在以往探討非財務性績效指標與財務績效指標關係的相關文獻中，大多以品質、顧客滿意度、瑕疵率及準時送達率為主，甚少討論顧客生命週期時間（customer lifetime）。本研究主要探索顧客生命週期時間與顧客獲利力的關係、顧客生命週期時間的影響因素與多重通路的相關議題。 本文以一家大型電視購物業的公司為個案，64,632名顧客30個月的交易資料為樣本，實證結果發現：（一） 顧客生命週期時間與顧客獲利力的關係為正向關係。（二）顧客的交易金額與顧客生命週期時間呈正向關係；平均間隔購買時間、自有品牌與耐久財對顧客生命週期時間的關係為反向關係；退貨次數與顧客生命週期時間是U字形關係。（三）自電視購物通路所取得的顧客，未來的顧客生命週期時間會較短，但自型錄通路所取得的顧客則會較長；來自電視通路的顧客利潤顯著高於其它通路。（四）使用多重通路的顧客其顧客生命週期時間顯著高於單一通路的使用者，但顧客利潤則顯著低於單一通路的使用者。 / Non-financial measures have been widely advocated and adopted, such as quality, customer satisfaction, defective rate, and on-time delivery rate. However, empirical research has little focus on customer lifetime. This study explores (1) the relationship between customer lifetime and customer profitability; (2) the determinants of customer lifetime; (3) the impact of multi-channel shopping on customer profitability and customer lifetime. Using 64,632 customers level data (30 months) from a large TV Shopping company, this study finds: (1) the relationship between customer lifetime and customer profitability is positive; (2) customer transaction amount is positively related to customer lifetime duration; average interpurchase time, private brand, and durable goods are negatively related to customer lifetime duration; the relationship between customer’s return frequency and customer lifetime is U shape; (3) the customer lifetime duration of TV channel customers is shorter than that of other channel customers, but the customer profitability of TV channel customers is larger than that of other channel customers; (4) the customer lifetime duration of multi-channel customers is longer than that of single channel shoppers, but the customer profitability of multi-channel customers is less than that of single channel customers.

要創造顧客價值，首先需瞭解顧客。顧客是企業最重要的資產，企業應掌握該資產之性質與經濟意涵。本研究自此觀點出發，對個案公司之顧客資產提出四大問題：1.可能長期/短期往來客戶分辨及探討可能長期往來客戶是否一定是好客戶2.各區隔客戶的主要消費型態3.各區隔顧客與企業之獲利關係4.各區隔顧客之理財型態。本研究藉由此四大問題，串連時間、獲利與經濟行為構面進行分析與探討。本研究之資料取自某銀行信用卡部門二年期之月顧客資料。 　　本研究之發現說明如下： 　　1.以獲利與時間兩構面為區隔，發現長期往來之客戶不一定是好客戶。可能短期往來客戶亦有極佳之獲利潛能，但可能因為企業未能滿足需求或客戶有交換使用各家信用卡之行為、預算分配情況的影響，致使此類客戶未能成為忠實客戶，管理當局應深入調查這些顧客的行為，以利策略之擬定。 　　2.各區隔間有鮮明之行為特質。各區隔之所注重的消費層次不同，關心的議題可能不同，因此企業在行銷上注重的層面理應不同。 　　3.大多數之客群對獲利有顯著貢獻，顯示出大多數客戶是具有潛在利潤的客戶。 　　4.「一般交易需求者」為個案銀行之主要客戶，屬於極少拖欠帳款，或者是有支出預算之消費者，銀行只能自手續費獲利，因此，日常營運成本可能是關心重點，企業應力求成為此類顧客的主要銀行。 / Customer valuation is becoming a critical element in strategy development. It is built on the notation that the customer is the primary asset of the firm. The firm has a protfolio of customer assets that should be analyzed economically to determine their value to the firm. The four issues in this study relate to (1) identifying possible long-lived or short-lived customers and if those possible long-lived customers are necessarily profitable customers or not; (2) investigating consuming behavior of each segment; (3) understanding the profit relationship between the firm and customers; (4) establising financing behavior of each segment. This study is based on a monthly data from a large retail bank for two years. 　　Bellows are the illustation of the empirical findings in this study： 　　 1. Duration and customer profitability are two good dimensions of segmentation. Long-lived customers are not necessarily profitable customers. Short-lived customers have great potential in profitability, too. The firm may not fulfill their needs. Those customers may be butterflies, i.e., they like to use different banks’credit cards. On the other hand, some customers may have budget for their spending. The firm must investigate this phenomenon deeply, so as to plan their marketing strategy. 　　 2. Each segment concerns about different issues because they have distintive consuming behavior. So, the firm must have different marketing strategies for each segment. 　　 3. There is positive association between customers and the firm's profitability in most of the segments. This reveals that most customers are profitable. 　　 4. Tansistors are the domain customer type of the firm. They usually pay bills in time. Maybe, they have spending budget. The firm receives transation fees only. Under this condition, operation excellence is the key point. The firm must pay great efforts to become the domain bank of their customers.

