精品品牌顧客關係管理之關鍵成功因素－以台灣為例

Abstract

在競爭的環境，當增加市占率變成一個吸引和保留顧客的比賽，如同建立品牌忠誠度一樣，企業總是尋求增加利潤的新方法。一個最常見的使用方法就是顧客關係管理(Customer Relationship Management , CRM)。這個方法目標在於提供管理企業和顧客之間關係的一個支持，為了要創造一個永續的雙向關係。然而，在無法成功執行CRM的企業，CRM無法得到全體一致的支持。特別是在精品產業，它一直以來都不願意導入這個大眾市場的常見策略。直到近年來，精品業的組織才對CRM和它的執行放入更多注意。研究指已經確認CRM執行時依賴其關鍵成功因素(the Critical Success Factors , CSFs)。在本文，我們會討論這些讓精品產業成功執行CRM的關鍵成功因素。為了要界定台灣精品產業組織執行CRM的關鍵成功因素，一個深度研究應運而生。這篇論文的目標在於提供精品產業一個清楚的CRM定義、一個概念性的CRM執行模型，以及執行的關鍵成功因素。

In the competitive environment, companies are always looking for new ways to increase their profit whilst gaining market shares resulting in a race to lure and retain customers as well as building brand loyalty. One of the most commonly used method is the Customer Relationship Management (CRM). This method aims at providing support in managing the relationship between customers and businesses in order to create a sustainable relationship between both. Yet, CRM fails to win unanimous support among practitioners who failed at implementing it successfully. The luxury industry, in particular, has been reluctant to adopt such mass market common strategy. It is only in recent years, that the Luxury organizations have been paying more attention to CRM and its implementation. Researchers have confirmed that the CRM implementation relies dramatically on the Critical Success Factors (CSFs). In this paper, we will discuss the Critical Success Factors (CSFs) to implement and execute successfully CRM in luxury organizations. An in-depth research study has therefore been conducted to identify the CSFs for CRM implementation and execution at the luxury organizations in Taiwan. This paper aims at providing a clear definition of CRM for the Luxury industry, a conceptual model of CRM implementation for luxury organizations and the CSFs for implementing it.