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| Title: | 領導品牌經銷商的經營策略分析：以 V 公司為例
A Dealer's Strategy of A Leading Brand : A Case Study of V Company |
| Authors: | 詹美娟
Chan, Mei-Chuan |
| Contributors: | 黃國峯
Huang, Kuo-Feng
詹美娟
Chan, Mei-Chuan |
| Keywords: | 經銷商
經營策略
客戶關係管理
銷售績效管理
Dealership
Business strategy
Customer relationship management
Business performance management |
| Date: | 2024 |
| Issue Date: | 2025-01-02 11:43:09 (UTC+8) |
| Abstract: | 過去，已有多項研究探討品牌商和經銷商之間的關係，以及經銷商如何 在區域內制定成長策略等議題。在延續這些研究的基礎上，本研究更著重於 在品牌商既定規範及限制下，經銷商如何制定經營策略，以成功達成公司績 效及目標。作為一名擁有多年經銷商企業管理經驗的研究者，同時也是一位 高階管理者，我深刻理解客戶關係管理(CRM)和銷售績效管理在經銷商 中的關鍵作用。我的職業生涯始於高端汽車品牌的銷售和管理，負責經銷商 區域分公司的所有營運項目，並積極投入於客戶關係管理以及銷售績效管 理。這些經歷使我對品牌和經銷商之間的互動，以及如何在品牌既定策略框 架內提升經銷商的業績，有獨到的見解和深刻的理解。我認為，通過有效的 客戶關係管理和銷售績效管理，經銷商可以在品牌限制條件下仍然實現卓 越的經營成果。
因此，本研究將著重探討 V 公司在客戶關係管理(CRM)和銷售績效 管理方面的應用及其對企業經營的重要性。V 公司透過提供高品質的售前 及售後服務，以提升顧客滿意度和續購率，同時作為經銷商和品牌之間維持 良好互動的橋樑。研究方法採用個案研究方式，深入分析 V 公司在台灣地 區的商業模式、客戶管理系統運作、各類客戶關係活動、銷售績效管理以及 績效制定。本研究將探索 V 公司如何利用客戶管理系統來精確追蹤客戶互 動，並透過設定具體的政策來提升客戶忠誠度。此外，研究還將分析 V 公 司舉辦的各類客戶關係活動，闡述如何透過增強客戶與品牌之間的互動，進 一步強化客戶關係。在銷售績效管理方面，本研究將探討 V 公司如何採取 多角化經營策略，包括新車和中古車銷售管理，以及如何建立完善的售後服 務體系，以提供全面的技術支援和維修服務。這些措施確保了高品質的服務， 並提升了顧客的信任度和滿意度。
本研究旨在揭示在品牌限制條件下，經銷商如何透過精細化的客戶關 係管理和多元化的銷售績效管理，實現高效經營，增強市場競爭力。這些發 現將對其他面臨類似挑戰的企業提供寶貴的借鑒和指導。
In the past, numerous studies have explored the relationship between brand owners and distributors, as well as how distributors formulate growth strategies within a region. Building on these studies, this research focuses on how distributors develop operational strategies to achieve company performance and objectives under the established regulations and constraints of brand owners. As a researcher with extensive experience in distributor enterprise management and as a senior executive, researcher has a deep understanding of the critical role of Customer Relationship Management (CRM) and sales performance management in distributors. My career began in the sales and management of luxury automotive brands, where I was responsible for all operational projects of regional distributor branches, actively engaging in CRM and sales performance management. These experiences have provided me with unique insights and a profound understanding of the interaction between brands and distributors, as well as how to improve distributor performance within the strategic framework set by the brand. Researcher believes that through effective CRM and sales performance management, distributors can achieve excellent operational results even under brand constraints.
This research focuses on the application of CRM and sales performance management in Company V and their importance to business operations. Company V enhances customer satisfaction and repurchase rates by providing high-quality pre-sales and after-sales services, acting as a bridge to maintain good interactions between distributors and the brand. The research adopts a case study approach to deeply analyze Company V's business model in Taiwan, the operation of its customer management system, various customer relationship activities, sales performance management, and performance setting. This study will explore how Company V uses its customer management system to accurately track customer interactions and improve customer loyalty through specific policies. Additionally, the research will analyze various customer relationship activities held by Company V, illustrating how enhancing customer interaction with the brand further strengthens customer relationships. In terms of sales performance management, this study will examine how Company V adopts diversified business strategies, including new and used car sales management, and establishes a comprehensive after-sales service system to provide full technical support and maintenance services. These measures ensure high-quality services and enhance customer trust and satisfaction.
The purpose of this research is to reveal how distributors, under brand constraints, can achieve efficient operations and enhance market competitiveness through meticulous CRM and diversified business performance management. These findings will provide valuable insights and guidance for other companies facing similar challenges. |
| Reference: | 英文文獻
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中文文獻
1. 天下雜誌，2023。叫車平台大戰開打，裕隆 9.5 億入主 Line Taxi 背後 的盤算。https://www.cw.com.tw/article/5127372 。擷取日期:2024 年 6 月 9 日。
2. 天下雜誌，2024。MG 在台賣爆，最新電動車不到百萬元 背後推手 中華車能逆轉勝。https://www.cw.com.tw/article/5130808 。擷取日期:2024年 6 月 20 日。
3. 台灣區車輛工業同業公會，2024。汽車相關統計資料
https://www.ttvma.org.tw/statistics 。擷取日期:2024 年 6 月 1 日。
4. 財訊，2022。串起電動車產業鏈 鴻海打造 MIH 聯盟。
https://www.wealth.com.tw/articles/29c2f39b-27d7-4abd-8d03-14742d835da7 。擷取
日期:2024年6月21日。
5. 域動行銷，2020。「混血數據」&「客製化策略」 成功為 SUZUKI 汽
車提升銷售力。 https://clickforce.com.tw/edcontent_d.php?lang=tw&tb=1&cid=3&id=3588 。擷取日 期:2024 年 6 月 21 日。
6. 產業價值鏈平台，2024。汽車產業鍊簡介。 https://ic.tpex.org.tw/introduce.php?ic=3000 。擷取日期:2024 年 6 月 1 日。
7. 經濟部統計處，2023。我國汽車及其零件業經濟逆風中續揚，上半年 產值成長 7.0%。
https://www.moea.gov.tw/Mns/populace/news/News.aspx?kind=1&menu_id=40&news_ id=111159。擷取日期:2024 年 6 月 1 日。
8. 數位時代，2024。叫車平台新戰局!和泰聯手 Uber 搶司機、裕隆導入 n7 電動車，台灣大車隊該怕嗎。https://www.bnext.com.tw/article/78389/yoxi- uber。擷取日期:2024 年 6 月 21 日。 |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
112932415 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112932415 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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