空調設備在台灣的行銷策略及其關鍵成功因素─以D品牌為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：128

、訪客IP：18.117.71.213

姓名

陳政宏(Jeng-Hung Chen) 查詢紙本館藏

畢業系所

高階主管企管碩士班

論文名稱

空調設備在台灣的行銷策略及其關鍵成功因素─以D品牌為例

相關論文

★ 家庭醫學科基層診所居家醫療整合照護之研究─以A診所為例

★ 連鎖飲料業的區域經營管理與策略及其關鍵成功因素─以C公司新竹合作區為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

隨著氣候變遷，全球暖化，溫室效應與氣候危機，助長了極端天氣的形成，空調設備已經成為人類生活中不可或缺的必需品，空調設備在台灣的銷售台數也逐年增加，機型與功能也不斷升級，更新或創新，然而市場競爭激烈，並非各個都是贏家。
本研究採質性研究中的個案研究法進行，藉由與企業高階管理者深入訪談，以及次級資料搜集與歸納來剖析台灣空調產業的發展情況，並針對個案品牌進行深入探討。
的相關措施。個案品牌率先引進多款先進開發設備款式，受個案品牌重視地球的自然環境，將愛護地球及節能減碳的理念，具體落實在產品的設計和生產製造上，在所有的開發設計及生產過程中，總是實行保護環境本研究選擇個案品牌深入探討其在台灣的行銷策略，包括:行銷組合策略、目標行銷以及顧客關係管理與服務策略，並進一步分析歸納其關鍵成功因素。到台灣消費者的青睞。個案品牌在日本總公司的支援協助下,快速的拓展市場，建立完整的行銷通路，順利的發展各種行銷策略。個案品牌重視售後服務，將顧客滿意經營放置第一位，因此也建置了完整的服務網絡。個案品牌自1992年進入台灣，便開啟了新的經營格局，逐年成長，至今穩定發展、成為業界第一，實屬不易。本研究歸納出個案品牌的關鍵成功因素有三項，包括:1.翻轉舊思維; 2.精準判斷市場趨勢; 3.掌握科技力。此外，個案品牌台灣最高領導者-董事長，專注本業，積極認真，親力親為，對品牌的投入非常用心，領導團隊邁向未來，展現出強烈的企圖心與前瞻性，這也是個案品牌在台灣關鍵的成功因素之一。
本研究的結論包括:1.全球氣候變遷，空調市場的需求持續增加; 2.以顧客導向提供全方位服務，滿足顧客需求; 3.持續開發利基產品，建立差異化優勢，遠離並擺脫紅海市場; 4. 持續精進工程師的專業本能與員工素質，以提高員工的服務技術能力。本研究提出三點建議，包括:1.持續提升空調設備，創造附加價值; 2.積極推動並培訓經銷商二代接班人計畫; 3.台灣空調市場漸趨飽和，宜審慎思考擴張海外市場。

摘要(英)

With climate change, global warming, the greenhouse effect and climate crisis, which have contributed to the formation of extreme weather, air conditioning equipment has become an indispensable necessity in human life. In this study, we selected Case D brand to examine its marketing strategy in Taiwan, including marketing mix strategy、target marketing、customer relationship management、service strategy、further analyze and summarize its key success factors.
This study was conducted using the case study method of qualitative research. Through in-depth interviews with corporate executives and secondary data collection and summarization, we analyzed the development of the air conditioning industry in Taiwan and conducted an in-depth study of Brand D.
With the support of the head office in Japan, D brand has been able to expand its market rapidly and establish a complete marketing channel. Since 1992, D brand started new business in Taiwan, growing year by year and becoming the No.1 in the industry with stable development. The study summarizes three key success factors of D Brand, including: 1. Reversing old thinking; 2. Accurately judging market trends; 3. Mastering technological power. In addition, D Brand′s Chairman is focused on his own business, active and serious, personally committed to the brand, and leading the team to the future, showing strong ambition and foresight, which is also one of the key success factors of D Brand in Taiwan.
The conclusions of this study include: 1. Global climate change, the demand for air conditioning market continues to increase; 2. Customer-oriented provision of comprehensive services to meet customer needs; 3. Continuous development of niche products to establish a differentiated advantage, away from the red sea market; 4. Continuous improvement of professional instincts of engineers and staff quality to improve the technical service quality. The study proposes three recommendations, including: 1. Continue to upgrade air conditioning equipment to create added value; 2. Actively promote and train distributors′ second-generation succession plans; 3. The air conditioning market in Taiwan is becoming saturated, and it is advisable to carefully consider expanding into overseas markets.

