| Summary: | 碩士 === 國立中央大學 === 高階主管企管碩士班 === 103 === 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.
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