本研究旨在探討國內外符合體驗經濟時代的品牌，透過文獻回顧與探討，整理出一個可由消費體驗發展品牌的架構，並以此架構進行個案分析與檢視，提出研究發現，提供想要由消費體驗發展品牌的廠商，作為自我檢視品牌發展之用；同時，作為品牌操作之實務運作可依循的方向，強化品牌發展之路。 本研究使用質性研究的多個案研究方法，選擇選取了國內外各兩家消費體驗的代表品牌為研究對象，進行深度的訪談，分別為法藍瓷、王德傳、美體小舖與無印良品四個品牌；並同時蒐集相關的次級資料進行彙整，最後，透過本研究架構進行個案的分析與比較，以了解其公司如何從消費體驗發展品牌的經營之道，並彙整出研究發現。 本研究發現乃藉由「由消費體驗發展品牌的觀念架構」，指出互動過程可透過體驗行銷策略模型之實務操作形成客戶消費體驗；透過顧客關係管理實務建立長期的品牌關係，而衡量關係準則可藉由關係密度與關係活動了解關係品實質以調整品牌互動的方式；最終使顧客感受品牌精神。並透過四個成功案例分析與印證，彙整發現與結論如下: 1. 品牌精神乃品牌經營之根本，需具備「獨特、真實、談論性高」之特質。 2. 品牌關係可透過顧客關係管理之行銷操作，以會員經營與管理為主，可使品牌行銷更精準有效率。 3. 客戶體驗可透過Schmitt(1999)體驗行銷策略之運用，發現: 3-1.體驗類型，感官、情感、思考、行動與關聯並非獨立存在，而是互相影響。 3-2.體驗類型首重感官之視覺刺激誘發情感體驗 3-3.客戶體驗影響品牌與顧客關係 3-4.客戶體驗首重情境式體驗與圖像式溝通 3-5.對體驗媒介之產品呈現方式(品質、設計與包裝等)最為重視 3-6.共同建立品牌之聯合行銷的方式最為常用，以補足較少的廣告行銷預算。 4. 品牌精神、品牌關係與客戶體驗之相互關係 4-1.需以全面觀點規劃與設計，三者兼備，缺一不可。 4-2.三者關係需兼顧一致性與相互呼應 / The purpose of this research is to discuss the brand of Experience Economy at home and abroad. According to a literature review and research, we first developed a conceptual framework of brand development through consumption experience. Then, we analyzed and viewed successful cases based on this conceptual framework of brand development. Finally, we proposed findings. This research may help companies that want to develop brands through consumption to view brand development. At the same time, it is also a way to practice brand execution and may enhance brand development. In this research, we adopted a multi–case study method of qualitative research. We selected four brands at home and abroad in the case study: Franz, Wang De Chuan, the Body Shop, and MUJI. The analysis of these case brands was based on the primary material, which we obtained from in-depth interviews and from related secondary materials collected and archived from many ways. Finally, we analyzed and compared the four cases using this conceptual framework of brand development, and we made several discoveries. The study found that the interactive process can be applied in practice through the strategies of experiential marketing and can then be used to form customers’ consumption experiences, to develop long-term brand relationships through customer relationship management, to evaluate the relationship’s criteria through relationship activities, which can the be adjusted in brand-interactive manner; and to make the customer feel brand spirit finally. Above all else, we based our work on the conceptual framework of brand development through consumption experience. Below are the findings and conclusion from the analysis and proof of the four case studies: 1. Brand spirit is the base of brand development. It requires several features, such as unique, real, and intense discussion. 2. Brand relationships can let brand marketing be precise and effective through the practices of customer relationship management and member management. 3. Customer experience can be expressed through the strategies and execution of experiential marketing from Schmitt (1999). Below are discoveries: 3-1. An experience model describes the way we sense, feel, think, act, and relate. These reactions are independent but are interactive in their influence. 3-2. An experience model pays attention to stimulation from the sense of sight to induce feelings and experiences. 3-3. The customer experience affects the relationship between the brand and customer. 3-4. The customer experience emphasizes communication based on situation and picture. 3-5. Experience media emphasize product expression, e.g., quality, design, and packaging. 3-6. A marketing strategic alliance is usually used in order to keep a low budget for marketing. 4. What is the interactive relationship among brand spirit, brand relationship, and the customer’s experience? 4-1. The relationship of the three needs to be planned and designed using an indispensable overall concept. 4-2. The relationship of the three needs consistency to keep one another healthy.

