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活動剪影

2014 天下雜誌國際大師論壇
創新,共創美好的未來----打造行銷3.0的組織


社會責任

2014 KPMG 社會企業高峰論壇 :
與企業CSR共創雙贏模式報導

跨文化交流

日本早稻田大學商院師生參訪

人物專訪

專訪 歐瑞福 姜莉蓉 女士 創業歷程

網路行銷

舌尖行銷: 虛實整合O2O 實戰心法

Special Activities

2014 CommonWealth Magazine: International Gurus Forum Winning at Innovation—Building Marketing 3.0 Organization

Social Responsibility

2014 KPMG Social Enterprise Summit:
CSR and business to create a win-win model

Cross Culture Event

Waseda Visiting- Special Report

Exclusive Interview

Interview with All Tech Consulting, Co. Ltd Managing Director---Rachel Jung

Internet Marketing

O2O Integration---iPeen Portal Site

編輯/中文校對:梁瑛倫 Editor/Chinese Proofreader: Lena Liang

英文校對:葛吉優 English Proofreader: Guillaume Valery

 

 
 

活動剪影 Special Activities

2014 天下雜誌國際大師論壇 創新,共創美好的未來----打造行銷3.0的組織
2014 CommonWealth Magazine: International Gurus Forum
Winning at Innovation—Building Marketing 3.0 Organization

【記者林薈薰報導】由天下雜誌和玉山金控攜手,從2012年開始舉辦的國際大師論壇,今年來到了第三年。2012年邀請倫敦商學院策略與國際管理客座教授 蓋瑞。哈默爾(Gary Hamel)談應變未來的當務之急---現在,什麼才重要? 2013年邀請哈佛商學院名師 克里斯汀生(Clayton M. Christenson)談啟動成長新動能,打造新的DNA。今年,邀請到世界行銷學的權威 菲利普。科特勒(Philip Kotler)來到台灣,談創新,共創美好未來以及如何打造行銷3.0的組織。

Common Wealth Magazine and E.SUN Bank have hosted the international gurus forum from 2012 for a three years’ duration. Each year they invite world known experts to give speech on the most popular topic. In 2012, London Business School visiting professor of Strategy and International Management, Gary Hamel talked about what is important for now? In 2013, Harvard business school professor, Clayton M. Christenson talked about growing a new momentum to create DNA. And this year, the authority of marketing, Philip Kotler came and talked about innovation- how to build a better 3.0 marketing organization.

演講中科特勒多次提到創新的重要,在現代的洪流之中,企業若是停止創新,就會找不到出路。科特勒為企業提出了A到F創新流程。分別是催化(Activator)、瀏覽(Browser)、創造(Creator)、發展(Developer)、執行(Executor)以及財務(Financier)六個步驟。從一開始的觸發新想法到觀察市場,創造新產品或服務並且發展到確實執行,以及最後的財務控管六個步驟。若是能遵循這六個創新流程,對於企業的創新有很大的幫助。另外,科特勒表示,當今的行銷已經不再只是專注於生產好的產品,因為好的產品只能滿足客戶的需求卻不能滿足客戶的心靈。因此,成功的行銷策略除了創造與其他競爭者不同的產品和服務之外,能否滿足客戶的心理需求,提供令人感動的商品和服務即是致勝的關鍵!

Kotler repeatedly mentioned the importance of innovation in modern age. If enterprises stop innovating, they will not find the way out. Kotler provided the innovation process for enterprises, which is A to F process. There are namely “Activator,” Browser,” Creator,” Developer,” Executor” and “Financier” six steps. From the beginning of triggering new ideas, observing the market, creating new products or services, developing and conducting the projects to the final step- financial controlling; these processes may help enterprises a lot in the “innovation’s battle”. In addition, Kotler said that marketing nowadays is no longer focusing on producing good products because good products could only meet customer needs but not satisfying customer's mind. Therefore, except for creating some successful marketing strategies, some products and services which are different from others competitors, the ability to meet customers’ psychological needs becomes the key to win!

