電信產業通路績效評估之研究──以台灣某電信公司為例

The Research of Channel Performance Evaluation in the Telecommunications Industry–A Case Study of a Telecommunications Company in Taiwan

政府於1996年間完成電信三法制訂，同年通過立法，將原先屬於獨佔廠商之交通部電信總局改制為民營化，之後15年間民營電信業者如雨後春筍般成立，而24年間行動網路提升了3代每一代投資金額呈倍數成長，至2020年5G網路的投資單一業者更高達1000億元以上，而行動電話用戶平均每戶貢獻度（ARPU）卻不斷的下降，形成電信業的高度競爭，規模小的電信業者便難招結束營業或被合併結果，電信公司的門市通路是總公司販賣門號主要收入來源，故門市的展店規畫與成本控管是電信業者爭取客戶、增加收入、保有長期競爭力的重要課題，亦為本研究主要研究目的。
本研究以台灣某電信公司560家門市做實證研究，資源及區域屬性的差異會影響經營績效，故第一階段先將門市分為直營門市及加盟門市二類，使用集群分析法將該二類區分為鄉村型、都會型及非都會型三種商圈。第二階段使用資料包絡分析法產生二類門市各DMU之績效值、排名、效能改善方法及標竿門市。
本研究結果發現如下：1.加盟門市經營績效優先於直營門市2.三類商圈經營績效排序為鄉村型、非都會型、都會型3.都會型門市成本控管首在租金暨用人費用之控管將能有效提升績效，由於DMU數夠多本研究結果同樣適用於同業之通路展店策略管理。

The government completed the formulation of the three telecommunications laws in 1996 and passed legislation that same year to privatize the former monopoly of the Ministry of Transportation and Communications' Bureau of Telecommunications. Over the next 15 years, private telecom companies mushroomed, and mobile networks advanced three generations in 24 years, with investment in each generation growing exponentially. By 2020, investment in 5G networks by a single company had reached over NT$100 billion. However, the average revenue per user (ARPU) of mobile phone users has been declining, resulting in intense competition in the telecommunications industry. Small-scale telecommunication company are facing difficulties in closing down operations or being merged. As a result, the retail outlets of telecommunications companies are the main source of revenue for the head office by selling phone numbers. Therefore, store expansion planning and cost control are important issues for telecommunications companies to attract customers, increase revenue, and maintain long-term competitiveness. This is also the main purpose of this study.
This study conducted an empirical study of 560 stores of a Taiwanese telecommunications company. Differences in resources and regional attributes can affect operating performance. Therefore, in the first phase, the stores were categorized into two types: directly operated stores and franchised stores. Cluster analysis was used to categorize these two types into three types of business districts: rural, urban, and non-urban. In the second phase, data envelopment analysis was used to generate the performance values, rankings, performance improvement methods, and benchmark stores for each DMU in the two types of stores.
This study found the following: 1. Franchised stores outperform directly-operated stores. 2. The ranking of performance among the three business districts is rural, non-urban, and urban. 3. For urban stores, cost control primarily focuses on rent and labor costs, which will effectively improve performance. Given the large number of DMUs, these findings are also applicable to the channel expansion strategy management of other industries.