近年來，電信業已由寡占走向了完全競爭市場，伴隨著消費者意識的抬頭，有限的市場大餅，更侷限了用戶數的大躍進，因此各家電信營運商無不卯足全力，專注在提供吸引消費者的產品、資費方案、以及ARPU（Average-Revenue-Per-User）的提昇…等議題上。企業要如何面對競爭慘烈的市場？如何保持內部流程的彈性去因應變化？基於上述事項，如何運用資訊科技來達到企業的目標就更加重要了，而EAI 的功能，提供了企業對應用系統的整合，維持流程的彈性應用，更進而協助企業降低整合風險、節省資訊軟體的開發與維護成本、強化供應商的合作關係，進而產生對企業的效益。 本研究使用個案研討的方式，選定幾項關鍵流程進行深度分析，針對電信業在營運系統上整合的議題作探討，並說明企業整合應用軟體導入所帶來的效益。對於電信產業而言，客戶關係管理系統、帳務系統、開通系統、加值服務應用平台系統…等是整合的開端，亦是重點之所在。經由EAI軟體的導入，提供營運應用系統之間資訊的同步，也相對的提供決策人員反應快速的資訊。 電信業者在系統建置中，如何有效運用企業整合軟體之特性來整合各異質性平台應用系統，以達到資訊的整合，並藉由資訊的及時傳遞提供各不同應用系統使用者一致的資訊，進而提高資訊的可用度及客服人員及門市人員對客戶的服務，增加企業的競爭力。 / Telco has already been moving toward perfect competitive market since last decade. Meanwhile, along with the ideology of consumers that dominates the trend and momentum of open market. It also blocked the growth rate of subscribers in domestic market. Under such circumstance, all Operators are fully concentrating on value-added product, tariff, rate plan…and so on, to attract consumers so that Operators are able to increase the ARPU (Average-Revenue-per-User). How to face the severe competitive market? How to maintain the flexibility of internal process to adopt the drastic changing market？ Based upon above mentioned issues, it is very important to use information technology to approach this target. Nevertheless, the functionality of EAI (Enterprise Application Integration) offers an all-in-one solution and integration to application system. Still, it also maintains the flexibility of process flow. Further more, it reduces the risk of enterprise integration and saves cost in terms of implementation and maintenance. On the other hands, EAI is not only to enhance the relationship of suppliers but also generate the synergy of enterprise. The purpose of this theme is to deeply analyze the critical process inside company. Besides, it also points out that how to use EAI in Telco field for the purpose of gaining benefit to Operator. Telco’s IT system includes CRM (Customer relationship management), Billing system, Provision, and the platform of value-added service and application. After installing EAI, it is able to offer the synchronization among all application system and capable to expedite the response time of decision makers. In addition, it is very important to use EAI to integrate the different application platform. After that, EAI is able to consolidation all necessary information and deliver all users with same information just in time. Customer Service Division and Chain Store could transfer this power to secure better services to consumers then enlarge the competition of enterprise.

「成熟市場的決勝戰場在通路」，通路商是介於上游製造商及下游經銷商間的橋樑，是一個充份運用資訊科技與高度發揮知識運用之產業，但隨著網際網路、低價個人電腦之普及，資訊網路相關產品眾多，市場規模快速成長的同時，同質性、不同規模的資訊通路商紛紛進入市場。近二年來，資訊通路產業邁入高度成熟期，進入了「微利」時代，新產品推陳出新，資訊產品生命週期短暫，毛利率更是逐年下滑，同業競爭激烈，有效的成本管理便成為通路商獲利的不二法則。因此，專業資訊流通業者如何在這丕變、惡性競爭的險峻環境中，找到一套執行策略來有效的管理其客戶利潤及價值，協助其成本管理、找到利基市場與顧客，並將有限的資源投注於目標顧客之上，除可提昇企業的獲利外，亦是各專業資訊通路業者未來賴以存續及致勝的關鍵。 本研究擬以個案公司之實際營運資料，透過實地的觀察、親身的經驗及實地訪談相關經辦人員與部門主管，依作業基礎成本制度的作業流程，正確界定內部的作業、找出作業動因及成本動因，精確估算顧客利潤，並由顧客屬性構面試圖找出影響顧客利潤之因子及個案公司利潤顧客的屬性，同時將其研究之結果，運用策略性作業基礎管理制度來協助個案公司的管理者作為管理目標顧客、建立市場區隔、擬訂策略目標時之參考；此外，再針對顧客的不同屬性與實際需求，提供各種不同的產品及組合，發展以顧客為導向的行銷策略，提供有市場差異化的價格及服務予客戶，提高客戶的貢獻度。

