黃恆獎臺灣大學：商學研究所碩士在職專班國際企業管理組劉瓊華Liu, Chiung-HwaChiung-HwaLiu2007-12-032018-06-292007-12-032018-06-292006http://ntur.lib.ntu.edu.tw//handle/246246/63681在十倍速變化的時代，知識已經成為大家公認最具價值的資源。傳統知識經濟的範疇強調企業內部如何發展、儲存及應用知識的隱藏性資源，以強化企業體質，發揮企業最大生產力。這些內部觀點的思考模式，最終目的都是為了設計產生給既有的客戶更好的服務及更優良的產品。然而，許多企業已經運用知識分享的方法將知識轉移給客戶，使知識與人際關係結合，來增加客戶價值，深化客戶關係，以達到差別化服務的目的。這樣的外部觀點使企業具備持續差異化的能力，成為企業的核心競爭力的主要來源，也有機會實現高利潤的定價策略。 這類的專業服務譬如律師、投資顧問、會計師等等，較為大家所熟知。而在製造業類別中，晶圓代工產業因具有技術生命週期短暫，產品大量訂製化(customization)，資訊來往密集(information intensive) ，與客戶及供應商間有密切的合作夥伴關係的特質，國內的領導半導體代工企業為了強調這種深層的夥伴關係，更將自己定義為『服務的產業』，以提升整體的服務品質，強化企業的競爭力。 本研究的主旨是以知識管理及客戶關係管理的理論架構，觀察製造業中的晶圓代工廠商，在從事商業活動時如何與客戶互動，與客戶互動的過程中所產生的知識流(knowledge flow)為何，以及代工廠商如何管理這些客戶知識使客戶知識發揮最大的效用。透過這個實證的研究，幫助我們發現從事較複雜的訂製化(customization)或大量訂製化(mass customerization)生產的產業，客戶知識管理對企業的價值及意義，管理這類複雜度高且龐雜的客戶知識的可能方法及挑戰，客戶知識管理對客戶滿意度以及深化客戶關係的影響。In the rapidly varied age, “knowledge” has been widely recognized as the most valuable resource to an enterprise. Traditional knowledge economics emphasizes an enterprise how to develop, store, and apply its tacit knowledge resources, so that enterprise’s capability can be further enhanced, and the productivity can be better enlarged. The extreme purpose of these internal viewpoints is to offer and produce the better services and products for existing customers. However, many enterprises have started to apply knowledge sharing method to transfer necessary knowledge to customers and make knowledge sharing combined with people relationship, which would increase customer values, deepen customer relationships, and achieve differentiated services. This kind of external viewpoints makes an enterprise equip with the capability of continuous differentiate, which becomes the main source of enterprise’s core competitiveness. This type of professional knowledge services is familiar like lawyers, investing advisor, accountants, etc. Mention about the manufacturing fields, semiconductor foundry industries have the features of short technology lifetime, mass customerization, intensive information exchanging and close relationships with customers and suppliers. A Taiwan-based leading manufacturing foundry especially emphasizes the deeper partnership, therefore, positions itself as a “service industry” in order to rise the whole service quality and enhance its competitiveness. By applying the architectures of knowledge management and customer relationship management, the main themes of this research are to observe how a semiconductor manufacturing foundry interact with its customers, what are the knowledge flows during the interactions and how to manage these customer knowledge to maximize the utilization of customer knowledge. Through this research, it helps us discover the values and possible challenges of customer knowledge management to a manufacturing enterprise, which has the features of highly complex and multifarious customer knowledge. Key words: customer knowledge management; customer knowledge flow; knowledge-based customer relationship, customer relationship; semiconductor foundry industry.摘要........................................................................................................................ 2 第一章 緒論....................................................................................................... 10 1.1 研究背景與動機.............................................................................. 10 1.2 研究目的............................................................................................. 11 1.3 研究流程........................................................................................... 12 第二章 文獻探討........................................................................................... 15 2.1 知識的定義...................................................................................... 15 2.2 知識類型與轉化............................................................................ 16 2.3 知識傳遞的管道與溝通的模型.............................................. 18 2.4 顧客關係管理................................................................................ 21 2.5 客戶知識管理................................................................................. 23 2.6 客製化................................................................................................ 24 2.7 競爭優勢與技術性移動障礙................................................... 26 第三章 研究方法.......................................................................................... 29 3.1 研究架構與研究目標................................................................. 29 3.2 研究方法.......................................................................................... 30 3.3 受訪者安排與問題內容............................................................ 31 第四章 半導體代工產業及個案公司介紹........................................ 35 4.1 晶圓代工產業的現況分析.................................................... 