資訊專案競標前的定價(投標金額)機制為得標關鍵因素之一；本研究探討跨國資訊整合公司(X公司)於競標前定價之流程，如何將各項業務相關活動、軟硬體服務及風險一併轉換為成本的方法論。 本研究採用個案分析方法，研究對象為兩家銀行共四項案例，使用X公司系統化定價機制，深入探討各項售前的評估、審查與核准過程，藉以有效管理競標風險及成本；此完整的競標前評估作業，可作為台灣地區資訊整合廠商專案定價之參考。 本研究發現競標前定價關鍵因素，除了直接、間接成本外，尚須估算風險緊急預備金及控管專案前後相關活動的成本。X公司之系統化定價機制已在全球各地被採用，本論文發現，X公司定價機制在「機會管理」流程中的循序作業改為併行作業，並增加成本效益及例外風險等可行性評估，將更適用於台灣地區專案競標前定價作業。 The pricing mechanism (bid amount) before bidding is a key factor to accept the bid in information project. This research investigates a multinational information integration company(X Company), whose pricing process before bidding. That is a methodology of how to let each business-related activities, software service, hardware service and risk convert to cost. This research method is using case study, including four cases in two banks. Applying X Company systematic pricing mechanism, consider each assessment, examination and approving process before selling deeply, in order to manage bidding risk and cost effectively. This research optimizes opportunity management before bidding and suitable to Taiwan. It can be a reference material for information integration’s project pricing in Taiwan.
