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    Title: 代工廠商關鍵顧客管理之探討－以辦公室設備T公司為例
    Study on key account management of contract manufacturer-a case of office appliance T Company
    Authors: 陳佳勝
    Chen, Edy
    Contributors: 陳建維
    鄭鴻章
    陳佳勝
    Chen, Edy
    Keywords: 關鍵顧客管理
    代工廠商
    顧客型態
    競爭優勢
    產品生命週期
    Key Acccount Management
    Contract Manufacturer
    Customer Type
    Competitive Advantage
    Product Life Cycle
    Date: 2011
    Issue Date: 2012-10-30 10:55:25 (UTC+8)
    Abstract: 台灣許多大型企業，過去都是靠國外客戶之OEM訂單起家，雖有部分廠商後來成功走向自有品牌路線，但目前仍有很多代工廠商的主要業務是接OEM/ODM訂單，近年來，許多顧客開始推動減少供應商數，代工條件或合作關係較差的代工廠商逐漸被淘汰。以往有不少對顧客關係管理(CRM)的相關文獻，但談的多數是一般企業或品牌商對大眾客戶(B2C)的顧客關係管理議題。關鍵顧客管理的相關研究雖然已經發展40年，但過去的研究多數是觀察國外廠商或屬較大型廠商的關鍵顧客管理。目前國內代工廠商或工業行銷的關鍵顧客管理之相關文獻有限，針對中小型代工產業的研究更是少之又少。根據資策會2011年的研究報告，台灣中小企業家數約為123萬5千家，佔總體企業家數的97.7%。台灣中小企業也是台灣經濟發展的主力。因此本研究著重在探討顧客之間可能存在利益衝突的國內屬較中型代工廠商如何實施其B2B關鍵顧客管理，另外也會探討影響關鍵顧客管理的相關因素。
    本研究透過質化個案研究方法去深入訪談一家辦公室電子設備的代工廠，從訪談結果和過去文獻中找出關鍵顧客管理的方法架構和相關理論。而影響關鍵顧客管理的因素可以被歸納為顧客型態、海外擴展策略、競爭優勢和產品生命週期。歸納分析結果後本研究做出以下論述：(一)代工廠商的關鍵顧客之認定方法以營業額為主，其次才考量利潤、(二)關鍵顧客的移轉成本、對關係的承諾和目標的一致性影響代工廠商經營關鍵顧客的策略、(三)代工廠商的競爭優勢影響其對關鍵顧客的議價能力、(四)顧客大小及議價能力能使代工廠商對其關鍵顧客管理上做組織等變化、(五)代工廠商的海外發展策略主要以已開發國家但會以產品差異化避免與關鍵顧客之間發生直接性競爭或衝突、(六) 各種型態顧客在產品生命週期的不同階段其關鍵顧客管理上有所不同。
    本研究根據分析結果、實務觀察並與既有的相關論文做相互的對應，以提供代工廠商在工業行銷導入關鍵客戶管理的做法和應注意的事項。導入關鍵顧客管理不但能有效應用公司資源、加強與顧客的關係並帶來更高的獲利，也能避免與關鍵顧客之間的利益衝突。但建議代工廠商得注意不要因為長期依頼少數關鍵顧客的訂單而忽略了顧客營業額過於集中的風險且受阻於發展自有品牌。
    There were many Taiwanese companies in the past grew and thrived relied on foreign OEM customers. Although some of the companies later launch successfully their own brand, but so far there are still many contract manufacturers whose main business model is OEM/ODM. Recently, there are many customers starting to reduce their supplier number, contract manufacturer with bad capability or relationship is eliminated gradually. There were a lot customer relationship management (CRM) related paper in the past, but mostly discussed about business to customer (B2C) CRM topics. Although Key Account Management related research had been developing for 40 years, but most of the past researches are dedicated to key account management of foreign or big size company. At present, related paper about key account management of domestic contract manufacturer or industry manufacturing is limited and research focus on medium or small size contract manufacturer is very few. According to 2011 research report, there are 1.235 million small and medium size enterprises (SMEs) that occupied 97.7% of total companies in Taiwan. SMEs are also main force for Taiwan economic development. Therefore, this research focus on studying how Taiwan medium size contract manufacturer whose customers may have interest conflict implement its B2B key account management and also explore related factors that influence key account management.
    This research uses quality approach case study method by applying depth-interview to a contract manufacturer of office appliance electronic equipment, explore key account management approach and related theory through interview result and past literacy review. And factors that influence key account management could be concluded as customer type, foreign expansion strategy, competitive advantage and product life cycle. The findings conclude that (1) Contract manufacturer identify the key account primarily based on sales amount, secondary consideration on margin, (2) Switching cost, relationship commitment and goal congruence influence contract manufacturer strategy on managing the key account, (3) Competitive Advantage of contract manufacturer influence its bargaining power over its key account, (4) Customer size, bargaining power may let contract manufacturer adjust its organizational structure and make other changes, (5) Foreign expansion strategy of contract manufacturer is mainly targeting developed countries but will differentiate its product to avoid direct competition or conflict among its customers, (6) Key account management among different customer type varies among each stage of product life cycle.
    This research bases on analysis result, practical observation and mutual corresponding suggest how and what factors should be considerated when contract manufacturer applying key account management approach on industry marketing. Applying key account management is not only allocating company resources effectively, enhance customer relationship that bring further profit, but also avoid conflict or direct competition among the key accounts, but this research suggest that contract manufacturer should not because of relying on few key accounts for long term then neglect the risk of concentrating sales amount and have difficulty in developing own brand business.
    Reference: 一、 中文部分

