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。

本研究主要是藉由個案銀行合併之後的信用卡績效表現，探討銀行合併對客戶價值維護的影響，也希望能找出銀行合併過程中，讓顧客滿意的關鍵成功因素。因此，本研究先利用公開資訊，分析台灣過去十年內的銀行合併案例，篩選出八家標的銀行，作為研究主體。將八家標的銀行合併前後的信用卡各項指標以圖表方式呈現，透過CRM指標反應，也可以發現大部分銀行在合併後的顧客滿意並未提升。因此，本研究從中挑選出表現最好的銀行與表現較不好的銀行，作為深度個案訪談研究對象，發現兩家銀行合併若能先掌握六大關鍵因素:執行策略、服務文化、流程整合、資訊系統整合、溝通、組織抗拒，想必能提供顧客一個完善且滿意的服務。 除了六大因素外，本研究在訪談過程中也發現了其他影響顧客價值維護的因素。例如銀行的品牌形象、合併的目的、是否為銀行重點發展的業務或是規模差異等原因，都有可能改變銀行對顧客維護與照顧的作法。 大部分銀行在合併時都忽略了顧客的感受，但是顧客滿意與否才是銀行是否能長期獲利的關鍵。因此不論是六大因素或是其他發現因素，都是銀行合併過程中，影響顧客服務、顧客滿意及顧客價值的驅動因子，因此，銀行若能在合併過程中落實對顧客的服務承諾及六大因素的實踐，相信合併後能產生銀行與顧客雙贏的結果。 / The purpose of the study is to investigate the impact of Merge and Acquisition (M&A) on customer value by reviewing the performance of credit card business before and after the M&A of the selected banks. The study plans to find out the critical factors which might raise the customer satisfaction in the M&A process. Therefore, the study first selects 8 target banks by analyzing the M&A cases in Taiwan in the recent 10 years with public information. The major indicators of the credit card business are analyzed and shown in figures and tables. The Customer Relationship Management (CRM) indicators reflects a truth that the customer satisfaction is not increased after the M&A for most cases in Taiwan. Hence the study chooses 5 banks including the best one and the worst one from the 8 banks as the objects for in-depth interview. Finally the study finds 6 critical factors in M&A: strategy, service culture, procedure integration, IT integration, communication, and organizational inertia. Banks can provide an excellent service if they catch the points of these 6 critical factors in the M&A process. Besides the 6 critical factors, the study also finds other important factors which might contribute to customer value in the interviews. For example, the brand image, the purpose of M&A, the principle business, and scale are influential to customer value. In conclusion, the study finds that most banks pay only a little attention to customer’s feeling in the M&A process. However, the customer satisfaction is the ultimate key point to long-term revenue for the financial industry. So the study strongly recommends in the M&A process banks should take care the 6 critical factors and other important factors fund in the research to fulfill the commitment to customer. The effort in customer satisfaction in the M&A process will eventually end up with a win-win situation to customer and banks.