35 4.2 產業競爭狀況............................................................................. 36 4.3 研究對象–ABC積體電路公司............................................ 38 4.3.1 公司簡介............................................................................ 38 4.3.2 企業願景與價值觀......................................................... 39 4.3.3 多樣化的客戶組成........................................................ 40 4.3.4 競爭策略............................................................................. 43 4.4 ABC公司的客戶知識管理........................................................ 45 4.4.1 早期的客戶知識管理.................................................... 45 4.4.2 客戶知識管理的新需求............................................... 46 4.4.3 客戶產品生命週期......................................................... 47 4.4.4 客戶知識管理................................................................... 50 4.4.5 知識管理的基礎建設.................................................... 60 4.4.6 知識管理的組織.............................................................. 62 4.5 客戶關係的影響: 受訪客戶的觀點.................................... 63 4.6 客戶知識管理的挑戰................................................................ 64 第五章 結論、發現與後續研究方向.................................................. 66 5.1 研究發現..................................................................................... 66 5.2 管理意涵..................................................................................... 68 5.3 研究限制 .................................................................................. 69 5.4 未來的研究方向..................................................................... 70 參考文獻.......................................................................................................... 71 表目錄 表 2-1不同溝通管道的知識移轉專長......................................................... 19 表 3-1初級問卷I..................................................................................................... 33 表 3-2初級問卷II.................................................................................................... 34 表 4-1 Forecasted 2005 Leading Pure-Play Foundry Companies....... 39 圖目錄 圖1-1 研究流程圖................................................................................................ 13 圖2-1 知識管理的演進過程............................................................................ 15 圖2-2 內隱知識與外顯知識之轉換............................................................. 17 圖2-3 組織知識創造的螺旋............................................................................ 18 圖2-4 Linear Transmission of Messages........................................................ 20 圖2-5 Osgood & Schramm Model...................................................................... 20 圖2-6 客戶關係管理的流程地圖.................................................................. 22 圖2-7 Pathways to Customerization............................................................... 25 圖2-8 The mass customization paradigm...................................................... 25 圖2-9 Generic Strategies Advantage.............................................................. 27 圖2-10 技術性移動障礙................................................................................... 28 圖3-1研究架構..................................................................................................... 29 圖4-1 Pure-Play vs IDM Foundry Marketshare........................................... 35 圖4-2 The Increasing Importance of the Pure-Play IC Foundry........... 36 圖4-3 晶圓代工業枝策略定位分布............................................................ 37 圖4-4 ABC公司市場佔有率............................................................................ 38 圖4-5 2004 ABC Company Sales by Region................................................. 41 圖4-6 2005* (預測) Pure-Play Foundry Customer Makeup................. 41 圖4-7晶圓雙雄營收來源................................................................................... 41 圖4-8 2004 ABC Company Sales by Feature Size...................................... 42 圖4-9 2004 ABC Company Sales by Application......................................... 42 圖4-10 ABC公司的競爭優勢........................................................................... 44 圖4-11早期客戶溝通模式................................................................................ 45 圖4-12 產品生命週期與服務人員的互動程度....................................... 47 圖4-13 ABC公司全球業務暨服務組織架構............................................. 51 圖4-14 知識概念化與獲益之策略模型...................................................... 53 圖4-15 客戶需求的處理模式.......................................................................... 57 圖4-16 核心知識管理服務............................................................................... 601716100 bytesapplication/pdfen-US客戶知識管理客戶知識流知識基礎的客戶關係客戶關係半導體代工產業customer knowledge managementcustomer knowledge flowknowledge-based customer relationship, customer relationshipsemiconductor foundry industryotherhttp://ntur.lib.ntu.edu.tw/bitstream/246246/63681/1/ntu-95-R92724104-1.pdf