直銷公司營運歷程之研究：行動研究觀點

The Operation Track of Direct-Selling Company: Action Research Perspective

儘管，直銷產業已蓬勃發展且具龐大商機，但營運問題仍是層出不窮。對此，雖有學者提出各種成果，卻仍分散且難以運用到實務上。故無法有效，協助經營者與主管群，有效降低資源浪費與經營壓力。究其原因，在於缺乏一套系統化營運歷程、不能掌握成敗因素，以及清楚各因素（項目／業務）之間的優劣順位。故本研究（1）進行文獻回顧；並透過多種質性訪談法，（2）建立系統化「直銷公司的營運架構」，以具體呈現營運構面／類別／因素（項目）；（3）提出「營運歷程圖」，以呈現各類別之間的執行順序；（4）進行「個案研究」，以發掘「營運成敗因素」；（5）運用層級分析法（AHP），以呈現各構面／類別／因素（項目）之順序。故本研究成果，不僅整合過去文獻之零散概念，轉化為可實務運用之架構外，並能有效提升營運管理與決策上之品質。

Although the Direct-Selling Industry has flourished and has been a great business opportunity, operational issues are still continually happened. Therefore, Scholars put forward lots of achievements, but the results are too dispersive and difficult to practice effectively. Thus, enterprises are hard to manage supervisors, save resource, and release operating pressure. To this end, this study struggles to establish a systematic operating precedence diagramming which shows operation success/failure factors and clarify the priority of each factor (item/task). Hence, this research (1) reviewing related literatures and applying qualitative interviews method to, (2) establish a direct-selling company’s systematic “operation structure” for describing dimensions/categories/factors in operating; (3) propose a “operational precedence diagramming” to specifically present a reasonable operational process for each category; (4) and find out “operation success/failure factors” through “case study”; (5) utilize the analytic hierarchy process (AHP) to emerge the order of each dimension/category/item. This study result not only translates past vague conception into practical and applicable structure, but effectively boosts the quality to make decision.