顧客關係管理(CRM)是結合人、流程和科技，並且追求瞭解顧客需求、提供商業策略和建立與顧客之間的長期關係。成功的利用整合科技，需要適合的商業流程和組織文化來適當地定位人本行為上的元素。因為顧客關係管理並不是簡單的技術解決方案，成功的顧客關係管理運作主要與人們的介入有關。為了建立對於在顧客關係管理中以人為本的流程中清楚剖析內容和角色，本研究分析顧客關係管理流程和倚賴人本的文獻，並且構成有關於在顧客關係管理中以人為本的流程假說需要。它強調高階主管和營運職員對於制定重要決策和與顧客進行立即性溝通的責任，進而帶領與顧客之間的關係管理。 典型的在顧客關係管理中以人為本的流程是很難已被建置或無法以單獨地成為技術解決方案，這些活動包含規劃顧客策略、設計顧客關係管理流程、處理顧客問題、瞭解顧客需求、處理立即溝通和問題、以及整合顧客回應。影響在顧客關係管理中以人為本的流程的因素會和顧客特性、資訊內容、員工能力和組織環境有關。本研究建立的假說是探討在顧客關係管理中以人為本的流程會被以下因素影響的相關性：(1)顧客情感需求、在交易過程中的顧客涉入度和顧客需求的變化；(2)內隱顧客資訊的需求；(3)員工經驗和知識；(4)組織文化。 為了建立在顧客關係管理中以人為本流程的清楚瞭解，本研究依據文獻發現建 構假說和經由深度個案研究來驗證他們。目標是檢驗顧客特性、資訊內容、員工能力和組織環境對於在顧客關係管理中以人為本流程的相關性。 / Customer relationship management (CRM) is a combination of people, processes, and technology that seeks to provide understanding of customer needs, to support a business strategy, and to build long-term relationships with customers. Successful utilization of the integrated technology requires appropriate business processes and organizational culture to adequately address human behavioral elements. Because it is not simply a technology solution, success in CRM business revolves largely around people. In order to build a clearer understanding of the content and role of the people-driven processes of CRM, this study analyzes the literature on CRM processes and people dependencies and forms propositions about the need for people-driven processes in CRM. It emphasizes the responsibility of executives and operational staff in making critical decisions and using intimate communications to conduct relationship management with their customers. Typical people-driven processes in CRM are those that are difficult to implement or that cannot be carried out using technology solutions alone, including such activities as planning customer strategy, designing CRM processes, coping with customer problems, understanding customer needs, handling intimate communications, and integrating customer responses. Factors that affect the dependency of people-driven processes in CRM are related to customer characteristics, the content of information, employee capabilities, and the organizational environment. Propositions formed in this study are that the dependency on people-driven processes in CRM is affected by (1) customer emotional needs, customer involvement in transaction processing, and the dynamics of the customer needs; (2) the need for tacit customer information; (3) employee experience and knowledge; and (4) the organizational culture. To build a clear understanding of the people-driven processes of CRM, this research constructed propositions based on literature findings and verified them through an in-depth case study. The objective is to explain the effects of customer characteristics, the content of information, employee capabilities, and the organizational environment on the dependence of people-driven processes in CRM.

本研究透過次級資料的收集，探討巨量資料分析在顧客關係管理之應用，並著重於零售業、金融業與醫療業三個產業。近幾年來，巨量資料（Big Data）的浪潮襲捲而來，隨著網際網路的發展與智慧型裝置的普遍，現今每個人在日常生活中不斷產生巨量資料，透過智慧型手機、社群網站、信用卡、全球衛星定位系統（GPS）、感測器等，在無形中製造了大量的數據。而在此同時，企業用來儲存、記憶、處理資料的成本不斷降低，設備越來越便宜，技術越來越先進，再加上新的資料來源，巨量資料分析對企業的重要性不言可喻。 巨量資料能徹底改變企業的經營方式，大幅提升企業的經營績效，但這些收入是否超過公司內部在巨量資料所投資的成本，為公司帶來獲利？巨量資料分析又是怎樣應用在顧客關係管理，帶來正面效益？本研究從「企業進行巨量資料分析的動機」、「巨量資料的類型與來源」、「巨量資料分析方式」、「巨量資料分析的結果與效益」及「企業在巨量資料分析的投入與調整」五個面向切入，探討巨量資料分析在顧客關係管理的應用。 研究發現，巨量資料背後的分析學，不僅可以用來解決企業現有的問題，更能協助企業發掘未知的商機，開發新的產品與服務。然而值得注意的是，無論是零售業、金融業或醫療業，巨量資料分析能使企業從競爭對手中脫穎而出的成功關鍵因素，是在於公司本身對資訊的重視程度，以及公司內部能否共同合作，也就是說，從領導階層到第一線員工，不僅都要相信資料，也要懂得如何應用這些巨量資料，使其發揮最大效用，方能在創新的商業模式下，創造企業長期的競爭優勢。

隨著網際網路的興起，網路銀行應運而生。十年多來，網路銀行在IT技術與相關法令方面，日益完整。網路銀行的競爭已由技術層面提升到行銷面，其中最重要的課題就是顧客關係管理。 顧客關係管理的實施對企業的流程、策略與組織結構等等都可能產生重大影響，因此需要將其定位為一種策略工具，才能獲得成功，不能只把它當成是一種科技解決方案。為了解成功的金融機構如何建立起其顧客關係管理策略，本文採用個案研究方法，透過了解台灣在這方面績效優異的金融機構，探討其顧客關係管理策略，以供有關業者與學者之參考。 關鍵字：顧客關係管理、網路銀行、金融機構 / In the internet era, e-Banking evolves exceedingly. Over the last ten years, e-Banking technology has grown day after day. e-Banking solutions are now readily available. Lately, competition in e-Banking is more on the Marketing aspect, rather than Information Technology itself. Among various important topics underneath Marketing, the most critical one is Customer Relationship Management. Implementation of Customer Relationship Management implies change of processes, tactics and institutional framework within an organization. Therefore, it should be positioned as one of the strategic issues rather than simply a tactic. In order to understand how a Financial Institution can establish its Customer Relationship Management strategy effectively, this paper adopts case study approach to explore what the Customer Relationship Management strategy of a successful Financial Institution entails. Key words: Customer Relationship Management, e-Banking， Financial Institution

