服務品質、創新策略與行銷觀念的共同演化－以中華電信公司組織轉型觀點為例

NHUIR > College of Management > Department of Business Administration, Master/Ph.D Program in Management Sciences > Disserations and Theses(Master and Doctoral Program in Management Sciences) > Item 987654321/19217

Please use this identifier to cite or link to this item: http://nhuir.nhu.edu.tw/handle/987654321/19217

Title:	服務品質、創新策略與行銷觀念的共同演化－以中華電信公司組織轉型觀點為例
Other Titles:	A STUDY ON THE BUSINESS MODEL OF CO-EVOLUTION AMONG SERVICE QUALITY, INNOVATION STRATEGY AND MARKETING CONCEPT--A VIEW OF ORGANIZATION TRANSFORMATION FOR CHUNGHWA TELECOM COMPANY
Authors:	李永昌 Li, Yung-chang
Contributors:	企業管理系管理科學碩博士班范惟翔 Wei-hsiang Fan
Keywords:	服務品質;創新策略;中華電信;行銷觀念 Service quality;Innovation strategy;Marketing concept;Chunghwa Telecom
Date:	2010
Issue Date:	2015-03-10 16:18:09 (UTC+8)
Abstract:	台灣電信市場自從邁向多元服務的型態發展後，傳統獨占經營的模式，已無法滿足消費者的需求，且為了達成世界貿易組織(WTO)對基本電信自由化的協議，台灣於1996年將負責電信監理的電信總局及電信業務經營的中華電信正式分離，並逐年開放各類電信業務，以強化台灣電信服務市場的服務品質及競爭能力。　　　本研究採用單一個案研究方法，深入探討個案公司在組織轉型的過程中，對服務品質、創新策略及行銷觀念的轉變，研究結果發現，個案公司歷經1996年公司化之銳變後﹐已通過第一階段開放行動通信業務的市場試鍊，緊接著藉由民營化的契機，由上而下積極提升服務品質，且以各種創新策略確保科技領先，並提供尖端服務創造競爭優勢，在不斷強化各層級的行銷觀念，及建立全員行銷的共識下，順利轉型迎接電信自由化的競爭戰火，扮演台灣電信領導者的角色。最後本研究建構個案公司轉型過程，服務品質、創新策略、行銷觀念如何隨之共同演化之經營模式，並對轉型後延續競爭優勢之策略規劃提出建議，提供實務界運作的參考。　　Since the Taiwan telecommunications moved towards developing diverse services, the traditional monopoly model has been unable to meet consumers demand. In addition, to comply with the World Trade Organization (WTO) agreement on liberalizing basic telecommunications, the Directorate General of Telecommunications (DGT) and Chunghwa Telecom (CHT), responsible for regulating and operating telecommunications respectively, were formally separated in 1996 while the market was opened to various telecommunications companies in the following years, thus strengthening the service quality and competitiveness of the telecommunications market in Taiwan.　　　This study employs a single case study methodology to examine in detail changes in service quality, innovation strategy, and marketing during organizational transformation of the case company. Findings showed that after its corporatization in 1996, the case company has passed the first phase of market testing for developing wireless communications. Following privatization, the case company has actively enhanced service quality, ensured that it is technologically advanced using various innovation strategies, and provided sophisticated services to create a competitive advantage. In continuously strengthening marketing at all levels and establishing a common view on “all-staff marketing,” the company has smoothly undergone transformation to face competition during the liberalization of telecommunications, in effect playing a leading role in telecommunications in Taiwan. Finally, this study constructs the transformation process of the case company and the business models for the equally evolving service quality, innovation strategy, and marketing. In addition, the study also provides recommendations on planning strategies for sustaining competitive advantage after transition that can serve as references for real-world applications.
Appears in Collections:	[Department of Business Administration, Master/Ph.D Program in Management Sciences] Disserations and Theses(Master and Doctoral Program in Management Sciences)

Files in This Item:

File	Description	Size	Format
098NHU05457021-001.pdf		1486Kb	Adobe PDF	0	View/Open
index.html		0Kb	HTML	146	View/Open

Loading...