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    題名: 國際建設機構之策略行銷分析： 以啓昇建設公司台、澳市場為例
    The Strategic Marketing Analysis of International Development Organizations: A Case Study of Sun Rise Group Construction Company in the Taiwan and Australia Markets
    作者: 林淑敏
    Lin, Shu-Min
    貢獻者: 巫立宇
    Wu, Lei-Yu
    林淑敏
    Lin, Shu-Min
    關鍵詞: 策略行銷分析
    啓昇建設
    4C
    Strategic Marketing Analysis
    Sun Rise Group
    4C
    日期: 2024
    上傳時間: 2024-03-01 11:59:02 (UTC+8)
    摘要: 啟昇建築公司成立於1984年，第一代創業以自家在新店幾分地自地自建的方式興建房屋，秉持誠信踏實的精神，負責、服務、安全的信念，為新店鄉親建造安身立命之所，獲得社區型客戶的支持與肯定。因為口碑的傳播，其客戶屬家族型的持有，家族購買多戶的情形時有所見，再加上創辦人為人慈善敦厚，熱心地方公益，因此『在新店、住啟昇』的美談不逕而走。
    隨著第二代的接班，傳承企業理念，在建築的設計、工法、材料、行銷上更加精進，該機構不但在新店地區的聲名不輟，建案更擴及全台，甚至發展至澳洲、上海、新加坡。啟昇不但汲取最新建築資訊，更與國際接軌，如今業務發展台、澳兩地皆成立數家建設子公司，並藉地利之便、經營品牌，邁向『國際化、制度化、多元化』的模式。啟昇同時秉持一貫企業信念，發展餐飲服務、物業管理、生計美容、幼兒教育等異業，雖領域不同，但經營理念與宗旨卻大同小異。
    然而，隨著全球通膨的沉重，土地、物料、人事，甚至法規的修改，啟昇機構經營面臨巨大的挑戰，即使有過去許多的成功經驗，但如何保持永續的競爭力、設計全方面的前景規劃，需要更進步的未雨綢繆，故本研究以建築本業為分析主軸，藉深度個案探討4C行銷架構：(C1)外顯單位效益成本、(C2)資訊收集成本、(C3)道德危機成本、(C4)專屬陷入成本，以此驗證啟昇企業體行銷架構在實務上適用性、落實性與不足之處。
    本研究發現，在外顯單位效益成本(C1)，個案公司在各式各樣的建案中精進建築工法，建材用料精益求精，以客為尊體貼設計，堅持以合理利潤回饋客戶，高貴不貴的訂價策略往往讓客戶覺得物超所值。
    在買者資訊蒐集成本（C2），個案公司針對不同媒體屬性，吸引不同客戶，例如YouTube、Instagram、Meta、抖音、公司官網等社群媒體招攬年輕客群，來增加曝光度、刷流量，還有商業型雜誌廣告、業配網紅引起企業型客戶關注，舉辦活動等，精美樣品屋給看屋者有身歷其境感，都是將建案資訊透明化，客戶容易取得資訊，減少資訊蒐集成本。
    在買者道德危機成本（C3），個案公司對於建案品質要求嚴謹，售後保固與客服也很專業，還獲得台灣建築業最高榮譽獎項『國家建築金質獎』，率先同業導入ISO-9002系統，徹底實行PDCA(PLAN-DO-CHECK-ACT)循環式管理模式，所有的建築師群、營造公司都獲得建築業、政府相關單位，獲第三方安全履歷協會認證，建材採用安全無毒產品，充分告知與說明買方所有建案資訊，讓買者信任。
    在買者專屬陷入成本（C4），個案公司創造獨特的品牌體驗，包括特殊的建築風格和高品質的建材，這將強化客戶對品牌的情感聯繫；建立積極的品牌回憶，透過行銷活動和互動式活動，讓客戶對品牌產生積極的回憶，有助於提高品牌忠誠度；建立品牌的心理意義，突顯品牌的價值觀和使命，讓客戶能夠共鳴品牌的核心價值。
    Sun Rise Group, founded in 1984 by the first-generation entrepreneur through a self-built approach on their own land in Xindian, adhered to principles of integrity, responsibility, service, and safety. They aimed to provide a place for the local community in Xindian, earning the support and recognition of the community-based clientele. Thanks to word-of-mouth reputation, their clients often included multiple households within the same family. Furthermore, the founder's charitable and community-oriented nature contributed to the widespread acclaim of 'Living with Qisheng in Xindian.'
    With the succession of the second generation, the company continued to uphold its core values while advancing in areas such as architectural design, construction techniques, materials, and marketing. This organization not only maintained a strong presence in the Xindian area but also expanded its projects nationwide and internationally to places like Australia, Shanghai, and Singapore. By keeping up with the latest developments in the construction industry and aligning with international standards, the company has established multiple subsidiary construction companies in both Taiwan and Australia, aiming for internationalization, institutionalization, and diversification. While venturing into diverse sectors such as catering services, property management, livelihood beauty, and early childhood education, their business philosophy and objectives remain largely consistent.
    However, with the weight of global inflation affecting factors such as land, materials, personnel, and regulatory changes, the organization faces significant challenges in its operations. Despite their past successes, maintaining sustainable competitiveness and comprehensive strategic planning require proactive measures. Therefore, this research takes the core construction business as its primary focus and employs a deep case study approach to investigate the 4C marketing framework: (C1) Explicit Unit Cost Benefits, (C2) Information Gathering Costs, (C3) Ethical Crisis Costs, and (C4) Exclusive Entrapment Costs. Through this analysis, we aim to assess the applicability, feasibility, and shortcomings of the marketing framework in practical scenarios.
    A comprehensive review of the study reveals the following:
    (C1) Explicit Unit Cost Benefits: Due to the global wave of inflation, construction and service costs have not only remained high but also continuously increased, placing a higher financial burden on consumers.
    (C2) Information Gathering Costs: In the era of the internet, information must be made transparent and concise. Consumers prefer to gather essential product information in a straightforward manner to reduce their time and other tangible and intangible costs.
    (C3) Ethical Crisis Costs: This aspect is crucial for the long-term brand credibility of the organization. Beyond word-of-mouth, awards and certifications from reputable authorities can alleviate consumer doubts and enhance product trust.
    (C4) Customization Cost: Refers to the cost associated with customization in each project. This cost increases as each project requires a high degree of customization. Consumers tend to approach such projects cautiously, and their demands and requirements are often diverse and specific. In the context of project development, the need for extensive customization in each project results in increased costs. However, successfully meeting the diverse demands of consumers can lead to a solid corporate reputation and the potential for acquiring more customers.
    By applying the 4C framework to the study of a construction organization with nearly four decades of history, we aim not only for the organization to adapt to current trends but also to implement the correct business logic. Moreover, we hope to see the construction industry provide consumers with a safer and more secure consumption environment.
    參考文獻: 參考文獻
    書籍
    1.巫立宇、邱志聖(2021)：銷售與顧客關係管理，第二版，台北市：新陸書局
    2.邱志聖(2020)：策略行銷分析架構與實務，第五版，台北市：智聖文化
    網站
    啟昇機構官網 https://www.twsun-rise.com/index.php/about-us/ ，最後瀏覽日2023年12月10日。
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    111932401
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0111932401
    資料類型: thesis
    顯示於類別:[經營管理碩士學程EMBA] 學位論文

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