How to build long relationships with key accounts for traditional industry players: the case of dyeing and finishing plant S company in textile industry

• Main Authors: Chou, Shu-Jen, 周淑珍
• Other Authors: Wu, Lei-Yu
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/r82ur5

碩士 === 國立政治大學 === 經營管理碩士學程(EMBA) === 107 === Under the influence of globalization and market liberalization, textile manufacturers are no longer only threatened by local competitors, but also face challenges from all over the world. In order to survive in this highly competitive market, traditional transactional marketing approach has proved inadequate, and many manufacturers have begun to adapt the relationship marketing approach to the current rapidly changing business environment. However, it will be very costly for manufacturers to implement relationship marketing for all customers, and more resources should be invested in their “key customers”. Although a lot of foreign literature has focused on how to manage key customers, there is relatively little domestic concern on this topic. The textile industry was once an important force in Taiwan's post-war economic recovery and of Taiwan's export industry as well. However, as the rise of labor cost and currencies appreciation, many textile players move to other developing counties. In such a changing environment, how to find key customers and establish long-term cooperative relationships with key customers is a problem that enterprises need to face. Therefore, this study selected a successful Taiwanese dyeing manufacturer as the case study object. Through in-depth interviews with the manufacturer, literature review and theoretical analysis tools (4C Strategic Marketing Analysis Model), the results present how Taiwanese companies can establish long-term and stable relationships with key customers in global market. This study anticipates that the research results will provide the strategic thinking that Taiwanese companies should have when managing key customers, enabling them to occupy a stronger position in global market. In short, companies needs to explore the real needs of their key accounts through long-term relationships, and improve products and service continually. Those accumulated experience can inversely provide companies with new opportunity of discovering new key accounts and building up new relationship.