高雄捷運提升服務價值創新策略之研究──以模糊層級分析法之應用

The Kaohsiung Mass Rapid Transit (KMRT) Enhance Service Value Innovation Strategies -- Application to Fuzzy Analytic Hierarchy Process (FAHP)

本研究將針對高雄捷運對於服務創新策略上之探究。首先，利用文獻探討歸納，再者藉由初步專家訪談以協助服務創新指標之篩選，並建立整體層級架構作為層級分析法（AHP）問卷設計之基礎，最後，進行專家問卷調查，將調查結果運用模糊層級分析法（FAHP）找出各專家意見之權重分析。本研究利用「Power ChoiceV2.5」軟體，並搭配Excel與MATLAB軟體進行相關運算分析，經研究結果歸納，在服務創新理論構面中，以「新的服務概念」為評選專家首要重視，而整體評估指標中重要性程度排序前六名則為「創造新的產品線」、「提供服務新屬性」、「進入新市場」、「非技術變革－戰略」、「競爭環境」與「對於市場是新的」。當外部決策環境風險變小，整體權重值會上升的為「新的傳遞系統」構面與「創造新的產品線」、「非技術變革－戰略」、「競爭環境」、「非技術變革－管理」、「非技術變革－組織」與「再定位」六項評估指標；整體權重值不變的為「顧客的回應」；整體權重值下降的為「新的服務概念」與「新的顧客介面」構面以及「提供服務新屬性」、「進入新市場」、「對於市場是新的」、「改變購買行為」、「市場行銷新手法」、「修正公司現有服務」與「非技術變革－行銷」七項評估指標，而若以風險最大（α-cut＝0）至最小（α-cut＝1）探討比較結果分析，則整體權重值在排序亦呈現一致。 This study will focus on the Kaohsiung Mass Rapid Transit (KMRT) for serviceinnovation strategies of inquiry. Firstly, I generalize from the literary reviews on ServiceInnovation, and then shift the preliminary indexes of the Service Innovation Theory fromthe interviews with the professionals, so as to build up the structure of this study.Secondly, I design the questionnaire for the professionals based on the idea of the AnalyticHierarchical Process (AHP). And finally, I apply the Fuzzy Analytic Hierarchical Process (FAHP) in order to inspect the sequence of the professionals’ opinions. In this study, I usePower Choice V2.5, Excel, and MATLAB to calculate and analyze. The result of thestudy shows that the New Service Concept is the prior indicator professionals value in thestructural theory of the Service Innovation. According to their importance, the top sixmain indexes among the process of the evaluation can be listed: ''Creation of New ProductLines,'' ''Service New Properties,'' ''Enter New Markets,'' ''Non-TechnologicalChange-Strategy,'' ''Competition,'' and ''Sales of New-to-Market Goods/Services.'' As theexternal risk of decision-making lowers, we find the Overall weights of the sevenevaluation indexes, ''New Service Delivery System,'' ''Creation of New Product Lines,''''Non-Technological Change-Strategy,'' ''Competition,'' ''Non-Technological Change --Management,'' ''Non-Technological Change -- Organization,'' ''Proper Source of Funds,''and ''Re-Positioning'' of the Overall weights heighten; the Overall weights of ''CustomerResponsiveness'' remains; and the Overall weights of the other seven indexes, ''NewService Concept,'' ''New Client Interface,'' ''Service New Properties,'' ''Enter NewMarkets,'' ''Sales of New-to-Market Goods/Services,'' ''Changes in Buying Behavior,''''New Marketing Tactics,'' ''Rectify Existing Services,'' and ''Non-Technological Change--Marketing,'' lower. If we discuss the result with the highest risk (α-cut=0) and the lowestrisk (α-cut=1), the order of the Overall weights will remain the same as observed.