企業面對高度競爭的市場環境，必須透過企業轉型尋求成長的機會。相關文獻指出，高度競爭的市場往往會出現供過於求的現象，產品導向的商業模式難以脫穎而出。客戶導向的經營模式，以客戶需求為中心，從服務出發，容易獲得客戶的青睞。 　國內銀行業面臨銀行過盛的高度競爭環境，惟仍缺乏銀行業採行客戶導向商業模式的實證分析。本研究提出「整合式服務利潤鏈（integrate service-profit chain）」，並以個案銀行「整合式客戶經營專案」進行實證研究。採用「實驗性研究方法－控制群設計」，以「整合式客戶經營專案」為實驗組、「事業單位經營模式」為對照組，進行經營成效的量化分析，並針對企業轉型的理論與實務進行質化分析。 　本研究發現：（1）客戶導向經營模式可創造客戶價值、提高競爭優勢，可做為企業轉型策略參考。 （2）客戶導向經營模式仍需考慮客群差異，並非所有的客群皆可適用相同的經營模式。 （3）企業轉型充滿挑戰，考驗管理智慧、決策品質，必須在創新與風險間取得平衡。 　本研究取得初步的成果，證實企業轉型客戶導向經營模式確實可創造效益，轉型的過程與內容仍值得深入的探討。

本論文研究目的有三: (1) 釐清一般在忠誠度計劃定義上常見的錯誤觀念，進而探索CRM與忠誠度計劃之間的關係，並且發展一套實務上可用的忠誠度計劃分類方法; (2) 研究零售業CRM計劃中現行的戰術手法，並提供策略性建議給業者該如何校準戰術手法的重心並且相應地配置資源; (3) 發展一套可供現代零售業者自我診斷其CRM計劃在分析成熟性以及策略行銷重心的實務架構。 為達到研究目的，本研究首先探討在零售業，顧客關係管理(CRM)，忠誠度計劃以及分類方法上的相關文獻以釐清忠誠度計劃定義上常見的錯誤觀念，進而說明CRM與忠誠度計劃之間的關係，最後發展一套實務上可用的忠誠度計劃分類方法。 其次，本研究先應用邱志聖博士(2010)的策略4C模型，分析現行零售CRM計劃的戰術手法，並且提供策略性建議給業者該如何校準戰術手法的重心並且相應地配置資源。 再次，本研究應用邱志聖博士(2010)的策略4C模型以及戴文波特博士與哈里斯女士(2007)的分析成熟模型於建構零售CRM計劃的兩階段診斷性架構。 後續深入的分析主要根據此架構而進行，同時根據零售業所處不同的分析成熟階段提出策略性建議。 對於零售業的高階主管，本研究的貢獻在於提出一套實務可行的診斷性架構，供主管重新檢視其CRM計劃在策略上的重心，並且能隨著公司規模成長，進而調整重心的優先順序。 對於CRM以及忠誠度計劃的從事者，本研究貢獻則在於零售CRM計劃，忠誠度計劃以及相關概念上的定義的建立正確觀念。 最後，本論文的研究發現亦可當作對CRM以及忠誠度行銷人員的策略性建議，尤其當在設計戰術手法之時，能針對公司所處不同的分析成熟階段，對焦CRM策略以及相應資源配置。 / The purpose of this thesis has three objectives: (1) clarify some common misunderstandings about definitions of loyalty scheme, explore the relationship between CRM and loyalty scheme, and develop a typology of loyalty scheme for practical use; (2) study on current tactics used within retail CRM programs and provide strategic advices on how to fine-tune the tactics focus and align resource accordingly; and (3) develop a practical framework that allows modern trade retailers for self-diagnosing their CRM programs in terms of analytical maturity and strategic marketing focus. To achieve the research goals, this research has firstly reviewed previous research on retail, CRM, loyalty schemes and its typology, and thus misunderstandings about definition of loyalty scheme, CRM, the relationship between CRM and loyalty scheme have explained and consequently a new typology of loyalty scheme has been developed. Second, strategic 4C model (Chiou 2010) is used in this research to analyze current tactics used within retail CRM programs and the strategic advices are generated on how to fine-tune the tactics focus and align resource accordingly. Third, this research adopted literature of strategic 4C model (Chiou 2010) and analytical maturity model (Davenport and Harris 2007) to form a two-stage diagnostic framework for retail CRM program. The further analysis is conducted based on this framework while strategic advices are provided to retailers of different analytical stage. The benefits for business executives in retail include a diagnostic framework allowing for strategically reviewing their CRM program focus and priority as retailers grows their business. The benefits for CRM and loyalty practitioners include building correct understandings about retail CRM program, loyalty scheme and related conceptual definitions. The findings in this study may serve as strategic advices to CRM or loyalty marketers to better align resources, when they design tactics, to companies’ CRM strategy at different analytical stage.

