為瞭解次世代顧客體驗之偏好傾向，本研究依據企業所能掌握的顧客知識與情境知識之內容，探討顧客對體驗的偏好，透過文獻的探討，找出六項可做為分析顧客體驗偏好的因素，包括屬於顧客知識的「個人特質」、「消費記錄」、「消費目的」、與「人口統計資料」等四部份，以及屬於情境知識的「消費環境情境」、與「個人身心情境」等兩部份。另外，在顧客體驗偏好的部份，本研究嘗試以顧客的觀點對體驗做出分類，並借用Maslow提出的五大人類行為需求來瞭解顧客對體驗的偏好傾向。主要之研究發現包括： 1. 除了再次認知顧客知識之重要性外，本研究亦確立了情境知識對於瞭解顧客體驗偏好之重要性。 2. 生活型態屬於感性導向之顧客，及在消費現場較得不到顧客服務之顧客，會有越偏好能得到生理需求體驗之傾向。 3. 處事態度屬於積極的引領潮流的顧客，及在消費現場得到不錯客戶服務之顧客，是屬於較高度偏好歸屬與愛需求體驗之族群。 4. 生活型態屬於感性導向之顧客，及消費目的是作為送禮之用之顧客，在自我實現需求體驗方面，會有較高程度的偏好傾向。 5. 努力成本及風險成本兩項決定產品特徵之因素，確實會對顧客體驗偏好產生影響。其中努力成本主要改變之體驗類型，包括生理需求及歸屬與愛需求體驗；而風險成本主要是影響之體驗類型，包括歸屬與愛需求、尊重需求及自我實現需求體驗。 透過本研究，企業須認知到不同的人在不同的情境下，會對體驗有著不同的程度的偏好差異；此外消費產品特徵之不同，亦會對顧客體驗偏好產生影響。因此，企業在推出體驗時，必須根據過往對顧客的認識，以及現場顧客之反應做調整，才能提供最適當之體驗活動內容予顧客，發揮「體驗」最大之效益。

Social networking for enterprises is the use of emergent social software platforms within or between companies to enable participants to rendezvous, connect or collaborate through computer-mediated communication and to form online communities (McAfee, 2006). It provides a platform for participants to co-create social networks that permit the exchange and retrieval of relevant knowledge on a company-built platform. The objective of this research is to understand the characteristics and development of social network applications in different types of enterprises. We discuss the key factors for companies to develop their own social network using web 2.0. Based on the classification of customizing products (Pine, 1993), this study uses multiple case studies and the characteristics of their social networks such as service, marketing and collaboration to see how social networking on web 2.0 helps customize products for business benefits. The findings of the study are that with different types of customizing products, the company will have a different focus in its value chain. We explored these differences by constructing a two-way model. Using the two-way model, our study separates the different types of products into four sectors: provider, listener, promoter and collaborator. The four sectors can describe the purpose of the product using the social network and gives advice that is relevant to similar types of companies.

2003年，Henning Gebert, Malte Geib, Lutz Kolbe, and Walter Brenner(2003) 提出顧客知識管理(Customer Knowledge Management；CKM)的觀念，此觀念是將知識管理與顧客關係管理的概念整合而成，認為顧客關係管理與知識管理兩者都強調如何整合與分配資源以支援企業活動進而提昇企業之競爭優勢。然而，企業要做好「顧客關係管理」必須整合內部行銷、業務、以及服務等活動，且對有關顧客知識流程作有效地整合。Gebert, et al. (2003) 認為顧客知識可做為顧客關係管理中資料流的來源，因此顧客知識管理是顧客關係管理之關鍵成功因素。因此，本研究想蒐集整理國內外的相關文獻，並透過研究問卷調查的方式，希望達成以下幾個目的： 1、透過國內外文獻的蒐集，探討顧客知識管理的意義與重要性 2、探討業界對顧客知識管理的方式與資訊科技的使用 3、研究業界顧客知識管理實務的狀況是否對顧客關係管理效益有影響 本研究對國內企業來進行調查，共有106份有效問卷，有效問卷回收率為11.78%。將問卷調查的結果進行因素分析與集群分析，並透過單因子變異數分析進行研究模式與假說的驗證。經過因素分析的結果，將顧客知識管理組織面分為「創造與儲存」、「策略與定義」、「應用」、「分享與移轉」；將顧客知識管理組織面分為「智慧型科技」與「基礎型科技」，並將七個因素進行集群分析，分為三群，分別是「高度應用」、「基本應用」、「啟始應用」群。 結果發現，「基本應用」群就算在科技上有基礎的科技支援，若無組織面的高度配合，其成效與各方面都不太注重的「啟始應用」群所展現的成效，差異很小。反觀「高度應用」群與「基本應用」群在相較之下，「高度應用」群注重組織面之規劃與執行，輔以智慧型科技之深度應用，因此能創造出優良之績效。

