由產出面和就業結構的角度來看，服務業是台灣經濟活動中最重要的一部分。然而，由於產業本身的因素和情況，創新對於企業的重要性持續提升，並成為服務業企業獲得競爭優勢的重要來源，而企業是否擁有足夠的知識是其能否持續創新的主要原因。
另一方面，隨著網際網路快速發展，社群媒體成為行銷管理的未來趨勢，是企業執行行銷功能時的重要活動。而社群媒體行銷所面對的是日新月異的資訊和捉摸不定的消費者，因此如何求新求變是社群媒體行銷的主要課題之一，其為影響企業行銷的成功與否之關鍵。然而，由知識管理和知識缺口的角度來探討企業在執行社群媒體行銷時所可能產生的阻礙之研究甚為貧乏。
因此，本文針對服務業，利用PZB模式與知識缺口模式之理論架構，從知識管理的角度提出企業執行社群媒體行銷時所產生的知識缺口問題，並整理出一修正之社群媒體行銷之知識缺口理論，提出企業執行社群媒體行銷時所遭遇的五個缺口，並探討這些缺口和企業績效之間的關聯。而從研究結果發現，藉由設法改善執行所需的知識能耐與實際提升企業競爭力所需的知識能耐(缺口四)和高階經理人與員工之間的不同感知(缺口五)，將能使企業績效能夠有顯著的提升，本論文最後以結論和兩間企業進行討論，來了解本文結論和企業實際情況之間的關聯，期望使企業能夠從本文結論和企業實際情況中獲得啟發，並針對缺口進行改善，以實際提升企業之績效。

SUMMARY

From the perspective of output and employment structure, the service industry has become the most important part of Taiwan's economic activity. However, due to the specific factors and circumstances of the industry, the importance of innovation continues to increase, becoming the key factor with which to gain a competitive advantage.
Meanwhile, with the rapid development of the Internet, social media has been predicted to become one of the future trends in marketing management, which is an important activity when an enterprise performs a marketing function. Social media marketing faces a wide variety of information and consumers, so the key to the success of enterprise marketing is gaining an understanding of how to adapt to the environment.
The results of this study show: (1) By trying to reduce gaps 4 and 5, enterprises may significantly improve their performance. (2) This study concludes with two companies discussing its findings, to gain an understanding of the relationship between these findings and business practices.

Key words: Knowledge gaps, social media marketing, corporate performance, PZB model

INTRODUCTION

The rapid development of the Internet and information technology is making this the era of the knowledge economy. The competitive advantage of a company relies on innovation, service, knowledge and added value. Indeed, knowledge is the most important factor of all (Schneider, 2007). How knowledge is created and delivered in an organization is a critical issue for all corporations (Plessis, 2007).

At the same time, with the rapid development of the Internet, social media is likely to become one of the future trends in marketing management, which is an important activity when an enterprise performs its marketing functions (Leeflang, Verhoef, Dahlstrom & Freundt, 2014). The interaction between corporations and stakeholders has also changed. In the field of knowledge management, the way in which service corporations can effectively integrate social media to improve their service performance has become an important issue (McDermott & Prajogo, 2012; Lam &Yeung, 2016).

Therefore, from the perspective of knowledge management companies in the service industry, this paper will explore the theoretical framework of the PZB model and the knowledge gap model (Lin & Tseng, 2005). The aim is to identify and implement appropriate social media marketing strategies generated by problems in the knowledge gap, and to derive a correction theory. This will be done by suggesting five gaps in the implementation of social media marketing, and then discussing the relationship between these gaps and business performance.
MATERIALS AND METHODS

The sample size of the study is 82, which was taken from the Taiwan service industry, and the responses came from employees in the marketing department.

To test our model, this study uses SPSS 17.0 to make several analyses. (1) Descriptive statistics are used to understand the basic features of the data in the study. (2) Factor analysis is a method of data reduction, and it is used to describe variability among observed, correlated variables in terms of a potentially lower number of unobserved variables. (3) ANOVA allows us to say with confidence whether or not a relationship exists between two variables.
RESULTS AND DISCUSSION

According to ANOVA, gaps 4 and 5 are significant. The results of the study are given in Table 1:
Table 1. Gaps and Research Results
Gaps Significant
Gap 1 No
Gap 2 No
Gap 3 No
Gap 4 Yes
Gap 5 Yes

CONCLUSION

In terms of practical meaning, in this study the Taiwan service industry was taken as the research object through which to explore the gaps in social media marketing. In the course of the completion of the questionnaires issued in this study, many companies expressed an interest in the results. To further understand the results of the questionnaire and to explore the relationship between the study and the actual situations in some of the enterprises concerned, this study included the conducting of in-depth interviews with companies F and M, which were interested in the research results. These results may provide an industry reference.

Gap 4: Company M believes that the primary purpose of their implementation of social media marketing is to enhance sales, ROI, new brands and new products listed, and to access the target audience of their list and information. However, in the case of new products and new brands, it is difficult to measure how much attention and goodwill is happening as a result of social media marketing. Although sales results and ROI on the web can be learned through the network click-through rate and purchase history, it is difficult to measure how much of a contribution has been made by the social media marketing on the physical channel. Company F believes that they use social media for marketing purposes to reach customers and to gain access to customer information. However, because of their business model, they cannot know how many customers come from the social media channel; they only know that social media marketing is an indispensable part of their enterprise.

From the above discussion it is evident that there are many parts to social media marketing, and while its efficiency is difficult to measure, for the service industry it is now an indispensable tool. As a result, if we can better understand how social media marketing can bring greater benefits to an enterprise, it will be possible to reduce the impact of gap 4 on any such enterprise, and this will enhance business performance.

Gap 5: Both companies F and M believe that the gap between managers and employees is considerable, and this gap comes mainly from experience and understanding of environmental change and new knowledge, which leads to a frequent turnover of employees. Company M has stated that they communicate with employees through ongoing staff training, and supervisors' understanding of sales strategies and development strategies help to keep employees better informed and reduce any knowledge gaps. Company F try to reduce the gap by new staff training, while the company's strategies and ideas are passed to all levels of staff, with the aim of enabling all staff to meet their targets. However, both companies F and M believe that even after adopting the above methods, there are still many employees with only a basic knowledge of their work, so they remain unable to achieve the required level of performance, as a consequence of which the staff turnover rate is high. In the future, they will consider recruiting employees who have extensive experience in social media marketing to reduce the impact of this problem.

One suggestion for future research would be to explore the differences between Taiwan's service industry and that of other countries.

中文文獻

天下雜誌 (2016)，天下2000大調查，2017年2月20日，取自http://issue.cw.com.tw/ipad/201605_2000/
行政院主計總處 (2016)，國民所得及經濟成長，2016年11月20日，取自 http://www.stat.gov.tw/np.asp?ctNode=452

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