| 摘要: | 隨著網際網路、通訊技術與電子商務的快速發展，企業與消費者之間的行銷管道變的多元與便利，消費者可以快速的經由網際網路搜尋新的廠商或新的產品，因此消費者在市場中已取得自主選擇廠商之的優勢，倘若企業無法快速回應消費者的需求，消費者可能很快的失去耐心，並轉向與競爭對手進行交易。
報價屬於企業回應客戶的方式之一，也是企業能夠加以改善，提升回應效率的流程之一。然而由於報價資訊可能由多個不同的資訊系統進行管理，例如客戶資訊由CRM系統管理，產品資訊由ERP系統管理，因此造成業務人員必需從不同的資訊系統取得資料後，才得以輸入至報價單中。這樣的報價流程不但效率不彰，更容易因為人工輸入而造成報價內容的錯誤。鑑於此，個案公司為了提升業務人員報價流程的效率，針對台灣分公司業務單位導入電子報價系統，期以電子報價系統與其它異質資訊系統的整合，有效縮短業務人員的報價流程，並達到快速回應客戶詢價需求之目標。
本研究以個案公司對台灣分公司導入電子報價系統作為研究對象，應用Leavitt (1965) 的鑽石模型 (Diamond Model) 理論做為分析基礎，從組織、任務、科技與人員四個構面，深入探討電子報價系統導入過程所遭遇的困難，以及相對應的解決之道，並從中分析導入電子報價系統所帶來的效益，並歸納出關鍵成功因素。
本研究結果發現，電子報價系統的導入，不但對原有資訊系統造成衝擊，同時也對組織、任務、人員等結構產生影響。因此，企業在制定系統導入因應策略時，必須以鑽石模型四大構面進行通盤考量，才能確保電子報價系統的成功導入並且為企業帶來效益。最後本研究建議個案公司可利用報價歷史資料，進一步分析客戶購買行為與預測需要提前生產之產品，以達到精準行銷與縮短出貨準備時間之目的，並且藉由導入至台灣分公司之經驗，改善電子報價系統之彈性，以縮短系統未來導入至其它分公司所需之時間。
;With the rapid development of the internet, communications technology, and e-commerce, marketing channels between enterprises and consumers have become diverse and convenient. Consumers can quickly search for new manufacturers or new products via the Internet. Therefore, consumers have already gained the advantage of being able to choose manufacturers independently. If companies cannot quickly respond to consumers’ needs, consumers may soon lose their patience and turn to competitors to trade.
Quoting is one of the ways enterprises respond to customers and is one of the processes that enhance response efficiency. However, since quotation information may be managed by several information systems (e.g. Customer information is managed by CRM system; product information is managed by ERP system), sales staff can only enter information in the quotation list after obtaining information from different information systems. This quotation process is not only inefficient but is also vulnerable to quotation content errors. In view of this, the case company targeted the branch sales divisions in Taiwan and imported the e-quotation system in order to enhance the efficiency of the sales staff’s quotation prices. It is expected that through the integration of the e-quotation system and other heterogeneous information systems, the sales staff’s quotation process can be effectively shortened, thereby achieving the goal of quickly responding to customers’ price inquiry needs.
This study adopted the case company whose branch offices in Taiwan imported the quotation system as the research participant. The Diamond Model Theory of Leavitt (1965) was adopted as the analysis basis. From four dimensions, namely, organization, mission, technology, and staff, the problems encountered during the e-quotation system importation process and corresponding solutions were explored, from which the benefits brought about by the imported e-quotation system were analyzed and the key success factors were summarized.
The results show that the importation of the e-quotation system not only caused an impact on the existing information system, but also affected the organization, missions, staff, and other structures. Hence, when formulating coping strategies for system importation, the four dimensions of the diamond model ought to be taken into full consideration in order to ensure a successful e-quotation system importation and create benefits for the company. Finally, it has been recommended that the case Company use the history quotation data to further analyze customers’ purchase behaviors and predict products to be manufactured ahead of time, thereby achieving the purpose of precise marketing and shortened shipping preparation time. Furthermore, through the experiences of Taiwan′s customs and import branches, the flexibility of the e-quotation system can be improved, thus shortening the time needed to import the system in other branches in the future. |