近年來『智慧資本』（Intellectual Capital）越來越受到重視，而良好的顧客關係亦是對公司價值具有重大影響的無形資產；於是產生『顧客資本』的價值。若企業能將顧客知識整合到公司流程管理中，就愈能提供顧客所需要的產品及服務，提高顧客滿意度與忠誠度。 本研究以問卷作為資料收集工具，以天下雜誌2004年公布國內五百大製造業和五百大服務業為研究樣本。以行銷或銷售部門主管或者對於公司市場與主要顧客熟悉的人員為受訪對象，總計有效問卷為150份；採用LISREL分析顧客知識基礎、企業顧客知識能力、動態能力及顧客資本之間的因果關係。 本研究發現如下： 1. 高階管理投入會對於顧客資訊流程與員工評量及獎勵制度有正向影響。企業管理顧客知識的前提就是需要高階管理人員真正重視顧客並且做出承諾。而公司鼓勵員工去瞭解和分享顧客知識，在顧客資訊流程上的實施會更有效果。 2. 建議公司在發展顧客資訊流程時，應該先去瞭解過去經驗和所累積的相關顧客知識，以掌握發展顧客知識能力的路徑相依性。 3. 當公司實施顧客資訊流程越成功，則可以幫助提高公司學習能力的水準。當公司實施顧客資訊流程越成功，則可以將這些資訊整合到產品或服務的設計上以滿足顧客需求。當員工受到重視顧客的評量及獎勵制度激勵時，也能夠將這些顧客知識應用在重要的工作上。 4. 組織的動態能力是經由顧客知識的吸收能力去影響應用能力，然後再去影響顧客資本。所以公司顧客知識吸收能力越強，越有利於公司將這些知識應用在產品和服務流程上，應用能力就會隨著增加且有利於公司發展顧客資本。

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.

在快速變動的環境下，全球企業致力於持續創新以維持競爭優勢。創新是不同知識重組的過程。技術知識與顧客知識成為建構知識互補，達到創新的重要因素。過去的研究著重於測試互補效果的存在以及對於結果的影響。然而，針對知識互補的過程缺乏詳細的瞭解。本研究的目的即希望經由瞭解技術知識與顧客知識如何互補達到創新的過程，對於知識互補建構完整的概念。本研究包含兩個研究問題: (1) 如何定義兩種組織知識（技術知識與顧客知識）的知識互補？(2) 組織如何管理知識互補（技術知識與顧客知識）以達到創新？ 本研究經過反覆的文獻探討及深度個案訪談後，將知識互補定義為一種狀態，當某一種知識提供另外一種知識的缺乏，經過知識互動後增加為了達到某個特定目的的全部價值。此外，建構知識互補過程開始於察覺為了達到某個特定目標知識的不足，進而確認另一種知識來補足它。經過知識互動後，互動的深度及廣度有所變化，兩種知識可能逐漸增加或產生知識質變而達到創新。 本研究基於文獻探討及個案分析的結果提出五個命題。命題主要是針對知識互補的過程、階段及不同類型的知識互補進行探討。本研究發現知識互補有三種型態：基礎性互補、突現性互補及機會性互補。 本研究利用動態觀點分析研發及業務部門知識互動情形，進而瞭解組織建構知識互補的過程。這種過程導向的研究不僅發現知識互補的存在，更進一步解釋知識互補的建構過程。組織可藉由動態管理知識互動以建構知識互補的過程，來達到持續創新的目的。本研究著重於知識本身，知識互補的概念、流程及型態對於創新及知識管理提供未來進一步研究的基礎。 / Global enterprises are currently engaged in continuous innovation to compete and sustain themselves in the dynamic changing market. The development of innovation is a process of novel combination of different kinds of knowledge. Both technological and customer knowledge have been identified as crucial for building knowledge complementarity for delivery of innovation. Researches have examined the existence of complementarity between inputs and the effect of output. Nevertheless, detailed understanding of the process of knowledge complementarity development is still lacking. The objective of this study is to develop a complete concept of knowledge complementarity with a thorough understanding of how technological knowledge complements customer knowledge in the process of adaptation and innovation. There are two research questions, as follows. (1) How can we define knowledge complementarity between the two kinds of organizational knowledge (technological knowledge and customer knowledge)? (2) How do organizations manage knowledge complementarity between technological knowledge and customer knowledge for innovation? Through iterative analyses of the existing literature and examination of empirical data, this study clarifies the definition of knowledge complementarity as a situation in which one source supplies knowledge that another source lacks, thus increasing the total value for achieving a specific purpose through knowledge interaction. The process of building knowledge complementarity starts with sensing the insufficiency of knowledge for a specific goal and identifying sources that can satisfy the deficiency. Then, through knowledge interactions, the scope and depth of the knowledge of the interactive parties are increased and evolved, resulting in an increased innovative value for the specific purpose. Based on the literature review and observation of case studies of T Probe Card and Cyber Software, five propositions were formulated. These propositions concern the sequences of the process of knowledge complementarity and different types of knowledge interaction for knowledge complementarity. The three types of knowledge complementarity identified are: infrastructural complementarity, emergent complementarity, and opportunity complementarity. In different to the static view to examine the relationship between knowledge management variables, this study uses a dynamic view to understand knowledge interaction between R&D and sales department in the process of building knowledge complementarity. This process-oriented study not only examines the existence of complementarity but also provides the explanation for "how" something happened and the sequence of events leading to the outcome. Rather than placing focus on the interactive activities, the underlying point of this study is on the knowledge itself. Operationalizable indexes of the scope and depth of knowledge interaction have been clearly developed for the purpose of examining knowledge interaction and their interplay in different types of knowledge complementarity. The concept, process and distinctive types of knowledge complementarity provide essential input to innovation and knowledge management. Organizations intent to build sustained innovation capability could benefit from this study by dynamically managing knowledge interactions for complementarity of different purposes.

