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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/29912

    Title: 關係行銷對通路發展之研究 : 以臺新金控為例
    Other Titles: The relationship marketing to marketing channels development : take the taishin-financial holding as the example
    Authors: 鍾佳宏;Chung, Chia-hung
    Contributors: 淡江大學全球華商經營管理數位學習碩士在職專班
    蔡信夫;Tsai, Hsin-fu
    Keywords: 關係行銷;關係品質;交叉銷售;教育訓練;顧客滿意度;顧客忠誠度;金融控股公司;Relationship Marketing;Relation quality;Cross-selling;Education training;Customer Satisfaction;Customer Loyalty;Financial Holding Company
    Date: 2009
    Issue Date: 2010-01-10 23:03:55 (UTC+8)
    Abstract: 本研究之主要探討關係行銷對通路發展之實證研究,深入訪談個案金融控股公司轄下分行、消金放款、保險、證劵及法金等五大事業單位,了解關係行銷及品質對人員銷售意願、激勵因子及教育訓練對銷售績效、交叉銷售對顧客滿意度及忠誠度之各種影響。發展如何減降營運成本提升企業獲利、加強員工專業素質落實通路合作、擴大金融經濟規模及經濟範疇之建議,並提出最適金融控股公司或大型集團企業跨售經營模式,提供未來學術研究、企業經營之參考依據。

    The study primarily aims to examine the correction of relationship marketing to distribution development through empirical study by conducting in-depth interviews with the five enterprise units of branch operations, consumer loans, insurance, securities and corporate finance under the case financial holding company to discern how the relationship marketing and quality influence the desire of the sales personnel, how incentive factors and education training influence the sales performance and how the cross-selling impact the customer satisfaction and loyalty. The thesis intends to devise recommendations on how best to reduce the operating cost and excel the corporate profitability by excelling the employees’ professional aptitude, achieving distribution collaborations, expanding the financial and economic scale and scale of economy, and to present a cross-selling management model for financial holding companies or large corporate groups that would provide a reference base to future academic studies and in practical business administration.

    The study findings reveal: (1) The relationship marketing model can indeed excel the employee’s cross-selling desire, but fine relationship quality does not ominously improve the performance, while poor relationship quality remains a major cause to poor cross-selling performance. (2) A comprehensive education training should grasp the personnel’s median learning and state of application, together with rational objectives and incentive measures drafted at the same time, which would be conducive to enhancing the cross-selling performance. (3) The personnel’s commanding fine professional skills and service enthusiasm can provide the customer with rudimentary purchasing experience to minimize the occurrence of “dissatisfied customer loyalty”, and the ability to add customer problem-solving and application capability can transform “satisfied customer loyalty” into “word-of-mouth marketing” that contributes to corporate earnings.
    Appears in Collections:[全球華商經營管理數位學習碩士在職專班] 學位論文

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