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B2B市场客户价值创造之研究─以T公司为例

【中文摘要】:在B2B的市场环境中,厂商和客户的交易行为形成是一种複杂的过程,其主要原因在

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于交易的双方为不同的企业,不同的企业有其自身的产业环境和营运目标,因此,对于厂商而言,了解客户的需求并达到客户的满意度,使其能继续和厂商产生交易行为,为B2B市场中核心的议题。客户价值即是衍生自B2B市场中的厂商交易行为,对于交易双方而言,交易对象定会产生其价值性,在和不同的对象交易中,厂商所提供的客户价值就会拥有不同的价值类别,因此釐清厂商自身提供给客户的价值,并有效地完成价值传递,为客户关係管理中的重要概念。而在厂商价值提供的前提下,厂商须具备何种创造价值能力,也是本研究欲探讨的议题。

本研究透过个案分析法以及策略定位分析表的方式探讨下列问题。第一,了解个案公司在实务中,对于客户关係管理的模式为何,第二,藉由了解个案公司在提供客户价值时,所需具备何种价值创造能力,并进而归类出价值创造的能力基础,第三,探究在B2B市场中存有的客户价值类别,是否有有别于单纯的产品交易价值或是服务价值,最后,企业能否将公司价值创造能力基础和价值类别做有效的连

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结,运用至对于客户关係管理当中。

研究结果显示,个案公司对于客户价值创造的能力基础,可分为产品创新能力、行销能力以及市场意识能力三大基础,经由不同的创造价值能力基础可为客户带来不同的价值类别,例如产品稳定性、服务整合性、产品种类多样性、材料来源可靠性、提升客户媒合性、提升趋势掌握性等,在策略领域的竞争优势中,即为供应链效能的管理议题,而藉由观察到个案公司实务中客户管理的方式的两大特点─寻找知名大厂合作和供应链跨界沟通的方式,更能看出企业在创造价值能力基础和客户价值间的应用。期许本研究结果能为企业带来客户关係管理时所参考依据,除了能提升企业在客户资产的管理能力外,更能帮助企业在未来资源投入的决策上有优先次序的考量。
【英文摘要】:In the B2B context, the formation of transactions between the firm and the customer is a complex process, mainly due to the two sides of different enterprises which face their industry environments and operational goals. Therefore, for the focus firm, it’s a core issue about understanding customer’s needs, and then reach customer’s satisfaction, which induces customer continues transactions with firm.Customer value is derived from B2B context. For the purpose of the both sides, the trading client will product the value. In different transactions, the value the firm providing will have different value categories. Hence, to clarify the value the firm providing to its clients, and effectively complete value delivery is an important issue in customer relationship management. And before the value was provided by the firm, what’s the ability to create customer value is alos the issue the study want to explore.

The study is use case study and analysis table of trategic position to explore the following topic issues. First, understand the mode of client relationship management of T’ company in practical. Second, through understanding the client value T’s company provided, to find the value creation capacity and then categorize the capacity base. Third, to explore value categories different from just product transaction or service behavior categories in B2B context. Finally, discuss the linkage between the firm’s value creation capacity and the value category which hope applied in client relationship management in the T’s company.

The result showed the value creation capacity can be categorized into three capacity base – product innovation capacity, marketing capacity, and marketing sensing capacity. Through different capacity

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bases can bring different client’s value category, for example product stability, integrated service, products diversity, sources of material reliability, improvement of customers’ matchmaking ,enhancement of grasping trend ability and so on. When it comes to competitive advantage, it just simply discusses the issue of supply chain efficiency management. By studying two special ways how case company manage their customers: cooperation with big names and communication crossing supply chain. Hence, we can realize the ability of company creating the values and application of customer’s value. Nevertheless, when companies try to do CRM (Customer Relationship Management) well, they can do it well according to the research results. It not only elevates the ability of managing customers’ asset, but helps company take accounts the priority of resources when they make critical decisions in the future.
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  • 来源:中山大学;作者:王威翔
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