近年來，企業行銷理論從傳統的將注意力放在吸引新顧客上，轉而變成留意舊顧客的維持，如何留住舊顧客，進而從舊顧客中找出具有高價值的顧客，與他們建立長期且有獲利性的關係，則是近年來企業營運及行銷關注的焦點。 本研究使用了顧客知識管理管理來提升企業實行顧客終身價值管理之效益，並提供了顧客維持度、顧客貢獻度，顧客市場區隔三個維度來分析顧客，能更精確的指出關鍵客群，以「記憶體模組產業」作為研究對象，主要係在探討記憶體模組產業之顧客關係管理及顧客價值管理。 本研究透過次級資料收集與分析，以產業分析架構來了解DRAM模組產業現況及趨勢，並以Cambell顧客知識能力模型及SWOT 分析等策略理論將資料作歸納與整理，最後以深度訪談方式來加強或修正次級資料所得到之結論，得出適合個案公司之終端顧客之顧客知識管理作業流程及資料模型，以做為建議企業營運發展策略之參考。 最後，以資料庫結構面、企業流程面、顧客關係管理面及顧客知識管理面四個構面來歸納總結研究。導入顧客知識管理與顧客終身價值管理流程之目標，在於增進個體戶之顧客滿意度及忠誠度，進而提升整體顧客終身價值，另一方面，除了能提供更完善的顧問及技術諮詢的服務，亦能經由市場區隔之分析，使得產品銷售策略更符合市場需求。 / Recently, Business marketing theory is changed to the customer retention.It is important that find out and pay attention to key customers. Enterprises look out for to keep old customer and find out the customer with high value from the old customer.They focus on establishing long-term relation of having profitability with customers. The research used as an example of P campany in the case study.Based on the benefit of customer knowledge management and customer lifetime value,this study is mainly probed DRAM module industry’s customer ralation management and customer lifetime value .Then, it used customer’s retention degree, customer's contribution degree and market segmentation to analyse customers’ behavior. This research collected and analysed through the secondery materials and the analysis was based on industry analysis models such as Cambell’s customer knowledge ability model and the SWOT analysis model to analyze the pros and cons of DRAM industry’s trend and present situation.Then,the study strengthen or revise the conclusion by way of depth interview finally and get ideal end customer knowledge management workflow and data model of end customer ,regard it as the reference of enterprise's strategy. Above all, this sudy use four aspect such as database structue、enterprise’s workflow、CRM and CKM to summarize. The purpose of establishing the procedure of customer knowledge management and customer lifetime value is to improve the customer satisfaction and loyalty, and then emhance whole customer lifetime value.On the other hand, except to offer better services and consultation, Enterprises also can gain more revenue by market segementation and product position.

