Constructing the Management Opportunity Grid of Feng Kang Brand – An example in Chinese Market

近年來中國大陸內需成長 市場成長快速 其中整體一次性用品之市場規模，每年高達千億人民幣。以保鮮膜市場而言，台灣每年市場銷售量約 1500 萬支；中國大陸約 5 億支以上，且其年增率以 10 %的速度在成長，其市場規模相當龐大。然而，市場中的競爭亦相當激烈，因此企業需精益求精，不斷進步並提升企業之能力，才能掌握商機。 因此，本研究主要研究目的如下：(一) 一次性用品產業的顧客所重視的顧客價值究竟為何？現階段顧客對於個案公司所提供之重要服務項目是否滿意？(二)如何建構一次性用品業者的顧客價值管理機會方格？以個案公司為例，應做出的因應策略為何？並探討經銷商與一般消費者之顧客所認知之差異。(三) 一次性用品業者如何利用顧客價值管理機會方格，做員工自評與顧客評價的差異分析？以個案公司為例，應做出的因應策略為何？ 本研究將個案公司「楓康」主要有價值的服務分為形象、產品、價格及服務四個探討構面，並依據各構面歸納出 25 項有價值的服務項目，進行問卷調查。最後 本研究共回收一般消費者問卷 184 份 經銷商問卷 100 份及員工問卷 177 份，總共 461 份問卷，回收率 83.82%。 實證研究結果發現 楓康顧客所認知最重要前 10 項有價值的服務項目如下：「對產品品質檢驗嚴格」「產品符合國家標準規定及認證」「保鮮袋、垃圾袋平、底設計、保證不破不漏更耐用」「保鮮膜具耐高溫可微波加熱」「業務員勤快服、務態度好」、「產品性價比高 (價格合理)」、「有完善的退換貨政策及售後服務」、「有配合客戶需求，生產相應規格產品」「服務據點多，聯絡及購物方便」及「品牌、知名度高」。因此，楓康在未來策略佈局與資源規劃上，須符合上述項目，以強化企業的競爭優勢及永續經營。In recent years, the growth of domestic demand in China, the market is growing rapidly, the overall size of the market in which the one-time items, up to one hundred billion yuan per year. With cling film market, Taiwan's annual market sales of about 15 million; Chinese mainland about 500 million or more, and its annual growth rate of 10% growth, its market size is enormous. However, the market competition is very intense, so companies need to excellence, continuous improvement and enhance the ability of enterprises to grasp opportunities. Therefore, the purpose of this research study are as follows: (a) Customer disposables industry valued customer value Why? Customers stage for important services provided by the company is satisfied with the case? (B) how to construct disposables industry's customer value management opportunities squares? A Case Study should be made coping strategy? And to explore the differences between the dealer and the customer's perception of the average consumer. (C) how to use disposables industry customer value management opportunities squares differences do employees and customers evaluation of self-assessment analysis? A Case Study should be made coping strategy? The case study company, 'Feng Kang' valuable service into the main image, product, price and service to explore four dimensions, and based on the various facets summed up 25 valuable services, conducted a questionnaire survey. Finally, this study were collected questionnaires of 184 consumers, dealers and 100 parts of the questionnaire survey of 177 employees, a total of 461 questionnaires were returned 83.82%. Empirical studies found that cognitive Feng Kang most important customers are valuable services before 10 as follows: 'strict inspection of product quality', 'products meet national standards and certification', 'plastic bags, garbage bags flat design to ensure not broken do not leak more durable ',' cling film with high-temperature microwave heating can be ',' salesman diligent service attitude is good, ' cost-effective products (at reasonable prices), ' a sound return policy and service. 'there to meet customer demand, production of the corresponding product specifications,' 'multi-service locations, liaison and shopping convenience' and 'brand recognition.' Therefore, Feng Kang layout on the future strategy and resource planning, subject to the above items, in order to strengthen their competitive advantage and sustainable development.第一章 緒論 1 第一節 研究的背景與動機 1 第二節 研究問題與研究目的 3 第三節 研究範圍與研究對象 6 第四節 研究流程 6 第二章 文獻探討 8 第一節 顧客滿意度 8 第二節 核心能耐 9 第三節 管理機會方格 11 第三章 研究方法 16 第一節 資料蒐集 16 第二節 各項服務內容構面的衡量項目 17 第三節 資料處理分析方式 18 第四章 統計結果與實證分析 20 第一節 樣本特性與敘述性統計 20 第二節 楓康之管理機會方格建構 26 第三節 員工與消費者之重要與表現同步比較分析矩陣 29 第五章 結論與建議 42 第一節 研究結論 42 第二節 研究限制與後續研究建議 45 參考文獻 46 一、中文部份： 46 二、英文部分 : 46 附錄一 A 表 (一般消費者及賣場促銷員) 49 附錄二 B 表 (員工、經銷商及通路採購) 5