台灣汽車市場從1990年起便邁入成熟期，年銷售量約40~55萬台，每公里道路的汽車數155.9台，遠高於美、日等國。由於國內經濟成長趨緩、地狹人稠，未來市場擴充性有限，12家汽車製造廠間的競爭激烈可期。而2002年起台灣加入WTO後，國產車業者受到關稅降低、進口地區限制取消等措施的影響，生存空間飽受威脅，但台灣汽車業者的因應之道卻相當有限，因為產品原始設計控制在國外技術合作對象手中，自己可以設計改型的空間及能力有限，在生產和配送上的效率也幾乎發揮到極致，最後的競爭優勢應該在行銷及服務方面。所以近幾年來，部分汽車業者便積極導入顧客關係管理，希望將過去以產品為主的思維模式轉為以顧客服務為主的思維模式，和顧客建立長期且親密的關係，以提高顧客滿意度。 　　本研究針對Mitsubishi、Toyota、Nissan等台灣前三大汽車品牌，瞭解同一品牌之製造商與經銷商如何一起推動顧客關係管理，各汽車品牌業者在推動顧客關係管理之異同點，以及造成此異同點之原因等。根據國內外相關文獻的論述，本研究認為企業所重視的顧客生命週期階段、整個服務傳送系統內所有成員的權力關係，以及組織特有的資源條件，均可能影響該企業或整個服務傳送系統之顧客關係管理的規劃內容，因此透過對國內三大汽車品牌業者的觀察與訪談，歸納出下列發現： 　　一、台灣汽車業者已處於企業穩定發展階段或是產品成熟期的市場，使得顧客關係管理偏重在維繫及強化既有的顧客關係，一般是在核心產品之外，提供可以促進交易便利的顧客服務及降低顧客成本的產品組合。 　　二、由於顧客資料記錄不完整且維護不易，難以透過統計分析找出隱藏在龐大顧客資料背後的知識，使得台灣汽車業者較少投入在維持有價值的顧客或是重新找回曾離開過的顧客，也就是說較少導入行銷方面的顧客關係管理功能。 　　三、顧客關係管理的投資報酬率並非短期立現，但為了儘速看到成果，以強化主事者的推動決心，台灣汽車業者多半從與顧客互動程度較高、較容易看到改善成效的銷售及顧客服務方面的顧客關係管理項目著手。 　　四、汽車業者擁有較長的利益持續期間及服務傳送持續期間，使得單純的價格誘因，或是財務結合差異化服務的社交方式都不易具有維繫長期顧客關係的效果，因此台灣汽車業者會傾向運用財務、社交與結構結合的方式，也就是將資訊技術與整個服務傳送過程結合起來，建立使用習慣而提高顧客忠誠度。 　　五、台灣汽車業者在推動顧客關係管理時，往往涉及整個體系的組織、作業流程、資訊系統的變革，因此由該體系內權力基礎較豐厚的製造商或代理商負責整體規劃與導入，不過該體系製造商或代理商所擁有的相對權力優勢，則會影響整體顧客關係管理計畫的順利導入與否。 　　六、各汽車業者賴以成功的策略重點（e.g.生產或行銷）、財務能力、流程整合等資源條件，也會影響顧客關係管理的整體規劃方向及計畫的順利導入與否。 / Taiwan's auto industry has come to maturity from 1990. Limited by the lower economic growth rate and the heavier vehicle density, 12 automakers are in fierce competition with others for market share. In addition, Taiwan's auto industry is confronted with competition force by global autos since Taiwan being the membership of WTO in Jan, 2002. Considering the limited capability in design and the limited improvement in production and distribution, Taiwan's automakers realize that marketing and servicing are the keys to survive and success in the long run. Nowadays, some of the Taiwan's automakers and dealers are engaged in adopting CRM system to improve the customer satisfaction. 　　This research is empirical analysis of the Top3 auto brands in Taiwan. It aims at the study of how automakers and dealers under the same brand cooperating with others in adopting CRM, and what and why the differences the three auto brands having in adopting CRM. After reviewing some literatures, this research divides factors affecting the CRM adopting into customer life cycle stages which firms emphasize, the interfirm power in channel relationships, and firms' specific resources. 　　The findings in this empirical analysis are as follows： 　　1.Facing the stable and maturity stage for the auto industry, Taiwan's automakers and dealers focus on the sustenance and enforcement of customer relationships in adopting CRM system. They prefer to deliver the product mix with convenient customer services or lower searching cost not included in the core product. 　　2.Because of some unavoidable faults in customer records, automakers and dealers can't easily find specific information from data warehouse. It makes Taiwan's automakers and dealers less focus on the maintenance of valuable customers or winning back customers who have defected or are planning to. Maybe we can say that Taiwan's automakers and dealers less focus on the marketing in adopting CRM system. 　　3.It takes long time to show the benefit of adopting CRM system, so Taiwan's automakers and dealers prefer to setup sales and services supporting functions in adopting CRM system that heavily interact with customers and can easily show the improvement on customer relationships. 　　4.Auto industry offers the products and services with long duration of benefits and long duration of service delivery, automakers and dealers would like to bundle the functions of finance, society and structure. They link IT and service deliver processes to build customer-using model, and finally increase the customer loyalty. 　　5.The channel members with power advantage will take charge of the planning in adopting CRM system. In Taiwan's auto industry, makers or agents own the power advantages. In addition, the relative power advantages that makers or agents own influence the schedule of auto brand in adopting CRM. 　　6.Success strategy for some time past, financial ability, intergrated process, etc., also influence the schedule of auto brand in adopting CRM.