中山大學國際經營管理碩士學程的學生們慕行銷大師之名,一同前往參加論壇,接收最新的資訊。會後訪問參與的同學,同學們異口同聲的表示聽完科特勒的演講都覺得收穫良多。其中,最令同學印象深刻的部分就屬科特勒提供現場聽眾的公司自我評測分析。就九個面象 (找尋機會的能力、市場研究和分析能力、創新成功能力、有效的溝通能力、銷售能力、銷售通路控管能力、完整的行銷策略、行銷體制完整度以及社會企業責任),每個面象都以5點量表評測,總分最高為45分,根據得到分數的多寡檢視企業的運作能力以及價值。科特勒表示,得分越高的企業說明該企業具有好的潛力和永續發展能力。此外,企業得到的分數亦可以反映出該企業的價值。此測驗不僅讓企業檢視自己,也讓欲進入該企業工作的人或是投資人有機會檢視企業的狀態。

Students from NSYSU’s IBMBA master program participated in this master forum to gain the latest information of marketing. According to IBMBA students, they were all impressed by Kotler’s speech. One thing they remembered well is the nine dimension examination for enterprises. Kotler gave nine questions which are related to various abilities of a company. They are the ability of finding new opportunity, the market research and analysis ability, the successful innovation ability, the effective communication ability, running the distribution channels ability, marketing strategy, well-organized for marketing and corporate social responsibility. 5 point scale is used to check each dimension, the maximum score is 45. The higher the score an enterprise gets, the better potential and sustainability it has. Also, the score reflects the value of an enterprise. This test not only lets enterprises examine themselves but gives people a chance to know more about the enterprise.

論壇中的最後科特勒分享了在2006曾造訪台灣的經驗,當時對台灣人的好客以及微笑留下了相當深刻的印象。針對台灣的現況,科特勒提出了幾點建議,他鼓勵台灣一定不能失去創新的能力,並且要努力維持在世界供應鏈中的地位,進而成為國際進軍中國或是東協的橋樑。科特勒多次提到 “創新”的重要,若是失去了創新的能力,將很難在市場上立足。此外,科特勒認為,城市是一個國家的成長引擎,像台北這樣的城市應該要向新加坡學習,與世界接軌,創造更多的商業機會。

Kotler shared his Taiwan visiting experience in 2006 at the end of the forum. He was impressed by Taiwanese’s hospitability and “great smile”. Kotler provided some suggestions to Taiwan. He encouraged Taiwan to not lose its innovation ability and make sure to be a piece of the world supply chain. In addition, Taiwan should set a goal of being a gateway to China or ASEAN markets. He mentioned “innovation” several times to emphasize the importance of it. Once a company loses the innovating ability, it will have a hard time staying in the market. Kotler claimed that city is a country's growth engine; a city like Taipei should learn from Singapore, seeking more business opportunities and exploring more possibilities【By Helen Lin】

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社會責任 Social Responsibility

2014 KPMG 社會企業高峰論壇:與企業CSR共創雙贏模式報導
2014 KPMG Social Enterprise Summit: CSR and business to create a win-win model

【記者 林薈薰報導】2014 KPMG社會企業高峰論壇:與企業CSR共創雙贏模式,於9月23日於臺大集思會議中心盛大展開。此活動是由財團法人中華民國證券櫃檯買賣中心、經濟部中小企業處、教育部、中華公司治理協會、中華會計教育學會及KPMG台灣共同舉辦。為了讓更多的台灣在地營利企業與專家學者了解社會企業議題,特舉行此論壇讓產、官、學三方的專家相互交流,透過分享以及座談的方式針對社會企業議題激盪出更多的火花。

