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| Title: | 台灣汽車業導入顧客關係管理之研究─以Mitsubishi、Toyota、Nissan三大品牌為例 |
| Authors: | 俞佩伶 |
| Contributors: | 黃思明
俞佩伶 |
| Keywords: | 顧客關係管理
顧客生命週期
通路權力
組織特有資源
汽車業
Customer Relationship Management；CRM
Customer Life Cycle
Interfirm Power in Channel Relationship
Firms Specific Resources
Automobile Industry |
| Date: | 2002 |
| Issue Date: | 2016-05-10 15:48:46 (UTC+8) |
| Abstract: | 台灣汽車市場從1990年起便邁入成熟期，年銷售量約40~55萬台，每公里道路的汽車數155.9台，遠高於美、日等國。由於國內經濟成長趨緩、地狹人稠，未來市場擴充性有限，12家汽車製造廠間的競爭激烈可期。而2002年起台灣加入WTO後，國產車業者受到關稅降低、進口地區限制取消等措施的影響，生存空間飽受威脅，但台灣汽車業者的因應之道卻相當有限，因為產品原始設計控制在國外技術合作對象手中，自己可以設計改型的空間及能力有限，在生產和配送上的效率也幾乎發揮到極致，最後的競爭優勢應該在行銷及服務方面。所以近幾年來，部分汽車業者便積極導入顧客關係管理，希望將過去以產品為主的思維模式轉為以顧客服務為主的思維模式，和顧客建立長期且親密的關係，以提高顧客滿意度。
本研究針對Mitsubishi、Toyota、Nissan等台灣前三大汽車品牌，瞭解同一品牌之製造商與經銷商如何一起推動顧客關係管理，各汽車品牌業者在推動顧客關係管理之異同點，以及造成此異同點之原因等。根據國內外相關文獻的論述，本研究認為企業所重視的顧客生命週期階段、整個服務傳送系統內所有成員的權力關係，以及組織特有的資源條件，均可能影響該企業或整個服務傳送系統之顧客關係管理的規劃內容，因此透過對國內三大汽車品牌業者的觀察與訪談，歸納出下列發現：
一、台灣汽車業者已處於企業穩定發展階段或是產品成熟期的市場，使得顧客關係管理偏重在維繫及強化既有的顧客關係，一般是在核心產品之外，提供可以促進交易便利的顧客服務及降低顧客成本的產品組合。
二、由於顧客資料記錄不完整且維護不易，難以透過統計分析找出隱藏在龐大顧客資料背後的知識，使得台灣汽車業者較少投入在維持有價值的顧客或是重新找回曾離開過的顧客，也就是說較少導入行銷方面的顧客關係管理功能。
三、顧客關係管理的投資報酬率並非短期立現，但為了儘速看到成果，以強化主事者的推動決心，台灣汽車業者多半從與顧客互動程度較高、較容易看到改善成效的銷售及顧客服務方面的顧客關係管理項目著手。
四、汽車業者擁有較長的利益持續期間及服務傳送持續期間，使得單純的價格誘因，或是財務結合差異化服務的社交方式都不易具有維繫長期顧客關係的效果，因此台灣汽車業者會傾向運用財務、社交與結構結合的方式，也就是將資訊技術與整個服務傳送過程結合起來，建立使用習慣而提高顧客忠誠度。
五、台灣汽車業者在推動顧客關係管理時，往往涉及整個體系的組織、作業流程、資訊系統的變革，因此由該體系內權力基礎較豐厚的製造商或代理商負責整體規劃與導入，不過該體系製造商或代理商所擁有的相對權力優勢，則會影響整體顧客關係管理計畫的順利導入與否。
六、各汽車業者賴以成功的策略重點（e.g.生產或行銷）、財務能力、流程整合等資源條件，也會影響顧客關係管理的整體規劃方向及計畫的順利導入與否。
Taiwan`s auto industry has come to maturity from 1990. Limited by the lower economic growth rate and the heavier vehicle density, 12 automakers are in fierce competition with others for market share. In addition, Taiwan`s auto industry is confronted with competition force by global autos since Taiwan being the membership of WTO in Jan, 2002. Considering the limited capability in design and the limited improvement in production and distribution, Taiwan`s automakers realize that marketing and servicing are the keys to survive and success in the long run. Nowadays, some of the Taiwan`s automakers and dealers are engaged in adopting CRM system to improve the customer satisfaction.
