從顧客關係管理 (CRM) 探討汽車產業與其水平週邊產業發展策略之研究 -以裕隆汽車為例

A Study of Automobile Businesses Customer Relationship Management (CRM) with its Peripheral Businesses development —A Case of Taiwan Yulon Motor Corporation

王昭鼎(Chao-Ting Wang)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理研究所/碩士(2003年)

https://doi.org/10.6840/cycu200300047

摘要

論 文 摘 要

本研究之目的，在於瞭解國內現今競爭的汽車產業環境中，汽車公司對顧客關係管理(Customer Relationship Management；CRM)策略的規劃重點方向，及各水平週邊產業公司，應如何運用母公司所規劃之CRM策略及配合資訊系統，來滿足顧客“行的便利”需求、提供全方位服務、產品差異化、以區隔市場，確保競爭優勢。

國內裕隆汽車集團，以其將近50%市場佔有率的優勢，在2000年陸續展開了第三階段改造。其中以汽車移動價值鏈所延伸出的汽車水平週邊產業，包含：快速保養、中古車、租賃車、旅遊業、產物保險、融資貸款、文化出版事業、客服中心、車用高科技商品、資訊系統整合等。這些都是以汽車製造業為基礎，向外擴張，進而滿足駕駛人，也就是顧客，在汽車移動中所產生的需求。

基於汽車業經營的複雜性及多元性，因此亟需一個系統化的分析架構及資訊整合平台，協助經營者更有效率地整合相關決策所需資訊，以資源共享模式，即時且雙向的與總公司單一窗口做資訊溝通。將汽車業垂直與水平的價值鏈整合，再造企業與企業間的流程。

運用經過分析電子化的客戶資料，服務顧客，提昇顧客忠誠度與滿意度，發掘潛在商機，依客戶需求開發有別於競爭對手差異化的商品，確保企業長期競爭優勢。

綜合上述汽車業的特性描述，可瞭解汽車業經營與社會、企業、個體間有相當程度的互動效果，而應如何強化本國汽車產業的競爭與發展，不但是業者努力的目標，亦是當前政府及學術界關切的課題。

期望在現今及未來以客戶導向的時代裡，本研究能夠提供汽車業者如何做好顧客關係管理的依據，結合產品差異化及創新概念，構築競爭品牌的進入障礙，以共同面對台灣進入WTO後的新挑戰。

關鍵字

顧客關係管理(CRM) ； 水平週邊產業 ； 汽車產業

並列摘要

The purpose of this research in understanding the competence of Taiwan automobile business environments, and the strategy planning of Taiwan car companies and their peripheral companies in Customer Relationship Management (CRM). By using the CRM strategies of mother company and information system, in order to satisfy the customers “Moving with Convenience,” also provide full range service, products difference, market segmentation, ensure the advantage of competence.

In year 2000, Yulon Motor Group base on the 50% of automobile market share, starting the company Third stage (III) reengineering program. The peripheral business, being the stretch policy of Group’s Moving Value Chain (MVC) strategy, included: auto clinic, used car sales, car leasing, travel agent, insurance, financial loan, publisher, call center, high-tech products and integration information system. Above all focus on satisfies the customers, while they are driving & moving.

Due to the complexity and variety of automobile industry, we need a systemize analysis and information platform, in order for manager integrate relative strategies efficiently. By common sharing resources, dual communicate with headquarter system, integrate down-stream business and peripheral value chain, create enterprise re-engineering process.

Service all customers, by using electrical analytic data; improve customer’s royalty and satisfaction, finding potential business opportunities. According to customer’s requirements, develop differential products from the competitors; ensure the long-term competing advantage of company.

Above mentioned automobile business characteristics, we can realize they have certain level of interactions among with social communities, enterprises and individuals. So how to enhance the competence and development of Taiwan local automobile business, the schools, enterprises and government, should concern this subject.

並列關鍵字

Peripheral Business ； CRM ； Automobile Business

參考文獻

2、Elliott, G. & Glynn, W. (1998), “Segmenting financial services markets for customer relationships: A portfolio-based approach, ” The Service Industries Journal, 18(3), pp.38-54.

5、Kotler, P. (1997), “Marketing Management Analysis, Planning, Implementation, and Control”, 9th ed., Prentice-Hall, Inc.

9、Stone, M., Woodcock, N. & Wilson, M. (1996), “Managing the change from marketing planning to customer relationship management, ” Long Range Planning, 29(5), pp. 675-683.

10、Wayland, R. E. & Cole, P. M. (1997), “Customer Connections: New Strategies for Growth, ” Harvard Business School Press.

13、Davids M.,“How to avoid the 10 biggest mistakes in CRM”, The Journal of Business Strategy,Nov/Dec,1999：20-30.