The 2014 KPMG Social Enterprise Summit having as topic: CSR and business to create a win-win model was held on September 23 at GIS NTU Convention Center. This activity was co-hosted by the Small and Medium Enterprises Administration, the Ministry of Economic Affairs, the Gre Tai Securities Market (GTSM), the Ministry of Education, the Taiwan Corporate Governance Association, the Taiwan Accounting Association and KPMG. This summit was held in order to give a Corporate Social Responsibility awareness to several Taiwanese’s enterprises. Scholars and experts knowing much about social enterprise issue, did hold this special summit by gathering experts from industry, government, academia tripartite interaction. By sharing and discussing in a various ways on different topics, the ultimate goal was to bring out some insights and spark on some social enterprise issues.

本次論壇的亮點之一是英國傑米奧利佛(Jamie Oliver)食物基金會執行長 Neil Lovell於論壇中分享傑米奧利佛食物基金會在英國實行社會企業的成功經驗,同時也提供了英國社會企業的現況資訊。英國目前存在約70,000個社會企業,於社會企業服務的員工約有100萬名。英國的社會企業涵蓋範圍廣泛,有教育、零售業和社會照顧等等。社會企業對英國的經濟貢獻約為24億英鎊(約新台幣1兆元)。其收入來源都非慈善收入,而是在市場中提供服務或產品之後獲利的成果。由以上亮眼的成績看來,人們似乎會認為社會企業在英國必定行之有年,其實不然,從執行長提供的數據得知,英國三分之一的社會企業成立時間都在三年左右,有些甚至還低於三年。由此可知,英國的社會企業發展不但迅速而且成效非凡,實為國際社會企業爭相效法與取經的優良典範。

One of the highlights in this summit was Jamie Oliver’s Food Foundation CEO, Neil Lovell from the U.K. He introduced the foundation and shared the successful social enterprise managing experience in the U.K. He also provided the social enterprise’s statistics and information. There are currently around 70,000 social enterprises in the U.K, and the number of employees is about 1 million. Social enterprise in the U.K covers many fields, such as education, retail, and social care, etc. Social enterprise contributes around 24 billion pounds (about 1 trillion NTD) to UK’s economy. Their income’s sources are non-charitable income; they earn profit by providing services or products to the market. From above results, people may think that social enterprises have existed for a long time in the U.K, but in fact, it is not. From the data providing by Neil Lovell, one-third of the social enterprises have just set up within 3 years, some of them are even less than that. It can be seen that social enterprises in the U.K grow fast and the effectiveness is extraordinary.

下午的議程由台灣的社會企業們揭開序幕。主辦單位邀請台灣的社會企業分享他們所做的事情。分別有众社會企業、究心公益科技、以立國際服務、黑暗對話社會企業、愛樂活社會企業以及勝利身心障礙潛能發展中心。喜願共和國的總監施明煌先生也分享了與聯華實業的合作,長久以來協助台灣的小麥農民持續生產台灣小麥。雖然台灣小麥的收購價格比起進口小麥要高出許多,雙方堅持協助台灣麥農並且推廣台灣小麥的精神十分令人敬佩!
 
The host invited many social enterprises in Taiwan to share their start-up stories and experiences. There were Zhong(众) social enterprise, Geo Things, ELIV, Dialogue in the Dark, iLOHAS and Victory Potential Development Center for Disabled. The CEO from Wish Republic shared his cooperation with Lien Hwa, a food manufacturer in Taiwan. They help wheat farmers to produce and promote Taiwanese’s wheat. Although Taiwan’s wheat price is three times higher than imported ones, their spirit of promoting local wheat is very admirable!

社會企業在台灣對於很多人來說還是一個陌生的概念,相信經由政府、教育以及人民的力量,社會企業的概念將會逐漸為更多人知,也許未來會有更多人願意投入社會企業。有一個有趣的問題請大家一同思考一下,若是企業主都把企業變成社會企業,那麼,我們的社會會是什麼樣子呢?