本研究以非營利組織策略合作為主題，以策略性思維，嘗試探索較能解釋非營利組織策略合作型式選擇決策之合作內涵特性，且以此發現為基礎，從較具解釋效果之合作內涵特性分析，進一步針對非營利組織策略合作之價值共創與關係管理機制，探索較具策略管理意涵之機制變數，以建構本研究所欲探討之非營利組織策略合作型式選擇模式，以及價值共創與關係管理機制之概念模式，並提出規範性之命題。 　　為此，本研究選擇了具有近百年歷史且經營模式獨特之台灣農會（會員導向之擬公法人商業－互益型非營利組織）作為研究對象，結合非營利組織與營利組織之相關理論及文獻，針對實務現象進行分析。由於所欲探討主題屬特定現象之初期探討，本文採質性多重個案研究設計，針對由三家（含）以上農會所參與組成之聯盟機構蒐集資料，並以聯盟機構或策略合作網絡之主導機構為主體之組織間合作關係為分析單位，進行資料蒐集及探索性研究。 　　首先，歸納文獻與實務現象觀察結果，本研究依非營利組織策略合作「是否共組獨立機構」及「是否採非營利性」兩項選擇決策，將聯盟機構歸納分類成四種策略合作型式：非營利性合營機構、營利性合資機構、非營利性聯盟及營利性聯盟，此項分類方式也作為本研究後續進行個案分析之基礎。 　　由於不同策略合作型式傾向採取不同之組織原理與思考邏輯，本研究認為非營利組織(農會)進行策略合作，若要持續共同創造所欲追求之價值並妥善管理組織間關係，應策略性地選擇較能發揮效能之合作型式，再據以設計其價值共創與關係管理機制。因此，本研究之個案分析分成兩個階段進行，第一階段個案研究主要嘗試從實務個案資料分析歸納較能解釋不同策略合作型式之合作內涵特性變數；第二階段個案研究主要聚焦探討「非營利性聯盟」及「非營利性合營機構」兩種非營利性質之合作型式，並以第一階段有關合作內涵特性變數之發現為基礎，進一步探索兩種合作型式之價值共創與關係管理機制變數。 　　本研究第一階段個案分析歸納發現，如果合作內涵涉及高度業務可切割性及高度關係專用資產投入必要性時，較宜採取共組獨立機構之合作型式；反之，如果合作內涵涉及低度業務可切割性或低度關係專用資產投入必要性時，較宜採取不共組獨立機構之合作型式。另外，如果合作內涵涉及高度投入共同性、低度投入可衡量性、高度產出共同性或低度產出可衡量性時，較宜採取非營利性之合作型式；然而，如果合作內涵涉及低度投入共同性、高度投入可衡量性、低度產出共同性或高度產出可衡量性時，較宜採取營利性之合作型式。 　　至於第二階段有關價值共創機制之個案分析發現，如果合作內涵涉及低度業務可切割性時，非營利性聯盟可以採取幾項價值共創機制：合作夥伴專業分工、合作夥伴選擇、任務小組負責人選派制度、合作夥伴創新能力、外部資源有效分配方式，以及外部專家專業諮詢；相對地，合作內涵涉及高度業務可切割性時，非營利性合營機構可以透過專業團隊經營、董(理)監事選聘制度、領導人甄選制度、創新經營模式、組織設計決策管理與控制分離政策，以及設立外部獨立董(理)監事等機制來營造彼此價值共創之氛圍。 　　如果合作內涵涉及低度關係專用資產投入必要性時，要有效利用合作夥伴既有資源及外部取得資源以共同營造合作網絡之綜效價值，非營利性聯盟可以採取幾項價值共創機制：任務小組負責人選派制度、資源有效利用方式、合作夥伴之資源與技術有效整合，以及合作夥伴網絡關係運用；相對地，合作內涵涉及高度關係專用資產投入必要性時，非營利性合營機構可以採取董(理)監事選聘制度、具體資源運用計畫、合營機構領導人組專業團隊之權力，以及有效專業服務平台等價值共創機制。 　　針對關係管理機制之探討，經個案分析發現，如果合作內涵涉及高度投入共同性時，兩種非營利性質之策略合作型式可以透過可接受之合作規範、建立共同標準、資訊對等溝通，以及能力不足補救措施來提升合作夥伴配合共同投入意願。合作內涵涉及低度投入可衡量性時，可以賦予投入較多之合作機構主導資源利用方向之決策權以維持其投入意願；涉及高度產出共同性時，可以透過共同品質控管、不符標準產出配套處理措施及外部誘因來提升合作夥伴配合共同產出要求之意願；至於涉及低度產出可衡量性時，可以透過目標達成度評核措施、外部專家專業認定及可接受之利益分配方式來協調合作夥伴關係。 　　過去文獻對非營利組織之合作關係，較少以策略性思維進行探討，本研究之發現可延伸應用並補強現有合作相關理論與文獻對非營利組織間合作有關實務現象之解釋，對未來有關非營利組織合作關係之研究，也提供另一個思考方向；加上組織間策略合作也是當前政府輔導農民團體因應台灣加入WTO後之政策加強重點，本研究配合組織思索轉型所需，實務上期能提供農會研擬組織間合作策略及政府推動農民團體輔導政策之參考。 / Strategic cooperation is taken as an alternative resort for solving problems facing non-profit organizations (NPO) which suffer a bottleneck in operations resulting from mounting resource scarcity and external threats. It is especially deemed so for farmers’ associations in Taiwan, which were closely associated with the development of agriculture on the island in the past century and have been seriously affected after Taiwan entered the World Trade Organizations（WTO）in 2002. Given this understanding, we conduct a two-phase study to observe the phenomena by studying farmers’ associations in Taiwan. Research 1 attempts to explore the cooperation characteristics which can most explain the decision on strategic cooperation types chosen by at least 3 farmers’ associations in each network. Research 2, based on the findings of Research 1, attempts to explore the value-co-creating and relation-maintaining mechanisms for such relations. As part of the methodology, we apply an exploratory multiple-case-study design and refer to NPO and PO (for-profit organization) literature for analytical induction. Prior to the case study, we first categorize the NPO strategic cooperation relations into four types: Non-profit joint operations, for-profit joint ventures, non-profit alliances and for-profit alliances. This categorization made in accordance with literature review and observed phenomena serves as a basis for our further research. In Research 1, we examine 5 theoretically sampled cases and find out 2 characteristics variables which can most explain the decision on whether to organize an independent institution, and 4 variables which can most explain the decision on whether to keep the cooperation for non-profit purpose or change it into for-profit relations. According to our findings, if cooperation involves high business