- 學位論文
六標準差方法和銷售漏斗管理整合在改善銷售流程之應用研究-以某重型機械代理商為例
The Improvement of Sales Operation Process Using an Integrated Methodology of 6 Sigma and Sales Funnel Management – A Case Study of a Heavy Equipment Dealer
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摘要
企業的首要之務是求生存，而銷售就是企業要永續經營最重要的課題。個案公司新機具銷售業務連續數年的下滑和市場佔有率的萎縮，已經對其整體營運造成嚴重的衝擊，如何讓業績止跌回升是個案公司所面臨的嚴峻挑戰。從世界級的標竿企業推動六標準差所獲得的成果，可以證明推動六標準差不僅是品質改善的工具，更可以帶來解決企業問題、改善企業發展策略和讓企業轉型的效益；所以個案公司推動六標準差專案，藉由改善現有銷售作業流程，來提升銷售業績。 本論文是應用六標準差（6 Sigma）方法和銷售漏斗管理（Sales Funnel Management, SFM）來改善個案公司新機具銷售作業流程的實例研究。從設定專案改善的目標，衡量並分析原有新機具產品銷售作業流程中的問題，再腦力激盪出最佳解決方案，利用資訊科技開發應用銷售漏斗管理的相關資訊系統，做為改善作業流程的工具，加上銷售獎金制度的配合修改，在實施改善的過程中，徹底執行並嚴格控管，確實有效的改善原有作業流程，更明顯反應到新機具產品銷售業績的成長，自 2004 年到 2006 年讓市場佔有率由 15% 提升至 25%，達成六標準差專案所設定的目標。之後，由於將專案成果複製到其它產品的銷售作業流程，更讓專案所產生的效益擴大到全公司。
關鍵字
六標準差；銷售漏斗管理；流程改善並列摘要
Companies need to maintain a positive profit margin in order to survive. Sales revenue is undoubtedly one of the most important contributing factors. In recent years, the decline in the new machines sales and overall market share caused a serious problem for the Heavy Equipment dealer. How to win back lost business and gain market share is a tough challenging task for the company. Based on our research, 6 Sigma has been used in many well-known companies in the world and shown to not only yield significant improvement in product quality but also help solve various problems faced by companies, improvement of business strategies and business transformation. Therefore, we intended to implement a 6 Sigma project to improve the Heavy Equipment dealer’s new machine sales operation process and performance. This paper is a case study on the Heavy Equipment dealer, which applied 6 Sigma and Sales Funnel Management to improve its new machine sales operation process. The 6 Sigma project team first identified the project goal and then analyzed the problems of the existing new machine sales process. Brain storming was used to generate the best solution. Then, various information technologies were utilized to develop systems which applied Sales Funnel Management as a tool for process improvement. In addition, Sales Incentive Program was adjusted. After an implementation of these proposed changes with close monitoring and control of the progress, the results were a substantial improvement of the sales operation process and the growth of new machine business. The market share had grown from 15% to 25% from year 2004 to 2006, which achieved the goal of the project. With this success, the 6 sigma project duplicated to other sales operation processes, which will enable the 6 Sigma project to create the maximum benefit to the whole company.
參考文獻
夏沛石 （2006），企業導入 6 sigma 的做法對績效之影響，大同大學事業經營研究所碩士論文。
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