Although social Enterprise is not well-known in Taiwan at this moment, more and more people are starting to pay attention to this issue and are also contributing to its promotion. Through the power of government, education and the people, the idea of social enterprise will gradually be known by public and will have more attention. There is one interesting question that we may ponder together. If all the corporates become social enterprises, how would be our society?【By Helen Lin】

 

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Cross Culture Event 跨文化交流

Waseda Visiting- Special Report 日本早稻田大學商院師生參訪

【記者蔡怡庭報導】開學第一周於9月19日,IBMBA在宋兆賢老師的帶領下,熱情歡迎一群從日本遠道而來的貴賓:日本早稻田大學的中谷寬(Shinichi Hirota)教授暨商學院同學,來到中山大學管院進行學術參訪與交流。

  During the first week of the new academic year 2014-2015, precisely the 19th, September 2014, the IBMBA program welcomed a group of special guests from Japan. The group was composed of Professor Shinichi Hirota with his college students from business department of Waseda University in Tokyo.

  中谷寬先生是早稻田大學商學院的教授暨國際事務部部長,主要研究領域為公司財務。此次率領36位商學院大學部的同學到台灣進行海外移地教學。中谷Hirota教授表示,他所擔任的這門課,每年都會申請經費補助,安排到海外參訪與教學,以增進學生多元文化交流與體驗。這次來台灣參訪多所大學,包括台大、政大及中山等,而周末時,老師也會帶著學生在台灣各城市走一走,瞭解台灣的風土民情。

  Professor Hirota is one of the Waseda Business School’s professor and the head of the Office of International Affairs. His research field is corporate finance. He had been granted a fund by the school to take his students for an oversea’s academic visits in order to enrich their cultural exchange experiences. This year, Prof. Hirota took the senior business students to Taiwan for the field trip, visiting several universities including NTU and NCCU before they came to NSYSU. Of course, beside academic tour, they went looking around the cities on the weekend. 

  這次早稻田師生參訪團,由宋兆賢老師安排與IBMBA的學生一起上課,上午他們一起參與IBMBA的企業研討課,課堂中,由日本學生針對NISSAN與SECOM兩家公司,分別進行公司股票的真實價值分析,並以英文簡報。事實上,早稻田師生原本預期課堂上都是台灣生,沒想到IBMBA有這麼多外籍生,這使日本學生用英語簡報時特別緊張,尤其是Q&A時間,要流利地以英文回答專業的問題,對他們而言並非一件容易的事。雖然如此,中山學生表示,在台下聆聽早稻田學生簡報時,確實能夠看出他們花了許多心思準備,且也能從他們的分析中學習到一些分析技巧。

  As the host representing NSYSU, Dr. Sung arranged the whole-day schedule for Waseda’s guests. In the morning, they were invited to attend IBMBA Business Seminar class. During the class, Japanese students did financial analysis, mainly on stock value, for two Japanese companies: NISSAN and SECOM, and presented the result to IBMBA students with slides.  The professor and students from Waseda didn’t expect so many foreign students in the class. This made Japanese students feel very nervous during their oral presentation in English, especially during the Q&A section. Thus, some of them couldn’t give satisfying answers to the questions raised by the audience. Nonetheless, IBMBA students did appreciate their efforts and analytical skills.

  下午時段則由選修財務管理的19位IBMBA同學,加上早稻田的17位學生,針對中谷教授所撰寫的個案(Corporate Governance -The question of allowing antitakeover defense)來進行分組討論。教授將兩校的學生分成八組,每組約4~5位,包含日本學生、台灣學生及IBMBA的國際生,之後各自帶開討論,這樣的分組方式也使兩校學生交流更加密切:在一個多小時的分組討論中,成員必須針對個案中的獨立董事所面臨的反購併議題提出討論,此個案公司是日本的Okada醫藥公司,是豬中谷教授為本個案設計的虛擬公司。在討論中,日本文化對反購併的想法則是關鍵要素,因此學生們對此個案所提出的想法成為討論的焦點。

