頁籤選單縮合
題名 | 以組織內部角度探討關鍵顧客管理之效能=Intraorganizational Determinants of Key Account Management Effectiveness |
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作者姓名(中文) | 林靖; 賴美祁; 王馨儀; | 書刊名 | 亞太社會科技學報 |
卷期 | 4:2 2005.02[民94.02] |
頁次 | 頁77-100 |
分類號 | 496.7 |
關鍵詞 | 顧客關係管理; 關鍵顧客管理; 關係行銷; Customer relation management; Key customer management; Sales management; |
語文 | 中文(Chinese) |
中文摘要 | 近年來由於全球化競爭激烈,企業面臨外在環境快速變化,往往使其利潤愈來愈微薄,許多競爭型態及行為模式因而改變,企業必須不斷追求產品品質、生產、成本、及顧客服務的改善,才能在市場中生存。企業也體認到「關係」對於企業的重要性,企業也瞭解到,顧客是企業獲利與成長的重心,選擇正確的顧客組合,維繫長久且良好的關係,對企業的獲利影響很大。因此為回應顧客要求供應商提供更多服務的需求下,許多企業開始採用關鍵顧客管理計畫。綜觀過去研究,在銷售管理的研究也僅針對個別的銷售人員銷售效果的決定因素作研究,缺代以團隊銷售為基礎來探討影響銷售效果的要素。而關鍵顧客管理的研究,也大多集中在針對關鍵顧客管理經理的個別績效進行探討。或是關鍵顧客管理方法的設計,甚少討論到關鍵顧客管理與績效的關係,因此本研究強調跨功能互動及銷售團隊的協調來探討影響關鍵顧客管理要素。 本研究以臺灣電子電機產業的製造商為研究對象,利用問卷調查法,並以LISREL線性模式分析結果顯示其活動強度、活動預後性、成立團隊、團隊精神、正式化對關鍵顧客管理效能有正向關係,關鍵顧客管理效能與市場績效及利潤亦有正向的關係。 透過本研究之關鍵顧客管理的架構,希望提供管理者在面對關鍵顧客管理策略制訂時,能夠有客觀的準則加以依循。此外完整的分析架構提供企業經理人以一個宏觀的角度來思考面對施行關鍵顧客管理時,所需考量的重要因素為何。讓管理者可以利用一個結構性的方法來檢視其關鍵顧周管理的決策。 |
英文摘要 | Many enterprises faced with a new and fast-changing environment have adopted Key Account Management (KAM) in response to customers’ highly demand for enriching services. The preceding review of the literature reveals that there is a shortage of studies that explore the relationship between KAM and performance. Most previous studies concerned the design of KAM or the factors affecting the individual performance of key account managers. Unlike previous studies, this research emphasized the concepts of cross-functional interactions and sales team coordination and examined the factors affecting KAM. The model was tested using a sample of electric and electronic manufacturers in Taiwan. Based on a survey of 132 firms the LISREL results suggest that activity intensity, activity proactiveness, team use, team spirit, and formalization are all positively related to KAM effectiveness. The results also confirm the KAM effectiveness has a positive effect on performance in the market that then leads to profitability. This research wishes to provide objective standards by which managers can follow with regard to devising KAM strategies. The comprehensive analysis framework presented in this paper urges managers to take a macro view when considering how to exercise KAM and what factors need to be taken into account. It in fact enables managers to utilize a structural system to scrutinize their KAM decision-makings. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。