關鍵字(中)

★ 行銷策略
★ 關鍵成功因素
★ 空調設備

關鍵字(英)

★ Marketing Strategy
★ Key Success Factors
★ Air Conditioning Equipment

論文目次

第一章緒論 1
第一節研究背景與動機 1
第二節研究目的 3
第三節研究流程 4
第二章文獻探討 5
第一節行銷策略 5
第二節顧客關係管理與服務策略 12
第三節關鍵成功因素 16
第三章研究方法 21
第一節研究架構 21
第二節研究方法 23
第三節研究對象 26
第四章產業概況與個案分析 27
第一節空調市場產業概況 27
第二節個案品牌的經營概況 30
第三節個案品牌的行銷策略 36
第四節關鍵成功因素 56
第五章結論與建議 59
第一節結論 59
第二節建議 60
第三節研究限制 60
第四節未來研究方向的建議 61
參考文獻 62

參考文獻

英文文獻
Aaker, D.A. Strategic Management, Humanities, New York 29, 1984.
Albrecht,K.(1985).Achieving Excellence in Service.Training and Developing 104 Journal,Christian,p.65
Boynton, A. C. and Zmud, R. W., (1984), An Assessment of CSFs , Sloan Management Review, 27, pp. 17-27.
Drucker, PF (1973), "Managerial Communications," Management: Tasks, Responsibilities, Practices, 481-93
Ferguson, C.R., & Dickinson, R. In Defense of Technical Analysis, Journal of Finance, Washington. D.C. 40:757-775, 1982.
Hill & Jones. Strategic Management Theory: an integrated approach, (6e.).: MA: Houghton Mifflin Company, 2004.
Kotler, P., Lane Keller, K., Brady, M., Goodman, M., & Hansen, T. (2016). Marketing Management. (3. ed.) Pearson Education Ltd.
Kotler, P., Wong, V., Sanders, J. & Armstrong, G. (2005), Principles of Marketing 4th European Edition, Pearson Education Limited, England, 20(4), 389-452.
Kotler,P. & Armstrong,G. (2014). Principles of Marketing,15thed.,Upper Saddle River,NJ:Pearson Education,p.32,72,215
McCarthy, E. J., & Perreault, W. D. (1960). Basic Marketing, Homewood, IL: Richard D.
Peppers, D., Rogers, M., and Dorf, B.(1999). Is Your Company Ready for One-to-One Marketing?.Harvard Business Review, Boston, Vol. 77, Iss. 1, pp. 151-161.
Rockart﹐J.F. (1982).The changing role of the information systems executive: A critical success factors perspective.Sloan Management Review. 24(1), 3-13.
Thompson & Strickland (1998).Strategic Management: Concepts and Cases. Boston: Irwin/McGraw-Hill 10 th Edition.
Trout, J., (1969) “”Positioning” is a game people play in today’s me-too market place”, Industrial Marketing, Vol.54, No.6, (June 1969), pp.51-55.
Wendell R. Smith (1956). Product differentiation and market segmentation as alternative marketing strategies. Journal of marketing, 21(1), 3-8.

中文文獻
大前研一，策略家的智慧。台北市：長河出版社，1985。
司徒達賢，為管理定位。台北市：智勝文化事業，1998。
郭思妤譯(2007)。P. Kotler & N.Lee 原著(2007)。科特勒談政府如何做行銷（Marketing In The Public Sector:A Roadmap for Improved Performance）。臺北：臺灣培生教育。
行銷學原理（P256），方世榮，1999。台北，東華。

指導教授

李小梅呂俊德(none none)

審核日期

2023-5-23

推文