    1. 洪順慶 (2006)，臺灣品牌競爭力: 臺灣企業從代工走向自創品牌的策略，臺北市 : 天下雜誌出版 [臺北縣新莊市] : 大和圖書總經銷。

    2. 林建煌 (2008)， 國際行銷管理 二版， 台北： 華泰文化。

    3. Yin, R. K. (2009) 著，周海濤譯，個案硏究: 設計與方法， 台北市： 五南。

    4. Gillespie, K., Jeannet J. P., and Hennesey, H. D. (2008) 著，黃俊閎譯，國際行銷，台北：雙葉書廊。

    5. 尤書宏(2007)，台灣安全監控產業產品生命週期與發展模式之研究- 以Digital Video Recorder（數位影像錄放影機）為例，國立清華大學科技管理研究所碩士論文。

    6. 王思原(2004)，台灣安全監控產業競爭力與關鍵成功因素分析：以CCTV視訊監控產業為例，國立台北大學企業管理所碩士論文。

    7. 王意騏(2010)，企業導入關鍵顧客管理之研究-以某記憶體公司為例，國立政治大學資訊管理研究所碩士論文。

    8. 王福平(2004)，單一代工顧客轉變為多代工顧客之關鍵因素探討 : 以東豐成衣為例，銘傳大學管理學院高階經理碩士論文。

    9. 王馨儀(2003)，以組織內部角度探討關鍵顧客管理之效能，國立臺北大學企業管理學系

    10. 宋子喬(2010)，創新能耐對於OEM轉型ODM導向企業之影響-技術領導與競爭優勢之個案研究 ，國立政治大學經營管理碩士學程(EMBA)碩士論文。

    11. 李忠良(2004)，台灣安全監控產業中廠商先佔卡位策略之探討-以慧友電子及悠克電子為例，國立台灣大學國際企業研究所碩士論文。

    12. 阮榮祥(2009)，工業採購的關鍵客戶管理以A公司為例，國立臺灣科技大學企業管理系碩士論文。

    13. 卓永進(2005)，OEM/ODM/OBM模式在台灣工業電腦的適用性，國立政治大學企業管理研究所碩士論文。

    14. 周政德(2001)，國際產品生命週期之探索性研究，國立成功大學企業管理學系(EMBA)專班碩士論文。

    15. 周凌峰(2007)，產品生命週期與組織結構的關係-以中國砂輪為例，國立政治大學企業管理研究所碩士論文。

    16. 郭子維(2003)，技術知識特質與產業特性對代工關係的影響-以台灣資訊電子產業為例 ，國立政治大學企業管理研究所碩士論文。

    17. 黃揚期(2004)，品牌與代工的經營策略研究 -以台灣筆記型電腦為案例，逢甲大學經營管理碩士在職專班碩士論文。

    18. 黃敬堯(2009)，資訊科技對國際關鍵客戶管理的影響-以台灣資訊產業為例，國立政治大學國際經營與貿易研究所碩士論文。


    19. 黃銘章(2002)，影響代工供應商與顧客間夥伴關係因素之硏究-以台灣電子資訊產業為例，國立政治大學企業管理硏究所博士論文。

    20. 詹東龍(2008)，原開發藥廠之關鍵客戶管理與組織變革之研究-以美商默沙東藥廠台灣分公司為例，國立中山大學企業管理學系研究所碩士論文。

    二、 英文部分

    1. Brehmer, P.O. and J. Rehme (2009). "Proactive and reactive: drivers for key account management programmes." European Journal of Marketing 43(7/8): 961-984.

