improve, product lifecycle management (PLM) becomes one of the core competitiveness of enterprise innovation integration.
This research investigate deeply the problems and the factors that influence effectiveness of tasks, agent, technology, organizational structure interaction as the process when the domestic well-known telecommunications companies implement the PLM design of mobile product promotions management system. The results shows the four dimensions of diamond model and the implement of information technology are not only interactive but also causal relationship, moreover affect the overall operation and development of enterprises. Therefore, the successful key point of technology implement, except the choice of technology, enterprises should pay more attention to adjusting and planning of " organizational structure and culture ",” task " and " agent ". Communicating and adapting while the implementing process, strengthening the training and guidance and keeping improvement after implementing, in order to make maximum utilization of implement results bring maximum business performance. For improving competitiveness as enterprises implement PLM technology, executives should understand that may make change and submit complementary measures to amply control and fulfil the benefits of PLM. Finally, this study offers suggests to the companies that implement information technology, especially high -intensity system of business support, as a reference of system design, project implement and organizational revolution. |
