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Title:	台商如何在中國市場與關鍵顧客建立長久關係─以馬口鐵三片罐塗料廠A公司為例 An investigation on how Taiwanese companies establish long-term relationships with key customers in the Chinese market: a case study of company A
Authors:	張黃嘉 Chang, Huang-Chia
Contributors:	巫立宇 Wu, Lei-Yu 張黃嘉 Chang, Huang-Chia
Keywords:	策略行銷分析關鍵顧客關係管理關係行銷 Strategic marketing analysis Key account management Relationship marketing
Date:	2018
Issue Date:	2018-11-23 15:54:20 (UTC+8)
Abstract:	由於全球化的影響，廠商不再只遭受本土競爭對手的威脅，更面臨來自世界各地的挑戰，要在此高競爭強度的市場中生存，傳統交易型行銷方式已有所不足，許多廠商開始採用關係行銷的觀點以應對目前瞬息萬變的經營環境。然而，廠商若對所有顧客皆實行關係行銷將非常耗費成本，而應將較多的資源投資在「關鍵顧客」上。雖然國外已有相當多文獻探討如何管理關鍵顧客，但國內對此議題的關注卻相對較少。另外，中國本土企業的技術、經營能力越加成熟，使得過往台商在中國市場所擁有的利基點漸漸消失。面對如此劇變的環境，台商該如何鞏固中國在地市場，並與關鍵顧客建立長久合作關係，是台商需要正視的問題。因此，本研究選擇台灣一家成功的馬口鐵三片罐塗料廠做為個案研究對象，透過與個案公司的深度訪談，文獻探討與理論分析工具，分別從外顯單位效益成本 (C1)、資訊搜尋成本(C2)、道德危機成本(C3) 以及專屬陷入成本(C4)探究，台商該如何在中國市場與關鍵顧客建立長久而穩固的關係。本論文期望研究結果能提供台商在管理關鍵顧客時所應具備之策略思維，進而在中國市場持續發光發熱。 Because of the influence of globalization and market liberalization, manufacturers are no longer only threatened by local competitors, but also face challenges from all over the world. In order to survive in this highly competitive market, the traditional transactional marketing approach has proved inadequate, and many manufacturers have begun to use the relationship marketing approach to adapt to the current rapidly changing business environment. However, it will be very costly for manufacturers to implement relationship marketing for all customers, and more resources should be invested in their “key customers”. Although a lot of foreign literature has already focused on how to manage key customers, there is relatively little domestic concern on this topic. In addition, the maturity of the technology and operational capabilities of Chinese local companies has gradually reduced the competitive advantages of Taiwanese companies in the Chinese market. In the face of such a drastic environment, how to consolidate China`s local market and establish long-term cooperative relationships with key customers is a key issue for Taiwanese companies. Therefore, this study selected a successful Taiwanese tinplate can coating manufacturer as a case study object. Through in-depth interviews with the manufacturer, literature review and theoretical analysis tools (4C Strategic Marketing Analysis Model), the results present how Taiwanese companies can establish long-term and stable relationships with key customers in the Chinese market. This study anticipates that the research results will provide the strategic thinking that Taiwanese companies should have when managing key customers, enabling them to occupy a stronger position in the Chinese market.
Reference:	一、中文部份 1.巫立宇、邱志聖(2015)，銷售與顧客關係管理，新陸書局，台北。 2.林鴻昌(2014)，中國三片式馬口鐵製罐產業之沿革與廠商因應策略，未出版碩士論文，國立高雄大學，高雄。 3.林智偉(2018)，品牌代理商降低拉式策略威脅之研究：三方交換關係觀點，未出版博士論文，國立政治大學，台北。 4.邱志聖(2014)，策略行銷分析：架構與實務應用第四版，智勝出版社，台北。 5.福貞控股股份有限公司(2017)，105年度年報。 6.謝綺蓉(1998)，80/20法則，Richard Koch原著，台北市：大塊文化出版社。二、英文部份 1.Berry, L. L. (1983). Relationship Marketing. In Emerging Perspectives on Services Marketing, Chicago: American Marketing Association, 25-28. 2.Berry, L. L. and Parasuraman, A. (1991). Marketing Service: Competing Through Quality, New York: The Free Press. 3.Brehmer, P. and Rehme, J. (2008). Proactive and reactive: drivers for key account management programmes, European Journal of Marketing, 43, 961-984. 4.Eisenhardt, K. M. (1989). Building Theories from Case Study Research, The Academy of Management Review, 14(4), 532-550. 5.Frazier G. L., Robert, E. S. and Charles, R. (1988). Just-In-Time Exchange Relationships in Industrial Markets, Journal of Marketing, 52, 52-67. 6.Gronroos, C. (1994). Quo Vadis, marketing? Toward a relationship marketing paradigm, Journal of Marketing Management, 10(5), 347-360. 7.Ivens, B. S. I. and Pardo C. (2006). Are key account relationships different? Empirical results on supplier strategies and customer reactions, Industrial Marketing Management, 36, 470-82. 8.Kotler, P. and Levy, S. J. (1969). Broadening the Concept of Marketing, Journal of Marketing, 33(1), 10-15. 9.McDonald, M., Millman, T. and Roger, B. (1997). Key account management: theory, practice and challenge, Journal of Marketing Management, 13, 737-57. 10.Miller, R.T. and Heiman, S. E. (1991). Successful Large Account Management, New York, Warner Books. 11.Ojasalo, J. (2001). Key Account Management at Company and Individual Levels in Business-to-business Relationships, The Journal of Business & Industrial Marketing, 16(3), 199-218. 12.Pardo, C., Henneberg, S. C., Mouzas, S. and Naude, P. (2006). Unpicking the meaning of value in key account management, European Journal of Marketing, 40, 1360-1374. 13.Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press. 14.Walter, A., Ritter, T. and Gemünden, H. G. (2001). Value creation in buyer-supplier relationships. Theoretical considerations and empirical results from a supplier`s perspective. Industrial Marketing Management, 30, 365−377.
Description:	碩士國立政治大學經營管理碩士學程(EMBA) 106932405
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0106932405
Data Type:	thesis
DOI:	10.6814/THE.NCCU.EMBA.101.2018.F08
Appears in Collections:	[Executive Master of Business Administration] Theses

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