    2. Feng, C.M. and C.H. Chern (2008). "Key Factors Used by Manufacturers to Analyse Supply-Chain Operational Models: An Empirical Study among Notebook Computer Firms." International Journal of Management 25(4): 740-755,779.

    3. Grantham, L. M. (1997). "The validity of the product life cycle in the high-tech industry." Marketing Intelligence & Planning 15(1): 4-10.

    4. Hanna, S. and L.M. Sainio (2010). "Customer knowledge processing and key account performance." European Business Review 22(3): 339-352.

    5. Homburg, C., J. P. Workman, Jr., et al. (2002). "A configurational perspective on key account management." Journal of Marketing 66(2): 38-60.

    6. Jean, R. J., R. R. Sinkovics, et al. (2010). "Enhancing international customer-supplier relationships through IT resources: A study of Taiwanese electronics suppliers." Journal of International Business Studies 41(7): 1218-1239.

    7. Jones, E., A. L. Dixon, et al. (2005). "Key Accounts and Team Selling: A Review, Framework, and Research Agenda." The Journal of Personal Selling & Sales Management 25(2): 181-198.

    8. Liu, F. H., L. J. Chen, et al. (2011). "Sustaining Client Relationships in the Contract Manufacturer Own-Brand Building Process: The Case of a Smartphone Firm." International Journal of Business and Management 6(7): 59-68.

    9. Mullor-Sebastian, A. (1983). "The product life cycle theory: Empirical evidence." Journal of International Business Studies (pre-1986) 14(000003): 95-95.

    10. Ojasalo, J. (2001). "Key account management at company and individual levels in business-to-business relationships." The Journal of Business & Industrial Marketing 16(3): 199-220.

    11. Ojasalo, J. (2004). "Key network management." Industrial Marketing Management 33(3): 195.

    12. Pardo, C., S. C. Henneberg, et al. (2006). "Unpicking the meaning of value in key account management." European Journal of Marketing 40(11/12): 1360-1374.

    13. Porter, M. E. (1980). "How competitive forces shape strategy." McKinsey Quarterly(2): 34-50.

    14. Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press.

    15. Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, Harvard Business School Publication Corp. 86: 78-93.

    16. Shi, L. H., J. C. White, et al. (2010). "Global account management strategies: Drivers and outcomes." Journal of International Business Studies 41(4): 620-638.

    17. Slome, B. (1975). "Standardization and Vernon’s Product Cycle." The Engineering Economist 20(4): 269-269.

    18. Tseng, S. Y. (2009). Strategic positioning of Taiwan in the outsourcing market: Evidence from information technology services and electronic manufacturing outsourcing to China. United States -- Florida, Florida International University. Ph.D. Thesis.

    19. Wu, C. (2008). "Knowledge creation in a supply chain." Supply Chain Management 13(3): 241-250.

    20. Yen-Tsung, H. and W. Chu (2010). "Enhancement of product development capabilities of OEM suppliers: inter- and intra-organizational learning." The Journal of Business & Industrial Marketing 25(2): 147-158.

    21. Yin, R. K. (1994). Case Study Research: Design and Methods. California, SAGE Publications Inc.

    22. Zupancic, D. (2008). "Towards an integrated framework of key account management." The Journal of Business & Industrial Marketing 23(5): 323-331.

    三、 網站資料

    1. 資策會網站：http://www.iii.org.tw/m/News-more.aspx?id=982

    2. 科技產業資訊室網站：http://cdnet.stpi.org.tw/techroom/analysis/pat_A104.htm

    3. 台灣新聞記者協會：http://www.atj.org.tw/newscon1.asp?number=144

    4. 維基百科：http://en.wikipedia.org/wiki/Laminate

    5. 商業週刊：http://www.businessweekly.com.tw/webfineprint.php?id=32883
    Description: 碩士
    國立政治大學
    國際經營與貿易研究所
    99351045
    100
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0099351045
    Data Type: thesis
    Appears in Collections:[Department of International Business] Theses

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