| 摘要: | 近年來中國大陸印刷電路板產業因應全球電子市場需求的回溫，並且在中國強大的內需市場陸續帶動下，於近二年重新啟動了印刷電路板設新廠區及擴建的需求，且因中國大陸沿海人工成本持續上漲，也同步啟動中國沿海地區向中國華中/華北地區(江西，湖南，湖北，四川)等地區的陸續內遷。印刷電路板產業是勞力密集的產業，亟需提升自動化視覺設備的需求，也間接協助台灣印刷電路板視覺設備商的成長，不斷地投入研發設計新設備以降低人力，提升效率，故以提供高端的視覺檢查服務以博取新設備訂單的支持。印刷電路板設備業廠商，從早期配合在沿海地區進行產品推廣及銷售，不斷改變陸續設立華東地區及華南地區的快速維修服務據點，但因近年的印刷電路板產業聚集改變及分散，造成現在自動化設備廠商必需要思考如何提供有效的客戶服務，讓客戶滿意。因此，除了善用陸運外，如何妥善運用中國的高鐵系統來提供最短時間的維修服務，並且規劃設立客戶服務據點的方式，協助新產品銷售，並透過有效的短時差服務策略，同步規劃服務收入的範圍，妥善規劃各營運據點的經營成本維持持續增長，降低並節約因距離產生的問題(車費，運輸，住宿等費用) ，並建立以服務為導向之經營模式創造設備二次回購的機會及增加客服收入以期進行商業模式的變化。
本研究以Amit and Zott (2001)提出從商業機會發展創造價值的經營模式理論為基礎，選擇印刷電路板視覺系統設備商個案A公司為例，透過個案公司資料、實務界和客戶端的訪談，資料彙集整理後，參考國內外相關文獻，分別從服務品質管理、組織變革、企業流程再造等三個主要構面來探討如何建立以服務為導向之經營模式創造設備二次回購的機會，研究目的主要探討在中國廣大地域如何縮短客戶服務時間，創造客戶價值，提供優質售後服務並增加優先採購機會。A公司透過原客戶服務時間從接電話到派工須費時2~3天抵達客戶處，改變為 2~8小時抵達服務，藉此商業經營模式增加營業收入及服務收入雙成長，並創造服務收入近3年持續30%的成長。
研究結果發現將服務時間縮短，並透過售後服務包裝成商品銷售的作法，除了增加市場二次回購的銷售量持續正成長，也提供了公司的另一項穩定的收入，大幅增長客服收入，故透過服務組織的重新設計與調整、陸續改善服務作業流程主動出擊、瞭解顧客對服務的期望與強化服務人員執行服務的認知，才能主動協助顧客對視覺設備的服務人力降低，並使設備創造出的高產出及提高稼動率降低故障維修的待機時間，故服務價值的體現便有助於服務經營模式的建立及增加二次回購率的機會，使得中小型設備商最需要的服務組織能健全發展及持續增加穩定收入，以期持續為顧客服務創造價值。
本研究針對台灣中小型設備商在中國大陸建置遠距的客戶服務系統進行深入探討，提出下列策略方向的結論：一、建立快速反應的售後服務機制，提升與競爭對手的門檻，建立無法被取代的優勢。二、視覺及量測設備的研發必須能做到零部件模組化，提高維修速度及降低零備件的庫存，屆此優勢有助於服務經營模式的建立。三、 設備銷售策略與客服組織的服務業務必須相互支援，協同合作，才能永續經營。
;In recent years, the printed circuit board industry in China due to the global electronics market demand echoes rebound and strong domestic demand in the Chinese mainland market after another, driven in nearly two years to restart the printed circuit board design of new products and expansion of demand, and because China mainland coast labor costs continued to rise, but also simultaneously launched the Chinese coastal areas to central China, North China (Jiangxi, Hunan, Hubei, Sichuan) gradually move into other areas. Printed circuit board industry is labor-intensive industries, need to enhance the demand for automation equipment, but also indirectly help Taiwan PCB visual equipment manufacturers to grow, continue to invest in research and design of new equipment to reduce manpower, improve efficiency, so as to improve the high-end visual inspection services in order to win support for new equipment orders. Manufacturers of printed circuit board equipment, from early in the coastal areas with product marketing and sales, changing fast service have set up base in east China and south China, But in recent years, because of the changes and dispersions of the printed circuit board industry gathering, resulting in automation equipment manufacturers will now need to think about how to provide effective customer service, to meet the customers′ satisfaction. Therefore, in addition to use of land transport, but how best to use China′s high-speed rail system to provide the shortest possible time, service, and customer service positions planning ways to assist in new product sales, and the short time difference through effective service strategy, synchronized planning services range of income, well-planned operating costs for each operating base to maintain sustained growth, reduce and save problem (fare, transport, accommodation and other expenses) arising due to the distance, and the establishment of a service-oriented business model to create a secondary device repurchase increase revenue opportunities and customer service in order to make changes in the business model.
This study is based on the theory -the development of business opportunities and create value from the business model which is proposed by Amit and Zott (2011) , choose company A which is one of the printed circuit board vision system equipment manufacturers as a example, through the company information, practitioners and client interviews, collected the data, refer to the relevant literatures, respectively, from three main facets, the service quality management, organizational change, business process reengineering to explore opportunities to build a service-oriented business model to create a secondary device repurchase. Research purposes focuses on how to shorten the time of China′s vast areas of customer service, creating customer value, provide quality service and increased priority to procurement opportunities. Customer service hours of the original 2-3 days, shortened to 2-8 hours to arrive services business model whereby the increase in operating income and service revenue has grown and created nearly three years of continuous service revenue growth of 30%.
Study found that the service time is shortened, and merchandise sales through service packaged into practice, in addition to increasing the secondary sales continued positive growth repurchase, the company also provides another stable income. Service revenue increased significantly.
This study aimed at Taiwan SME equipment manufacturers who build remote customer service system in mainland China, in-depth study and make conclusions following strategic direction:
1. Establish a rapid response service mechanism, enhance the competition threshold, the establishment can not be replaced advantage.
2. The development of visual and measurement equipment must be able to do modular components, to improve the speed and reduce repair parts inventory, subordination advantage helps build service business model.
3. Equipment Services business marketing strategies and customer service organizations must support each other, collaborate, to sustainable development. |
