Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/155472
|
| Title: | 初探雲端人力資源軟體之行銷策略-以個案B公司為例
A Study on Marketing Strategy of Cloud-Based HR Software: A Case Study of Company B |
| Authors: | 林宜農
Lin, Yi-Nung |
| Contributors: | 黃家齊
Huang, Jia-Chi
林宜農
Lin, Yi-Nung |
| Keywords: | 雲端人力資源軟體
WorkDo
4C策略行銷
Cloud-based human resource management software
WorkDo
4C strategic marketing |
| Date: | 2025 |
| Issue Date: | 2025-02-04 15:53:25 (UTC+8) |
| Abstract: | 本研究旨在探討雲端人力資源管理軟體新創公司如何有效運用行銷策略，提升市場競爭力。研究以台灣 B 公司開發的雲端人資軟體 WorkDo 為個案，深入剖析其產品與行銷策略。本研究以邱志聖教授提出的 4C 策略行銷架構為理論框架，該架構強調企業應從顧客角度出發，透過降低顧客的四種成本以提升顧客價值，分別為：降低顧客單位效益成本 (C1)、降低顧客資訊搜尋成本 (C2)、降低顧客道德危機成本 (C3)、以及
降低顧客轉換成本 (C4)。
研究發現，WorkDo 的成功關鍵在於有效運用 4C 策略，降低顧客的整體成本。在降低顧客單位效益成本 (C1) 方面，WorkDo 透過提供彈性的 Freemium 定價模式、雲端部署以節省客戶硬體及維護成本、以及整合人事、溝通、任務管理等多元模組於單一平台，有效降低顧客的取得與使用成本。同時，WorkDo 透過提升組織效率、員工滿意度和強化企業形象等，提升了顧客的感知價值。在降低顧客資訊搜尋成本 (C2) 方面，WorkDo 優化官方網站架構，提供清晰的產品資訊、多元的線上與線下資訊管道 (如部
落格、社群媒體、線上說明會) 以及免費試用機制，讓潛在客戶能快速且充分了解產品特性與效益。
然而，本研究亦指出 WorkDo 在降低顧客道德危機成本 (C3) 上仍有進步空間，例如應進一步強化訂閱戶的資訊安全保障機制、提升系統穩定性與可靠度，並提供更完善的第三方系統整合方案和售後服務，以建立客戶信任感。在降低顧客轉換成本 (C4) 方面，WorkDo 應持續優化資料轉移的便利性、提升與其他企業常用軟體的系統整合能力、提供完善的教育訓練資源，並持續更新產品功能以降低客戶的學習成本和轉換障礙，
進而提升顧客黏著度。
基於上述分析，本研究建議 WorkDo 應持續優化產品功能，例如導入 AI 智能助理以自動化例行任務、開發更多客製化功能以滿足不同產業需求、以及推出多國語言版本以拓展國際市場。同時，WorkDo 應精準執行行銷策略，透過多元管道強化品牌宣傳，提升品牌知名度和信譽，建立值得信賴的企業形象，進一步鞏固市場地位。
This study aims to explore how startups in the cloud-based Human Resources Management (HRM) software industry can effectively utilize marketing strategies to enhance their market competitiveness. Focusing on WorkDo, a cloud-based HRM software developed by Taiwanese company B, this research delves into the product and marketing strategies employed by the company. The study adopts Professor Chi-Sheng Chiu's 4C Strategic Marketing Framework as its theoretical foundation. This framework emphasizes a customer-centric approach, asserting that businesses should enhance customer value by
reducing four types of customer costs: Customer Solution Cost (C1), Customer Communication Cost (C2), Customer Convenience Cost (C3), and Customer Change Cost (C4).
The findings indicate that WorkDo's success can be attributed to its effective implementation of the 4C strategy, which has significantly reduced customers' overall costs.Regarding reducing Customer Solution Cost (C1), WorkDo offers a flexible Freemium pricing model, leverages cloud deployment to save customers hardware and maintenance costs, and integrates various modules such as personnel, communication, and task management into a single platform. These measures effectively lower customers' acquisition and usage costs. Furthermore, WorkDo enhances perceived customer value by improving organizational efficiency, boosting employee satisfaction, and strengthening corporate image. In terms of reducing Customer Communication Cost (C2), WorkDo optimizes its official website architecture, provides clear product information, utilizes multiple online and offline information channels (e.g., blogs, social media, online webinars), and offers a free trial mechanism, enabling potential customers to quickly and thoroughly understand the product's
features and benefits.
However, this study also reveals areas where WorkDo can improve. To further reduce Customer Convenience Cost (C3), the company should enhance data security measures for subscribers, improve system stability and reliability, and provide more comprehensive integration solutions and after-sales service to build customer trust. To reduce Customer
Change Cost (C4), WorkDo should continue to optimize the convenience of data migration, enhance system integration with other commonly used business software, provide comprehensive training resources, and consistently update product features. These efforts will lower customers' learning costs and switching barriers, thereby increasing customer retention.
