B2B行業免費服務的經濟價值: 以X公司為例

Abstract

B2B的企業因過度專注在產品的銷量上，會因此忽略免費服務所需的成本與價值報酬管理。推銷產品銷售時，業務員為突顯品牌差異化會提供輔助產品銷售的額外免費服務，以提高客戶滿意度及增加成交機會。免費服務的有效性如果沒有適當的績效管理框架，會長期損害企業獲利能力。B2B企業產品導向的財務系統、組織態度及銷售目標會限制一般經理人對免費服務的理解程度。經理人應針對有潛力營利的免費服務進行價值分析並選擇淘汰服務、轉收費服務或繼續提供免費服務。免費服務的槓桿作用能協助企業執行更正確的銷售決策。企業所提供的免費服務不應該單以成本流失的角度看待，經理人需有意識的管理免費服務所帶給公司的價值與競爭優勢。免費服務的經濟價值更需一套能從客戶的價值觀點衡量財務績效的管理辦法，因為服務的經濟價值來自於客戶所獲得的利益並為之付出的願付價格(WTP)。本研究將論證一家B2B企業實際執行免費服務經濟價值評估的管理過程，並如何使用調查結果協助公司更完善的了解銷售資源策略、成本結構及產業競爭環境。

In a B2B industrial setting where corporate strategies excessively focus on the selling of goods, free services are often given away liberally to entice higher future sales revenues. The effectiveness of such free services is not fully documented nor managed; giving space for free service proliferation that can harm a company’s long-term ability to sustain deserved profits. Assuming a firm can identify a free service of profit potential in the company, evaluating the free service’s economic value can be a dilemma for managers. The financial structure, corporate attitude and company perspective of free services limit the tools managers have to make a well-informed decision. The decision to be made dilutes to three options: to eliminate, to charge for a fee, or remain free. When companies give away free services, the economic value should be gained in return for the free service to be of value to a B2B company. ‘Free’ does not necessarily equate to no value, but the limits of the value may not be fully understood at a strategic managerial level. The trade-offs and benefits of a free service offering are perhaps greater than the company realizes. The implications for management in the study of free services will give a better understanding of corporate strategies, cost structures, and industry competitiveness.