夥伴關係管理之服務流程研究- 以電信業為例

Abstract

開發新客戶的成本遠大於維繫既有客戶的成本，所以服務業特別重視客戶關係管理，對電信服務業者尤顯重要。如何留住優質的客戶、擴大用戶群、提高客戶的貢獻度等，對電信業者來說，都是重要的課題。 實務上透過合作夥伴而來的客戶群遠遠多於自己的直接通路，因此電信業者還是需要大量仰賴其間接通路上的合作夥伴來與其客戶接觸。對客戶而言，不管是電信業者透過直接通路或是間接通路對其提供產品或服務，客戶所產生的滿意度都是直接反應到此電信業者所提供的產品服務價值。因此，電信業者必須提升合作夥伴對客戶的服務品質，進而才能提升客戶的滿意度及忠誠度，以期達到公司經營的策略目標及獲取最大的利益。 夥伴關係管理就是電信業者能夠提供其合作夥伴提升客戶服務品質的重要動力之一，然而實務上，電信業者還是不似落實客戶關係管理般地發展夥伴關係管理，故此研究希望能就理論與實務分析並重，得以讓各項建議與分析不致偏頗。首先，就文獻資料來強調夥伴關係的重要性，接著藉由價值網（Value Net）及服務接觸三元素（Service Encounter Triad）理論來突顯管理夥伴關係刻不容緩的議題，並以服務藍圖（Service Blueprint）及服務利潤鏈（Service Profit Chain）的概念來強調服務合作夥伴的基礎性，以企業流程（Business Process）及資訊流（Information Flow）的概念來強化跨組織的整合必要性。 最後，本研究以一電信公司做為案例探討，接著對電信業者應有的夥伴關係管理流程提出規劃及建議，並對其實施效益做分析。

The cost of developing new clients is higher than keeping the current clients. Therefore, service business particularly emphasizes on customer relationship management and it is especially important to telecom business sector. The issues of how to keep good customers, broaden client-groups and upgrade contribution to clients are especially crucial. Practically, the access of having clients-groups through partner is far greater than its own direct channel. Hence, telecom sectors still rely much on the partners of their direct channels for customer contact. To customers, the satisfactory rates reflect directly on the values of products or services offered by telecom businesses whether is via their direct channels or indirect channels. Thus, telecom services must enhance the quality of services from their partners to customers and then furthermore upgrade clients’ satisfaction and loyalty for meeting the strategic managerial targets of the firms and gaining the greatest profits. Partnership management is one of the powerful factors for upgrading the services that telecom sectors can provide to their partners. However, practically, telecom sectors don’t really seem to practice the partner relationship on customer as they do on customer relationship management. Accordingly, this research parallelizes both on theory and practice without sacrificing different suggestions and analyses. First, it illustrates the importance of partnership by relevant documents and data Secondly, it outstands the very critical issue of partnership management through Service Encounter Triad and Value Net. Next, it intensifies the base of partnership management by the concept of Service Blueprint and Service Profit Chain. Also, it strengthens the necessity of integrating cross-organizations by the concept of Business Process and Informational Flow. In conclusion, this research explores the discussion from a case study on a certain telecom firm; offers plans and suggestions to management flow and analyzes the benefits of its practice.