The purpose of this paper is to develop a comprehensive concept of knowledge interaction offering a robust understanding of how technological knowledge interacts with customer knowledge. There are three research questions: (1) How can we define the knowledge interaction between the two kinds of organizational knowledge (customer knowledge and technological knowledge)? (2) What are the indexes shaping the quality of knowledge interaction between customer knowledge and technological knowledge for innovation? (3) How do organizations develop innovation under the different forces driving the knowledge interaction? Through analysis of existing literature and examination of empirical data, this study will apply a theoretical framework and hypotheses to measuring the knowledge interaction between customer knowledge and technological knowledge.

本研究主要目的為根據文獻進行顧客知識管理流程的分類及定義，並且依據動態能力觀點來驗證這些流程對於顧客回應能力(顧客回應速度及顧客回應專長)和組織績效(財務績效及非財務績效)的影響。本研究也進一步驗證互動管理對於顧客知識管理流程與顧客回應能力之間關係的調節效果。經由對於台灣千大企業問卷調查所回收的資料進行分析，結果顯示，在顧客回應能力方面，顧客知識協作及產生流程將會正向影響顧客回應速度。而顧客知識分析及產生流程將會正向影響顧客回應專長。在組織績效方面，顧客回應速度只對於非財務績效具有正向影響，而顧客回應專長對於財務績效及非財務績效皆具有正向影響。本研究也進一步驗證顧客回應能力之中介效果，顧客回應速度方面，顧客回應速度具有顧客知識創造對於非財務績效之完全中介效果。顧客回應專長方面，顧客回應專長具有顧客知識分析對於財務績效之部分中介效果，以及具有顧客知識分析對於非財務績效之部分中介效果，也具有顧客知識創造對於非財務績效之完全中介效果。互動管理的調節效果，在顧客知識管理流程與顧客回應速度關係方面，互動管理負向調節顧客知識協作與顧客回應速度之關係，也正向調節顧客知識創造與顧客回應速度之關係。在顧客知識管理流程與顧客回應專長關係方面，互動管理負向調節顧客知識紀錄與顧客回應專長之關係，還有正向調節顧客知識分析與顧客回應專長間之關係。以及負向調節顧客知識協作與顧客回應專長之關係。

半導體光電元件普及於各式各樣的電子設備與產品中，可說是支持現代工業社會迅速發展的基礎，因此半導體產業一直是相當引人注目之行業。一般而言，企業要尋求及建立相對優勢，以保有相對之競爭優勢，其可茲運用之策略眾多，價格差異化、強化本身與顧客之關係、發展品牌、提升顧客滿意度，均是可使用之方式。對半導體設備商來說，除了價格、品牌策略外，本研究認為顧客關係管理對於半導體設備商來說，是相當重要的一項議題，半導體光電設備供應商的供應鏈必須具有高回應性才能滿足客戶需要。透過個案研究，本研究系探討半導體光電設備商顧客關係管理之面向與策略，以及顧客關係管理對半導體光電設備商之影響。研究發現，透過顧客關係管理，半導體光電設備商得以在提升顧客價值、客製化顧客需求、降低顧客成本、模組化顧客溝通模式的目標下，利用整合顧客知識、建置顧客管理平台、建立顧客認同、以及公司高階管理者涉入的策略下，得以降低公司在取得新顧客時所需的成本，同時提高既有顧客忠誠度、提升產品競爭力、並提高銷售績效。 / Semiconductor industry is still a promising business in high technology, and the companies in this field have to seek and construct their strength and superiorities to retain the competitiveness. In the light of the distinct tactics of business, customer relationship management is quite an important issue for semiconductor equipment manufacturers besides price and brand image strategies. For the supply chains of semiconductor equipment manufacturers, only the high responsiveness of customer can bring the high satisfactions of customer. The purpose of study hence is to discuss the dimensions and the tactics of customer relationship management of semiconductor equipment manufacturers, and the effect of customer relationship management to the development of semiconductor equipment manufacturers through case study. As the results, semiconductor equipment manufacturers can improve their product competitiveness, customer loyalty, and the cost of getting new possible customers via the tactics of customer knowledge integration, the customer identities, customer management platform, and the involvement of high level manager under the multiple feasible targets.