  In the afternoon, 17 of the Waseda students joined the financial management course to discuss with 19 of the IBMBA students on the case study, “Corporate governance- the question of allowing antitakeover defense”, written by Professor Hirota. Professors deliberately divided all the students into eight groups, which were consisted of students from Japan, Taiwan and other foreign countries. After the grouping, each group discussed separately and came back for presentations in the last section of the course.  During the group discussions, students had to talk about the issues that the independent directors were confronted in the case (the case was a virtual one designed by Professor Hirota). And because Japanese culture has a great impact on antitakeover decision in this case, the viewpoint proposed by Waseda students played a crucial role.

  討論結束後,接著是各組的上台簡報,並由台下同學提問,教授也會適時提出評論與建議。最後中谷教授總結表示,此個案討論多年,這次在中山大學是他第一次發現所有組別的答案都一致性贊成Okada應該採取反購併措施,而當場即有一位國際生提出意見說:「小組討論時,我本來是持反對意見的,但同組其他人都贊成,我也只好贊成了」,引得當場眾人大笑。而這也顯示出,在進行跨文化交流時,如何透過充分溝通、適度互相尊重,最後達成共識的重要性。

  Then it comes to the presentation: each group presented their discussion result on stage and answer questions raised by the audience. Also, professor gave comments on each group. To professor Hirota’s surprise, it turned out that each of the groups was for antitakeover. To explain this result, one of the international students from IBMBA said that he was opposed to antitakeover at first, but because all the other group members held positive attitudes towards it, he could do nothing but agree. While his experience made everybody laugh, it also demonstrated the importance of communication while doing cross cultural discussions.

  一整天的活動下來,兩校雙方互相學習甚多,早稻田的中谷寬教授認為,像這交流的機會非常難得,特別是IBMBA學生多來自不同的國家,卻能在同一個教室進行討論,這使得學生能夠認識來自不同文化的思考模式,學生也能夠同時訓練表達溝通的能力。而中山同學則認為,在此次交流中,日籍學生的英語表達能力尚待加強,如果能夠更順暢的話討論起來能夠更加深入,除了這點建議外,中山學生也認為應從早稻田同學身上學習其優點,例如其對個案的分析技巧等等。而IBMBA同學也希望以後能有移地教學的機會到其他學校參訪!

  After the whole-day’s activity, both sides found that, they learn a lot from this experience. Professor Hirota considered this exchange a very invaluable experience since students from all over the world came to discuss on the same topic in the same classroom, this allowed students to have a more global view on how people think differently from different cultural background, and at the same time, students could learn how to express and communicate ideas. Meanwhile, IBMBA students thought this to be a rewarding experience. Yet, if Japanese students were able to talk more fluently in English, it would be easier for both sides to reach deeper and more thorough academic discussions. And last but not least, IBMBA students were looking forward  to visit some other schools like Waseda visited us.

  下午五點,課程進行到尾聲,各小組也熱切地互相拍照,並留下聯絡方式,希望將來還有機會能夠再見面,最後,兩校師生合影留念,也為這次的交流畫上了完美的句點。
The one-day exchange came to the end at five in the afternoon. Students from both schools took pictures and exchange contact information to one another, hoping that they would have others chances to meet again. Finally, the group photo marked the perfect ending of the day.

【By Amy Tsai】

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人物專訪 Exclusive Interview

專訪 歐瑞福 姜莉蓉 女士 創業歷程
Interview with All Tech Consulting, Co. Ltd Managing Director---Rachel Jung

【記者梁瑛倫報導】 姜莉蓉 女士 為中山IEMBA的校友,與其IEMBA同學共同創業All tech歐瑞福國際有限公司,就讓我們一同來了解Rachel的創業歷程吧!