separability and high necessity for relation-specific asset input, we suggest a choice for organizing another new independent institution (i.e. non-profit joint operations or for-profit joint ventures). If cooperation involves low business separability and low necessity for relation-specific asset input, we suggest a choice for not organizing an independent institution (i.e. non-profit alliances or for-profit alliances). In terms of the “non-profit or for-profit” decision, if cooperation involves high input commonality, low input measurability, high output commonality and low output measurability, we suggest a non-profit choice (i.e. non-profit joint operations or non-profit alliances). If cooperation involves low input commonality, high input measurability, low output commonality and high output measurability, we suggest a for-profit choice (i.e. for-profit joint ventures or for-profit alliances). For the second research, we focus our study on the two non-profit cooperation types and examine 8 theoretically sampled cases including 5 non-profit alliances and 3 non-profit joint operations. We explore the value-co-creating mechanisms by analyzing case data from the two characteristics variables which can most explain the “organizing an independent institution or not” decision in consideration that the two studied types take different cooperation forms and may apply different mechanisms for co-creating synergetic value in the network. Meanwhile, we explore the relation-maintaining mechanisms from the four characteristics variables which can most explain the “non-profit or for-profit” decision because the two studied types is of non-profit nature and involve high input commonality, low input measurability, high output commonality and low output measurability. It is of strategic significance to heighten partners’ will for continued cooperation in such non-profit relations. Our findings of the value co-creating mechanisms suggest 6 mechanism variables for the non-profit alliances and non-profit joint operations, respectively, depending on their levels of business separability. Analysis from the characteristics of necessity for relation-specific asset input, in similar manner, suggests 4 variables for the two studied types, respectively. In the exploration of relation-maintaining mechanisms, results suggest 4 mechanism variables for the non-profit types if cooperation involves high input commonality, 1 variable for relations involving low input measurability, 3 variables for relations involving high output commonality, and 3 variables for relations involving low output measurability. Although there may be many mechanisms which can help partners to co-create value and maintain relations in their cooperation, this research attempts to explore only the variables which can be of more strategic significance for the two focus types. Following our findings in Research 1 and 2, we provide normative propositions and build a decision-making model for the choice of strategic cooperation types and another integrative conceptual model of the value-co-creating and relation-maintaining mechanisms for non-profit alliances and joint operations. Farmers’ associations, which boast of a history of nearly 100 years in Taiwan, are unique in their business models as compared to other non-profit organizations. On top of that, NPO inter-organizational cooperation relations are seldom examined from strategic perspective. Theoretically speaking, findings of this dissertation can further extend and supplement the explanation and the application of present theories and literature to the phenomena in this regard. Implications and recommendations for managerial practices of inter-organizational cooperation among farmers’ associations are also discussed.

