隨著競爭環境日漸嚴苛，顧客需求日趨多元，企業需要有更有效率的方式來管理與顧客間的關係，顧客關係管理CRM（Customer Relationship Management, CRM）成為企業關心的熱門議題。但過去的學者研究中，僅止於針對影響企業導入＆系統與否之決策進行研究，然而CRM對於企業經營顧客關係之重要性已被企業所認同，同時面對如此牽涉到龐大人力、資金，與時間投入的系統導入計畫，在導入過程中仍會面臨許多重要決策，因此本研究將針對響導入過程的相關因 數，並經由個案研討的實際驗證，提出具解釋力的理論架構。 經由過去文獻的整理，本研究以Rogers（1983）的創新擴散模型為基礎，將影響CRM導入過程的因素分為認知階段的環境面與組織面因素，以及說服階段認知的創新特質，另外系統供應商及顧問公司則扮演特殊的角色，同時在說服、決策及實行階段皆產生影響。其中環境面又包含競爭強度，需求不確定性及產業環境變化速度；組織面因素包含規模、結構化程度、以及高階主管態度。而認知的創新特質則包含相容性以及系統特性。另外則以資訊與資料的蒐集、累積與儲存、吸收與整理、展現與應用等為被影響的研究變數。並選取目前導入最積極的產業中之標竿企業，包含證券、人壽、行動電話系統業者、電子電腦公司，及網際網路服務提供業者等六家企業，進行深入之訪談，期能從這些正在導入的公司之經驗裡，發現可供參考與依循的準則。 經由對個案公司的深入訪談之後，本研究之研究架構有重大修正。認知階段的影響因素除了環境與組織構面仍存在外，從組織構面中抽離複雜度，並與產品特質、顧客基礎，公司依賴業務人員推廣業務及提供服務的程度共同組成新構面—業務面因素，而系統與顧問公司的選擇則成為企業採用CRM系統時重要的決策因素之一。更重要的是，本研究經由訪談對探討主題有更廣泛而完整的延伸，導入過程可以導入積極度、建置組織，以及建置方式來描述。導入積極度代表導入的速度；建置組織裡包含以專案小組的方式來推動，以及高階主管的參與程度；建置方式則包含CRM要素的建置優先順序、以及委外程度。 研究發現，環境面的因素與組織面的因素皆同時影響到CRM導入過程的積極度及建置方式裡的優先順序；而新增的業務面的因素則同時對CRM導入過程的積極度及建置方式裡的優先順序及自建或委外的選擇有較顯著影響。至於認知的創新特質中，不論是專案管理或是高階參與，其影響到的皆為CRM在建置單位上的特性。而協力單位則因為企業對於系統特性的要求有所不同，而同時成為決策結果與影響導入方式的變數。 本研究期望能藉由結合學術理論與實務應用的方案，提供給正在導入或評估規劃中的企業實用的考慮方向與實際例證，以協助企業在導入過程中自我檢測，選擇最適當的導入程序及設計組織關的配套措施，俾使導入過程順利而達到預期目標。 / To cope with the current increase in both competition and customer requirements, enterprises need more efficient methods to manage their relationships with customers. Previous researches focused mainly on the factors affecting the decision whether or not to adopt the CRM system. As the importance of CRM pertaining to management of relationships with customers has been recognized, meanwhile, with regard to implementation of the extensive software which involves investment of massive human resources, capital, and time, many critical decisions still need to be concerned. This research aims at extracting relevant factors affecting the adoption process and proposes a convincing framework verified by an empirical case study. The research in this study is based on the Innovation Diffusion Model of Rogers (1983) and divides factors affecting the CRM adoption process into knowledge and persuasion stages with environmental and organizational factors in the knowledge stage, and perceived characteristics of innovation in the persuasion stage, while system suppliers and consulting firms as joint associates. Environmental factors include competition intensity, demand uncertainty, and industry changing speed. Organizational factors consist of size, structure, and managerial attitude. Perceived characteristics of innovation are composed of compatibility and system characteristics. Data collection, data storage, data mining, and data visualization work as independent variables. Six companies in securities, life insurance, cellular telephone system, electronics and computers, and the Internet service provider industry were selected as study cases. However, the research frame was revised after investigation. In the knowledge stage, complexity is extracted and integrated with product attribute, customer base, and corporation dependence on sales representative to form one integrated factor called business. Moreover, the independent variables are amended to be more extensive, including adoption activeness, constructing section, and constructing manner. The research shows that environmental and organizational factors affect adoption activeness and priority; and that the business factor influences adoption activeness, adoption priority, as well as outsourcing decisions. Project management and managerial participation representing a CRM constructing section are affected by perceived characteristics of the innovation. Through the integration of theory and empirical data , this research hopes to provide direction for examining the CRM adoption process and organization design, so as to facilitate the fulfilling of the adoption objective.