Ms. Rachel Jung is our IEMBA alumna, she and her IEMBA classmates found All Tech Consulting, Co. Ltd. Let’s review the story of how she started up her own business.  

Q1:您為何會想到創業呢?

A:我當時人在金融業,已經在這個圈子工作很多年。有兩個點引發我想去創業的念頭。首先,我看到某家銀行招募理財專員的廣告居然是以外表為優先考量的時候,我發現台灣的金融業已經開始有點「瘋狂」了。第二點是當時風行販售「連動債」型的商品,事實上,大家都不是很理解何謂「連動債」,我們公司算是穩健保守型的風格,但是連我的老闆都開始想要賣「連動債商品」,甚至是我的一些作風保守的大型客戶都開始想要跟進購買「連動債商品」時,我覺得是時候了該離開了! 因為整個市場已經陷入狂熱,而狂熱就是泡沫的開始。但是要下定決心離開還是很掙扎,最後因為楊碩英老師的課,我決定要聽從自己內心的聲音,做自己想做的事情。

Q1: What was the motivation for you to create your own business? 

A: I was working in financial industry that time, and I’ve been in this area for several years. Two main reasons pushed me to create my own business. First, I saw a recruiting advertisement which claimed that they need some Customer Relationship’s Managers. The job requirement focused only on appearance and did not emphasis on the professional skills at all. I was so surprised and shocked! I thought that financial companies in Taiwan are little bit “crazy”. Secondly, “structured note” became a popular financial product at that time, however, most people didn’t understand perfectly what it was. Our company was a conservative and stable oriented financial institution, but even my boss considered selling this high risk financial product. Moreover, some conservative big clients also invested some huge amount of money in “structured note”! I thought: “It was time to say good-bye!” Many evidences were indicating that Taiwan’s financial market was overheated and near the bottom, I knew perfectly it was a sign of financial bubbles. However, quitting my “beloved job” was somehow hard for me. Finally, being inspired by Mr. Showing Young’s lecture:” I decided to follow my heart, and be myself.” That’s why , I made up my mind and went to create my own business.

Q2:你們創業基金有多少錢?

A:我們的創業基金只有100萬,就這樣開始創業之路。

Q2:How much capital did you have to start up the business?

A: We had one million NT dollars as our venture capital’s starting fund.

Q3:這間公司是怎麼開始的?

A:其實這間公司在1995年就有,原本是IEMBA學長所有。當時和IEMBA的幾個志同道合的朋友同學,大家來自不同的專業背景,我們幾位同學平常就會有一些腦力激盪的聚會,會聚在一起創意發想,就這樣一間公司出來了,原本也沒有設定一定要做甚麼,想到甚麼點子就去試試看。

Q3: How did you start up this company?

A: This Company was established in 1995, the owner was an IEMBA alumna. I and my classmates are from different areas, we have different talents. We used to have brain storming periodically, and one day, we just came up with a company’s idea. In the beginning, we didn’t set up any specific goal. We just tried and tried, used any idea coming from the lectures or from our innovation.

Q4:如何達到現在的成就?

A:一開始我們公司代理很多商品,但是公司的獲利始終是損益兩平的狀態,直到我們代理了氣膠體產品,它是一種1930年就被美國太空總署開發出來的保溫冷材,可耐高溫和低溫,大量的被應用在日常生活和重工業裡面。但是這東西太貴了,同樣的商品,台灣製造的只要我們1/4的價格,沒人想跟我們買。

Q4: How did you get the achievement?

A:At the beginning, we were distributors for many brands, but the company was break-even all the time. The dramatic change intervened with the aerogels. It was a thermal materials innovated by NASA in 1930’s. Aerogels can be applied in heavy industries and apparels. However, compare with the same kind of Taiwan’s product, it was too expensive. No Taiwan clients wanted to trade with us.    

Q5:您是怎麼突破困境的?

