台灣資通產業從OEM/ODM轉型到自有品牌之全球客戶服務體系建構與管理之研究

Abstract

論文摘要 在世界的資通產業供應鏈中，台灣在OEM/ODM扮演了重要的角色，建立了代工王國。但為了長遠的生存以及經營價值的創造，以便脫離低毛利的製造代工宿命，必然要往微笑曲線的兩端移動。往左移動，強化研究發展，開發智慧財產權，往右移動則走向品牌行銷與服務，顯然有一部分台灣資通產業將勇敢走自有品牌轉型的路，以便闖出高附加價值的企業經營，在世界的資通產業走出一條康莊大道。 資通產業中OEM/ODM與自有品牌的經營中最大不同在於行銷與服務的專業與資源的投入，本論文以轉型到自有品牌之全球客戶服務體系建構與管理之研究為主題，以補強OEM/ODM經營模式中較弱的服務價值鏈，以便提供未來轉型為自有品牌經營的資通產業，能對客戶服務之觀念、策略、功能運作與管理要點提供一簡要快速而完整之參考。 從OEM/ODM走向自有品牌的經營，就是一種企業的變革與轉型。企業的變革管理千頭萬緒，關係到觀念、心智模式、價值觀、策略、執行系統、行為習慣與企業文化的整體改變。除此之外也要注意變革與轉型中的組織障礙，因此做好變革管理才能讓轉型成功。 本論文的研究方法採取開放式問卷調查與訪談以及台灣W公司個案研究，期望能從具有相關經驗的企業人士當中，以及實際的個案，綜合歸納出其轉型過程的注意要項，全球佈局的重點以及相關功能的運作與管理要點。 資通產業由OEM/ODM轉型為自有品牌經營之客戶服務主要功能有呼叫中心(Call Center)，維修中心（Repair Center），服務支援（Service Support），服務後勤（Service Logistics），保固管理（Warranty Management），資訊系統支援（IT System Support）。除了這些基本功能運作外，最重要的是轉型前後客戶服務觀念的改變以及不同組織策略的應用。客戶服務觀念的主要改變為服務價值鏈提高、由製造導向改為客戶導向、由被動關懷改為主動關懷、抱持對市場反應的高敏感度、售後服務之費用風險提高、客戶服務組織須有新的資源投入，以及資訊系統整合的重要性提高。 有了新的客戶服務觀念後就能啟動新的組織策略，例如客戶服務組織角色的改變，組織架構的改變，組織整合與分散管理策略思考以及全球客戶服務組織管理綜效，如此透過觀念、組織策略和功能管理三方面思考，計畫與執行，才能將轉型到自有品牌之全球客戶服務體系建構與管理發揮最大效益，增加服務價值鏈，同時也提高品牌的競爭力。

THESIS ABSTRACT Research on Global Customer Service Structure and Management for The Transformation of OEM/ODM to own branding in Taiwan IT & Communication Industry In the world of supply chain of IT & Communication industry, OEM(Original Equipment Manufacturing)/ODM(Original Design Manufacturing) is playing vital role in Taiwan, and it has developed and become the kingdom of Electronic Manufacturing Outsourcing. To gear for long term survival , add on value in the operation, break away low profit margin business model, it is a must for OEM/ODM industry to stretch the ‘smiling curve’ line chart side way, stretching to the left is to enhance the research development, develop Intellectual Property Right (IPR), Where else, stretching to the right is towards branding marketing and services, visibly, some IT and Communication industry yearn for own product branding, to hew out the path in high value enterprise in the world of IT & Communication industry. The great differences between OEM/ODM and branding management are the speciality & resources invested in marketing & services. Our research targeted in the development of Global Customer Service Structure for the transformation to own branding. Reinforce the weaknesses in the service value chain operation in OEM/ODM, and to provide instant & concise references on customer service concept, strategy, functional operation & management key points. From the evolution of OEM/ODM to own branding management is a type of enterprise transformation. Transformation management is complicated, overall changes in relation to concept, mind-set, value system, strategy, execution system, behavior & culture. Besides, we have to be aware of organization obstruction during the transformation process. Only thru proper change management, the transformation will be successful. Our research method is based on open questionnaires survey, interview, and case study in Taiwan W Company, compile all the data from experience entrepreneurs and case study, sum up the key points on transformation process, global arrangement, functional operation and essential management points Example on the functional transformation from OEM/ODM to branding customer service are call center, repair Center, Service Support, Service Logistics, Warranty Management & IT System Support. Apart from this basic functional operation, most important is the change of concept and usage in difference organization strategy for customer service ‘before & after’ the transformation. The change and upgrade from Customer service concept to Service Value Chain, from Manufacturing Oriented to Customer Oriented, from Reactive to Proactive Caring, alerted and attentive to the market response, uprising risk & expenses in after sales service, new resources in customer service organization, and uplift the importance of IT system. New organization strategy can be activated after the implementation of new customer service concept, e.g. change of role in customer service organization, change of Organization structure, centralization and de-centralization management strategy & global customer service management synergy. Through the consideration, planning & execution of the three aspects - concept, organization strategy and functional management, the effect on Global Customer Service System & Management will reach its height for the transformation to own branding, increase service value chain and meanwhile uplift the branding competition.