This research is empirical analysis of the Top3 auto brands in Taiwan. It aims at the study of how automakers and dealers under the same brand cooperating with others in adopting CRM, and what and why the differences the three auto brands having in adopting CRM. After reviewing some literatures, this research divides factors affecting the CRM adopting into customer life cycle stages which firms emphasize, the interfirm power in channel relationships, and firms` specific resources.
The findings in this empirical analysis are as follows：
1.Facing the stable and maturity stage for the auto industry, Taiwan`s automakers and dealers focus on the sustenance and enforcement of customer relationships in adopting CRM system. They prefer to deliver the product mix with convenient customer services or lower searching cost not included in the core product.
2.Because of some unavoidable faults in customer records, automakers and dealers can`t easily find specific information from data warehouse. It makes Taiwan`s automakers and dealers less focus on the maintenance of valuable customers or winning back customers who have defected or are planning to. Maybe we can say that Taiwan`s automakers and dealers less focus on the marketing in adopting CRM system.
3.It takes long time to show the benefit of adopting CRM system, so Taiwan`s automakers and dealers prefer to setup sales and services supporting functions in adopting CRM system that heavily interact with customers and can easily show the improvement on customer relationships.
4.Auto industry offers the products and services with long duration of benefits and long duration of service delivery, automakers and dealers would like to bundle the functions of finance, society and structure. They link IT and service deliver processes to build customer-using model, and finally increase the customer loyalty.
5.The channel members with power advantage will take charge of the planning in adopting CRM system. In Taiwan`s auto industry, makers or agents own the power advantages. In addition, the relative power advantages that makers or agents own influence the schedule of auto brand in adopting CRM.
6.Success strategy for some time past, financial ability, intergrated process, etc., also influence the schedule of auto brand in adopting CRM. |
| Reference: | 一、中文部分
1.日本人力資源學院著；楊鴻儒譯(民90)，CRM戰略執行手冊，遠擎管理顧問
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5.李裕昆譯(民82)，臨界生產方式：改變世界的企業經營體制，中華企管(本書譯自Womack, James P., Jones, Daniel T., Roos, Daniel & Carpenter, Donna S. (1990), “The Machine That Changed the World：The Story of Lean Production”)
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9.波特(Michael E. Porter)著；李明軒、邱如美譯(民88)，競爭優勢，天下遠見
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15.裕隆汽車、行冠企業(民90)，全方位行的服務CRM系統，經濟部示範性資訊應用開發計畫書
16.匯豐汽車(民90)，匯豐汽車eMentor System─業代的良師益友，經濟部示範性資訊應用開發計畫書
17.劉士豪(民83)，資訊系統與組織競爭優勢關係之研究：資源基礎理論之應用，政治大學企業管理研究所博士學位論文
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23.三菱汽車台灣車主網站(www.5230.com.tw)、中華汽車企業網站(www.china-motor.com.tw)、中華汽車年報(民89)
24.豐田汽車台灣車主網站(www.toyota.com.tw)、和泰汽車企業網站(www.hotaimotor.com.tw)、和泰汽車年報(民89)
25.日產汽車台灣車主網站(www.nissan.com.tw)、裕隆汽車企業網站(www.yulon-motor.com.tw)、裕隆汽車年報(民89)
二、英文部分
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三、國外汽車業案例
1.Anonym(2001), “Saab Standardizes On Siebel eBusiness Applications”, http://www.siebel.com
2.Anonym(2001), “Renault Standardizes On Siebel eBusiness Applications”, http://www.siebel.com
3.Anonym(2002), “GM Builds a One-Stop Shop for GM Families”, http://www.siebel.com
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11.Grimm, Matthew(1999), “Ford Connects”, Brandweek, Vol.40, Issue 1, 4th Jan, pp.19-20
12.Grimm, Matthew(1999), “Getting to Know You”, Brandweek, Vol.40, Issue 1, 4th Jan, pp.16-18
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24.Wijayasinha, Kingsley(2001), “Carmakers Aiming for Quicker Fix”, Nation, 11th Jun |
| Description: | 碩士
國立政治大學
企業管理學系
89355034 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#A2010000504 |
| Data Type: | thesis |
| Appears in Collections: | [企業管理學系] 學位論文
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