A:堅持不放棄。我們覺得這個產品經久耐用,品質可靠,這麼好的產品,怎麼可能不被市場青睞?所以推行了將近兩年,剛好當時的台塑公司遇到一連串的公安問題,我抓到他們的問題核心,向他們推薦我們的產品剛好是可以解決他們頭痛的問題。就這樣,台塑變成我們的客戶,而且將我們的產品寫入他們的標準作業規範裡面。

Q5: How did you break the ice?

A: Never give up! We believed, that it is a good product with reliable and good quality. How wouldn’t it be popular in Taiwan’s heavy industries? We tried to promote it for more than two years.  Fortunately or unfortunately, Formosa group encountered a public safety issue in 2009, I got their main problem. Aerogels can solve this issue, by protecting their factories from the fire. As a result, Formosa group become our biggest client. That deal brought a huge profit for us.

Q6:您的領導風格?

A:其實,我對待部屬不採取「管理」的方式,我給他們願景,讓他們覺得跟著你是有未來和前途,自然他們會留下來。年輕人需要的是舞台,我對他們採取信任的態度,給他們機會發揮,往往他們都會表現得很好。另外,管理者需要具備的特質是統整大局,因為每個人有他專業的部分,但是專業人員不見得看得格局能夠更遠,所以管理者要帶領大家到正確的方向。

Q6: What is the secret of your leadership?

A: Being honest, I don’t request my employees to always be obedient to me. I don’t like this management’s way, I prefer to give them vision. Once they fully understand and accept this process, they will then be fully committed to work for you, they will stay with you for long time. Because they know that I trust them, they will always do their best! All I need to do is providing a platform for young generation to express and apply their ideas. Besides, a good leader should integrate issues, and lead people on the right way. Normally, talents have professional skills but they can’t have a multidimensional vision. Therefore, it is the good leader’s task to show them the correct and right path.

後記:

這次專訪Rachel,深深的被Rachel身上的毅力和勇氣吸引,誠如她的左右銘:台灣人無所畏懼。當她面臨毫無經驗的職缺時,展現出願意學習的態度而爭取到職缺;對於工作她永遠保持超越百分之百的準備,等到機會來臨時,一舉奪下目標。林白夫人在1955年寫下的散文---來自大海的禮物,書中點出每位女性在人生裡面臨的課題: 「如何在忙碌生活中,踏著優雅而沉穩的舞步,時而自在獨舞,時而與他人和諧共舞?」我想,在忙碌的職場生涯和家庭經營上,Rachel以自己的步調,優雅地維持著平衡。

P.S.

Rachel has some characters, such as braveness and patience. Those qualities just reflect what she said: Taiwanese fear nothing! For example, when she wanted to apply for a job’s position which she didn’t have any experience, she told to the recruiter: “I can learn fast and work late”.  Finally the owner gave her the offer. While she is accomplishing a task, she always make sure to get the task 100% well done. I think of Anne Morrow Lindbergh, a famous adventurer and litterateur who published a book, titled the “Gift from the sea” in 1955. She pointed out that “each woman would face some issues in her life such as: How to get alone with others? How to be alone? How to balance life and career?” I believe that Rachel is not an exception to this rule and she has managed to balance her life and career, well so far. 【By Lena Liang】      

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網路行銷          Internet Marketing

虛實整合O2O 實戰心法 演講紀實
講師:葉卉婷(iPeen愛評網共同創辦人)
O2O Integration---iPeen Portal Site
Speaker:Erica Yeh (iPeen Portal Site Co-founder)

【記者梁瑛倫報導】你曾經為了「吃」這件事而上網搜尋資料嘛? 愛評網就是一個為了吃美食而誕生的網站!

Have you ever accessed into internet to search information for “delicious food”? iPeen is the portal site for it!