和顧客保持長期關係，對於企業經營是有利的，然而，由於資訊科技的進步與物流效率的提升，顧客越來越來越聰明，要尋找並取得替代產品與服務也越來越容易。在這樣的環境前提下，如何使顧客願意與企業維持長期關係而不轉向競爭者，是企業的一大挑戰。在文獻探討中本文發現，其關鍵是在於要能夠持續與顧客互動並了解顧客，並且將這些了解應用於產品設計、流程設計與組織設計。對於顧客的了解，本文定義其為顧客知識，就成為了顧客關係的基石。不過，由於與顧客的接觸點越多，了解顧客的管道就越多，其整合上有一定的難度，而資訊科技與傳統行銷方法都能夠產生對於顧客的了解，再加上產生並應用對於顧客的了解，以塑造顧客在消費與使用產品與服務時能得到高度的滿意，已經企業所有部門的責任，這樣跨部門的作業也不是一件簡單的事，這些議題都是企業在顧客知識管理上所需面對的。 在過往的文獻中所談的顧客知識管理，很多都混淆顧客資訊與知識，較無探討企業如何加工與顧客互動所得到的資訊，因此無法清楚了解企業在顧客知識管理上所作的貢獻為何。本文就以流程觀點，並以目前市場需求飽和且競爭激烈的人壽保險產業中的一家企業：保誠人壽為例，探討企業內的顧客知識流程，並且探討主要的影響因素，以了解企業在顧客知識管理上所作的努力。 而在本文個案的探訪後，本文還嘗試以服務業作業系統的角度，提出一種顧客知識的新分類：前台作業所需的顧客知識、後台作業所需的顧客知識，並且根據個案中保誠人壽的實際做法，修正文獻探討所提出的顧客知識管理架構，並且提出三種顧客知識管理的類型以及提出其管理重點，以作為實務界與後人研究的參考。 / It is beneficial for an enterprise to keep long-term relationship with its customers. However, owing to advances of information technology and the improvement of logistics efficiency, it is not difficult to search and acquire better products and services to substitute for what they are using now. Under these circumstances, it is a challenge for enterprises to retain their customers. How to do this? The answer in literatures is: to gain more customer insights (defined as customer knowledge in this study) through interactions with customers and apply them in product design, process design and organizational structure design. Therefore customer knowledge is the basics of long-term relationships with customers. But still, there are issues. First, an enterprise may have many contact points with its customers. Then, there are traditional ways versus information technology ways to generate customer knowledge. Finally, an enterprise has to think how to address appropriate customer knowledge to right departments and use them to enhance the total experience when interacting with customers. These are all issues an enterprise has to face with when trying to do “Customer Knowledge Management” (CKM). Most of past studies on CKM did not tell the difference between information and knowledge, thus can not clearly define what contributions an enterprise makes when implementing CKM. This study attempts to investigate practices of CKM in an enterprise in life insurance industry, in which the demand is saturated and the competition is fierce, from a process perspective to manifest how customer knowledge is generated and applied, and what main factors are to affect CKM in an enterprise. After investigation of the case, this study proposes a new framework, from the operation system in service industry, to classify customer knowledge into two categories: customer knowledge needed for front-office operations, and customer knowledge needed for back-office operations. In addition, according to practices in this case, this study will revise the CKM process framework proposed right after the literature review, and will raise keys to successful CKM in CKM processes, for the reference for following studies.