近年來，隨著台灣燈具照明最大輸出國「美國」經濟的委靡不振，使得市場嚴重萎縮，再者，中國與東南亞廉價勞力的作用下，也讓燈具產業製造廠大量外移，種種大環境的不利因素，無疑對燈具出口值雪上加霜。然而，幸運地是在全球環保意識大幅提升下，各國紛紛倡導綠能生活，因此顧客對燈具照明之需求已從白熾燈轉為具節能減碳效果之LED光源，加上台灣經濟部推出「五八五白熾燈汰換計劃」更是為本研究個案公司創造新的轉型契機。 綜合上述，本研究個案公司藉此一波「綠能生活」趨勢轉折點，重新尋求企業定位以調整公司營運方向，利用顧客對燈具照明需求之轉變，藉此將企業文化導入顧客關係管理之經營理念，讓行銷聚焦於核心顧客關係管理模式，透過主動式之行銷策略，打造一隻堅強之顧問式銷售團隊，深入瞭解金字塔最上層之1%核心顧客需求並提供解決方案，增進顧客價值最大化，讓雙方合作形成牢不可破之「核心顧客管理協同階段」，孕育雙方命運共同體之革命情感，達成買賣雙方之雙贏策略。 有鑑於此，本研究個案公司利用個案公司中小企業特性，在資源有限的前提下，推廣顧客關係管理的過程。首先，運用Barrett(1986)提出80/20法則定律的行銷手法，搭配Zeithaml et al.(2001)將顧客分成四階層之「顧客金字塔」模型，尋求金字塔頂端的1%顧客創造企業99%的營收。接著，再透過Cheverton(2001)識別與選擇矩陣分類個案公司之顧客等級，藉由「顧客吸引力」與「相對優勢」雙軸之交叉找尋出真正的核心顧客。最後，依據上述個案公司所定義出之核心顧客，進行Hanan(2011)顧問式銷售的七大流程，並導入Rackham(2004)提出的SPIN理論，以顛覆傳統行銷的推式策略改為拉式策略，達到真正「以顧客為中心」之服務理念。 / The export to the USA that has played an important role in supporting the Taiwanese lighting industry has been impacted seriously by the worst American economy in these years. Meanwhile, it has also brought about shrinking LED lighting market sales badly in the USA. Moreover, low cost labors from China and Eastern Asia have forced the Taiwanese lighting industry to move abroad. Because of these disadvantage factors, the total values of export in the Taiwanese lighting products have been plummeting than ever. However, the concept of green life has been prevailing all around the world; therefore, each country has promoted and launched green life gradually. Consequently, customer demands for lighting equipment have changed to the LED lighting which could decrease emission of carbon compared with the white lighting. In addition, the best turning point for the company in the case study to transform is that Taiwanese Ministry of Economic Affairs launched a project for replacing white lighting. As mentioned above, the company in the discussion aimed to seize a new position and set up the direction of operation under the trend of green life. Moreover, the transformation of customer demands would inspire T-Company to execute the customer relationship management as a brand-new mission. It created a new module of focusing on key account management. In order to gain key customer loyalty permanently and understand particularly one percent of the top of the customers, T-company developed a consultative selling skill to provide appropriate solutions and created a pull marketing strategy to enhance customer values maximum. Both of those crucial methods not only built up the collaboration between T-company and customers firmly, but also have T-company to wear customer shoes to reach win-win situations. The company in the discussion which is classified as small and medium-size enterprises is restricted by limited resources; therefore, paper aimed to probe how this kind of company could guide into the customer relationship management to maintain long-term relationship. Firstly, the paper applied the theory of 80/20 rule and the customer pyramid proposed by Barrett in 1986 and Zeithaml et al. in 2001 respectively, creating and serving profitable customers. Secondly, T-company used the theory of investments and returns from the customer portfolio, the two axes of the identification and selection matrix are customer alternativeness and relative strength, segmenting the key account (Cheverton, 2001). Finally, in order to highlight the concept of customer service, T-company should promote 7 steps of consultative selling and SPIN theory to create the pull strategy that subverts the traditional marketing model.