Based on the analysis, this study suggests that WorkDo should continue to optimize product functions, such as integrating AI-powered smart assistants to automate routine tasks,
developing more customized features to meet the needs of different industries, and launching multilingual versions to expand into international markets. Simultaneously, WorkDo should implement precise marketing strategies and enhance brand promotion through multiple channels to increase brand awareness and reputation, establishing a trustworthy corporate image to further solidify its market position. |
| Reference: | 中文文獻
1. 中衛中心顧問群，2023年5月11日。疫情推動數位轉型浪潮，企業如何克服執行面5個困難？。https://www.csd.org.tw/Article/Detail?id=44b86d3d-2a33-4d7a-9c50 1a4db668e9f8&categoryId=d1558e91-c95a-4151-a75c-265b4483eb50。搜尋日期：2024 年 9 月 6日。
2. 行業統計分類，2006。中華民國統計資訊網: https://www.stat.gov.tw/standardindustrialclassification.aspx?n=3144&sms=0&rid=8 。搜尋日期：2024年9月14日。
3. 吳文宗，2022年10月13日。 經濟部國際貿易署，數據報告顯示，亞太區公共雲端服務市場規模四年後將成長至1,652億美元: https://www.trade.gov.tw/Pages/Detail.aspx?nodeID=45&pid=751065。搜尋日期：2024 年9月14日。
4. 巫立宇、邱志聖，2021。銷售與顧客關係管理 (二版)。台北：新陸書局。
5. 呂宗正，2009。探討軟體服務化(雲端人力資源管理軟體)能否突破軟體開發的困境-以企業內部 HRIS 隨選軟體服務為例。國立高雄第一科技大學資訊管理所碩士論文。
6. 黃同圳譯，Byars, L.L., & Rue, W. L. 著，2006。人力資源管理：全球思維本土觀點(三版)。台北市: 麥格羅希爾。
7. 管晧安，2017。免費增值模式之個案研究https://doi.org/10.6342/NTU201702518。搜尋日期：2024年9月20日。
8. 蘇鈺雯，2023年10月24日。《臺灣雲市集趨勢觀察》企業人力資源管理資訊系統之應用。資訊工業策進會 FIND 平台文章《臺灣雲市集趨勢觀察》企業人力資源管理資訊系統之應用, https://www.find.org.tw/index/indus_trend/browse/ff299330e082687e33ce08ee21ff7066/。搜尋日期：2024年9月15日。
9. 龔瑞維，2007。海峽兩岸人力資源資訊系統應用與非財務的組織績效關係之研究，管理科學與統計決策，第 4 卷第 2 期 27-54。
10. Angel, W.，2023 年 12 月 19 日。IDC：台灣軟體市場規模將以7%年成長率增長至2024年的31.8億美元。
https://www.idc.com/getdoc.jsp?containerId=prAP51574923。搜尋日期：2024 年 9月15日。
11. GII，2024。2022-2032 年全球考勤軟體市場規模研究（按組件、部署模式、組織規模、產業垂直和區域預測，Bizwit Research & Consulting LLP。搜尋日期：2024年9月15日。
12. Research Nester，2024。基於 SAAS 的人力資源市場:
https://www.researchnester.com/tw/reports/saas-based-human-resource-market/234。搜尋日期：2024年9月15日。
13. WorkDo 官方網站，2018。價格與方案https://portal.workdo.co/zh-hant/pricing/。搜尋日期：2024年9月3日。
英文文獻
14. Broderick, R., & Boudreau, W. J. 1991. The Evolution of Computer Use in Human Resource Management: Interviews with Ten Leaders. 485-608.
15. Bryan, H., & JamesM. 2003. e-HR: Using Intranets to Improve the Effectiveness of Your People. Hampshire: UK: Gower Publishing.
16. Chellappa,R. 1997. Intermediaries in cloud-computing: A new computing paradigm, INFORMS Annual Meeting. 26-29.
17. Microsoft. 2021. 2021 Work Trend Index: Annual Report. Microsoft.https://msworklab.azureedge.net/files/reports/hybridWork/pdf/2021_Microsoft_WTI_Report_March.pdf
18. NIST. 2011. The NIST Definition of Cloud Computing.
https://www.nist.gov/publications/nist-definition-cloud-computing#:~:text=Cloud%20computing%20is%20a%20model%20for%20enabling%20ubiquitous%2C,released%20with%20minimal%20management%20effort%20or%20service%20provi
19. Schramm, W. 1971. The Nature of Communication between Humans. The Process and Effects of Mass Communication, pp. 3-516.
20. Value Market Research. 2024. Global Cloud Computing Market Research Report - Industry Analysis, Size, Share, Growth, Trends and Forecast 2024 to 2032. Value
Market Research.
21. Yin, K.R. 2009. Case study research: Design and methods. London: Sage. |
| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
110363055 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0110363055 |
| Data Type: | thesis |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
