| Summary: | 碩士 === 國立臺灣大學 === 商學組 === 94 === 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.
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