- 學位論文
關鍵客戶管理之探討：以Manz CIGSfab為例
A Study of Key Account Management (KAM): The case of Manz CIGSfab
摘要
近年來，太陽光取之不盡用之不竭的特色，使得發展太陽能產業成為重要的國家能源政策。而技術的突破與政府的政策支持，太陽能產品例如太陽能發電廠或建築一體化太陽能系統等，已廣為大家所接受且開始在能源產業鏈中佔有一席之地。銅銦鎵硒太陽能電池屬於次世代技術，挾著發電效能高、材料用量少與應用多元的優勢，將直接挑戰結晶矽太陽能電池主流產品的地位。然而，現今常有政府干涉的太陽能產業，使得設備供應商必須面臨相對於其他產業更複雜的供應商-顧客關係。 本研究以德商Manz公司的銅銦鎵硒整廠輸出生產線(CIGSfab)為研究標的，藉由關鍵客戶管理理論來分析該公司在台灣與中國大陸地區銷售研究標時的行銷行為，並擬定行銷策略。 本研究發現，關鍵客戶管理理論非常適合應用在像複雜程度如整廠設備輸出的銷售上。例如，在多面向的考量之下，關鍵客戶管理能清楚分辨誰是關鍵客戶、誰又是次要客戶。再者，銅銦鎵硒整廠設備的投資涉及到的利害關係人範圍相當廣泛，包括不同的投資方、政府人員或銀行官員等，實施關鍵客戶管理能在公司內部產生組織變革，以滿足特定利害關係人。整個投資項目的發展時程耗時數年，供應商與客戶的互動次數也不僅只是單一次的買賣關係，此符合關鍵客戶管理理論以培養並發展穩定且長期供應商-客戶關係的論調。 然而，本研究亦發現，關鍵管理理論在實際的運用層面上，必須再加入政策的考量，才能符合現階段政府多所涉入產業的普遍情況。再者，不同的關鍵客戶確實會經歷不同的關係發展歷程，但是對於關鍵客戶管理的實施架構並非靜態不變，而是隨著關係歷程的轉變而呈現動態演變。
並列摘要
In recent years, due to the characteristics of unlimited resources of solar energy, developing solar industry has been significantly considered an important national energy policy. Thanks to technoligical breakthoughs and policy supports, the solar-related products, such as solar power plants or building integreated photovoltaics (BIPV), has been widely accepted and owns a place in the power generation value chains. Next generation solar technology, copper indium gallium selenide (CIGS) thin film solar cells will compete with the current solar mainstream, crystalline solar cells (c-Si), because of its high energy yield, enonomical materials consumption, and various applications. However, the solar industy which nowadays often has government's intervention makes the relationship of supplier-customer even more complicated. The research aims at analyazing the sales activities both in Taiwan and China of a CIGS turnkey solution (CIGSfab) of a German-based company, Manz AG, by using key account management (KAM) theory and then formulating sales strategies. The research found that KAM was very suitable to be applied to a compliated project such as selling a turnkey solution. For example, according to multifacted considerations, KAM was able to clearly differentiate who were key accounts and who was not. Furthermore, the CIGSfab investments involved many aspects, including different investors, government officials or bank officials. Implementing KAM within a company meant a reconstruction of its organization, which can be more easy to satisfy those stakeholders. Besides, the characteristics of completing the investments taking several years and not a single time buy-sell relationship was just what KAM was pursuing, developing a long term and stable customer-supplier relationship. However, the research also found that in appling the KAM theory to select key accounts, policy consideration was also vital and needs to be taked into account since in many current situations, government’s intervention is serious and common. Moreover, it was also true that different key accounts would go through different development processes. But the framework of implementing the KAM theory was not static. It dynamically changed with the development processes.