Opening the Black Box of Outsourcing for Information Technology Products After-Sales Training Service: Sun Microsystems Inc., Taiwan, as an Example

• Main Authors: Ruu-Cheng Yueh, 岳汝誠
• Other Authors: Hsi-Peng, Lu
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/5hm8zp

碩士 === 國立臺灣科技大學 === 資訊管理系 === 95 === In recent years, the expansion of product lines and increase of customer satisfaction in foreign and domestic information technology industry has frequently relied on after-sales training service to educate clients. With the rapid changes in the market, the range of investment in after-sales training service outsourcing is quickly expanding, but there is no related data to allow corporations to find the reference model, risk, and cost-benefits of after-sales training service outsourcing operations. Unknown operations in the black box also cause companies to adhere to their original methods or to hesitate. This dissertation will explore these uncertainties as well as summarize and analyze the successful experience of Sun Microsystems Inc. Sun Microsystems Inc. has made outstanding contributions to information technology, and it is one of the three major computer manufacturers along with IBM and HP. This dissertation uses in-depth interviews with the manager of the education and training department at the Taiwan branch of Sun Microsystems Inc., to research the current strategy of industrial management, the problems with greatest concern in outsourcing, and the methods of transaction determinations. This study also analyzes the current changes in the training market for Sun, as well the whole process of outsourcing. There is also discussion of the potential factors for consideration in after-sales training service outsourcing such as backgrounds, environments, the relationships of interest, costs and benefits, as well as the risks, in order to summarize the black box, in order to establish the black box prototype for transaction decisions in establishing outsourcing management. Sun Microsystems Taiwan is then used as a real example, provided to various corporations a theme that they can consider when conducting internal and external after-sales training service. This is not just a special case, but it also allows similar industries to seek their own after-sales training service management strategies based on their own cost factors, industrial backgrounds, and market differentiation. It is also hoped that through the analysis process of this management strategy, it is possible for various corporations to find similar key factors for their own labor affair analyses and strategic investments, to be placed into their own black boxes, and acquire decisions from these black boxes. Even though the tangible sales volume derived from this management strategy may not be the greatest, and the tangible costs may not be the smallest, but the overall tangible and intangible benefits have indeed led Taiwan Sun Microsystems after-sales training service on a path toward high profits. Since there are very few related studies, the research results in this dissertation can not only serve as internal and external training for corporations, but can also serve as an important referential indicator for after-sales training services, and even open the black box of after-sales training service outsourcing management.