本研究是在探討個案S公司，因應顧客數位轉型與創新的商業模式、衍生出需求多元化，個案公司如何善用銷售團隊的設計，由原來依產品區分顧客，改變由Account sales經營主要客戶 (Major Accounts)，讓業務團隊合作、提高工作效率、與價值提升，讓公司持續保持穩定的成長與獲利。 本研究針對個案S公司，目前業務運作所面臨的瓶頸，提出下列業務運作調整提案： 甲、成立產品中心整合所有代理產品的資源。 乙、改變由原來銷售產品的Product Sales，調整成由Account Sales為主要服務 客戶的業務窗口。 丙、增加共同KPI（Key Performance Indicator）關鍵績效指標，由原來的互相競 爭轉變為團隊合作。 上述提案內容，期盼使個案S公司業務運作模式更健全，將各單位的業務能量發揮到最大的實質效率，並由彼此競爭的思維，轉變為團隊合作的企業文化，因著Account Sales落實大客戶經營、提供符合客戶需求的產品與超出客戶期望的服務品質、提升顧客的忠誠度，讓S公司持續在資訊產業持續保持領先的地位。;This study aims to looks into the sales operations of Software Company S and propose required changes, in response to the limitations resulted from the original product sales organization. There has been changes in the software market, especially one of diversifying customer requirements, triggered by IT enabled changes, such as digital transformation, business model innovation, and etc. Moving into an account sales organization, where main customers are serviced by key account sales, the sales teams can collaborate in a more efficient manner to enhance customer values, which in turn could help to maintain stable growth and profitability for Company S. To tackle the sales bottlenecks faced by Company S, the following business operations changes are proposed: A. establish a product center to integrate the resources of all agent products; B. change the primary customer contact persons from original product sales to designated account sales to serves the main customers; C. shift the competitive atmosphere among sales team into mutual cooperation, through setting appropriate key performance indicators (KPI). The proposal is expected to make the business operations of Company S more efficient, while maximizing the business capacity of each unit, and transforming the current competitive thinking into a corporate culture of cooperation and teamwork. This transformation is aimed to provide products and services that exceed customer expectations, improving customer loyalty, to maintain the leading position of Company S in the software industry.