源起:
葉卉婷表示當初創造愛評網的理由很簡單,只是因為愛吃!每次吃完美食後,她就迫不及待得寫網誌和大家分享心得。就這樣,從圖資系畢業後,她搭上了部落客風潮,成為一名美食專職的部落客,進而變成iPeen網的前身。

Start up:
Erica said: I created this web site for a simple reason---“tasty food”!
Since I was young student, I liked to taste different kind of restaurants’ food. I couldn’t wait to share my experience with my friends after eating those dishes. Therefore, I became a blogger, sharing my reflection about those restaurants which I’ve ever visited. And this was the beginning of iPeen Portal Site.  

由虛擬網路走入實際店家:
iPeen愛評網將一般民眾在家上網搜尋美食的行為延伸到店家的客服管理。葉舉例:一般民眾上網搜尋店家後,該網站對他的影響從他離開電腦後,就停止。剩下的就是消費者和商家之間的互動。但是,愛評網改變這樣的互動模式。他們結合商家,使用他們的優惠券,並讓這樣的行為成為正式的消費紀錄。日後商家可以根據這些消費紀錄來做顧客管理,這就延伸的了網路上的行為到實際的日常生活裡。

Online to Offline:
iPeen Portal Site tries to extend user’s behavior from internet to real restaurant. Erica gave an example: Usually, when people (users) search information on internet and then leave the computer, the influences to the user just stop at the moment. The connection is now between people (users) and the restaurant. But iPeen changes the business model. But how? It cooperates with restaurants and issue iPeen’s coupons for the consumers. Once consumers use their coupons, the restaurants will record those coupons after the consumers’ visit in the restaurant. At the end, it will become a precious database for the different restaurants’ owners. They would base on those information to manage customers’ behavior and favorite flavor. That’s an example of how to make use of the internet service into the real life.   

顧客管理整合行銷服務:
葉也表示,一般的餐廳,除了大型連鎖的餐廳有行銷人員可以做資訊分析和顧客管理以外,大部份的餐廳無法做到這點,理由是:餐廳工作時間過長,經營者一天往往花數十小時在備料和烹煮以及服務顧客,往往打烊後,已無多餘心力再做顧客管理。因此餐廳的終端機對這些中小型餐廳而言,只是一台收銀機和記帳機而已。但是,愛評網改變這樣的生態規則。他跳出只是提供食記評論和商家資訊的網路平台,他發行KOKO回饋金,讓廣大網友加入會員,並至連盟餐廳消費,累積點數後,可以進行免費餐點兌換。這樣的流程取代現金交易,造成另一股風潮。而顧客因為使用iPeen網的服務,結帳的資料可以被保存在商家的終端機內,商家再將資料回傳至iPeen網,由專業的行銷人員進行數據分析,提供更完善的顧客管理服務。傳統餐廳也能加入現代科技而享有更好的管理品質!

Customers’ relationship management integrates with marketing:
Erica also mentioned that, in general big chain restaurants do have their own marketing team to analyze data and manage customers’ relationship, however the others restaurants don’t have. The main reason is the fact, that most of the restaurants’ owners don’t have enough time to do it. Due to the long working hours (they used to spend more than 13 hours to prepare the cooking materials and cook the dishes as well). After the restaurant having been closed, they’ve already been exhausted! As a result, for most restaurants, their pos machines are only a cashier and recorder. IPeen then decided to change the game, it jumped out of the circle. It was not satisfied with being a portal site to provide only information and comments for users. Ipeen decided to issue new coupons called “KoKo”, in order to attract users to become their members. Those members use “KoKo” in collaboration with corporative restaurants, then get more credits which can be used to exchange for “free lunch”! It is become a trend to replace cash flow. Due to the fact that customers are using iPeen’s service, their data could easily be stocked in the restaurant’s pos end. Then, those restaurants will send the customers’ data to iPeen. Ipeen then will provide some professional data analysis’s feedbacks to restaurant owners. This mordent technology will give tremendous advantages to those restaurants’ owners such as helping them to have better CRM in traditional business!  【By Lena Liang】

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