社群行銷(Social Marketing)狹義指的是透過聚集網友，或品牌於社群平台上發布的行銷活動，包括：Facebook、YouTube、Instagram、Twitter等社群平台的的各種行銷；然廣義的社群行銷卻不只是有在網路上的行為，實體上只要3人以上相互之間產生了影響就能形成社團甚至組織，也能透過各種行銷活動促成某些商業目的。而顧客關係管理是行銷中最重要的一環，社群行銷的主要意涵其實正是管理好與客戶的關係、與消費者的關係，甚至是企業主與員工間的關係。 本研究針對主要針對目前主流的社群平台之行銷方式進行分析討論，並以實體活動與網路行銷成功結合的案例為輔助，且試圖以4C來印證社群行銷的效益，有助於探析社群、行銷以及顧客關係管理三者之間的相互作用；最後發現4C可用來針對行銷的不同階段提供正確的策略思考，並據以解決不同的行銷難題及危機並建立溝通模式。

在目前競爭激烈的商業環境中，個人化服務逐漸受到重視，並被公司視為增加競爭力的利器。此篇論文首先釐清個人化與客製化之間的關係，再將個人化相關的應用、技術及設計方法做一個基礎性的探討。 由於 “顧客” 是個人化的重心，此研究以三階段的Delphi研究方法探究哪些因素會影響顧客對於個人化服務的評價。許多個人化相關的研究是以公司的角度為出發點，但此研究則是以顧客的觀點來看台灣金融業的個人化服務。研究的兩個重點為：(1) 顧客對於台灣金融業目前的個人化服務評價為何？(2)台灣金融業在個人化服務方面最需要改進的部份為何？ 研究結果顯示，顧客是以一個cost-benefit viewpoint來評量企業所提供的個人化服務。對顧客而言，costs包括隱私上的損失及推銷和廣告所可能帶來的困擾。而benefits的主要來源則是好又準確的個人化服務。針對金融業來說，好又準確的個人化服務便是對個人需求經過精確的量身訂做後的資訊，在最適當的時間、地點以適當的管道提供給顧客。 研究結果也顯示，目前台灣金融業的個人化服務仍需要很大的努力與改進。此研究也整理出三個建議：(1)在個人化的過程中給顧客更多的掌控權；(2)尊重顧客的隱私權；(3)提供真正量身訂做的個人化服務，而不是把個人化當作推銷的藉口。 / Personalization is gaining increasing popularity among enterprises that strive to win a competitive edge by knowing and serving their customers better. This paper begins with an examination of the interdependency and inseparability between personalization and customization. An overview of personalization applications, technologies, and design techniques is then presented. As 'customer' is the theme of personalization, criteria that affect customers' acceptance and evaluation of personalization initiatives are then explored using a 3-stage Delphi method. Differed from many researches that examine personalization through the corporate / implementer's lenses, this study looks at personalization practices in Taiwan's financial industry – from a customer perspective. For such purpose, a financial personalization model is constructed from a customer standpoint. Two main questions to explore are: (1) how well do customers think personalization is being implemented in Taiwan's financial industry, and (2) which areas are in desperate need for improvements. Research results reveal that customers evaluate personalization efforts from a cost-benefit viewpoint. Potential costs include concession in privacy and concerns of possible promotion annoyance. On the other end of the scale, the main source of benefits is good and accurate personalization. In the case of financial industry, good personalization means precisely tailored information delivered at the right time and place. Unfortunately, the research also shows that currently the costs outweigh the benefits. Three suggestions are proposed: (1) give customers more control in the personalization process, (2) respect customers’ privacy, and (3) offer customers truly tailored information instead of an excuse to annoy customers with unwanted promotions.

由於資訊科技不斷地快速發展下，企業要滿足消費者的需求，除了要提昇產品價值外，面對市場的競爭策略也從產品差異化到服務差異化來創造企業價值。 要在服務差異化來創造企業價值的最重要利基是要建立一個專業的客服中心，同時，將ITIL的Help Desk的觀念導入客服中心的Service Desk的功能上，進而達到全方位的客服中心。本研究以一家國際快遞物流公司的客服中心導入ITIL的Help Desk功能結合個案公司的客服中心現有的應用系統架構中為實例，並探索客服中心的服務功能面與結合Help Desk的功能整合後，應用在目前的系統與程序將足以提昇顧客滿意與期望。 從本研究實例中，可以發現客服中心系統與資訊總部導入ITIL的模組，藉由ITIL的Help Desk的基本理論與實作導入客服中心的Service Desk與CRM的結合，將可以加強客服中心的功能完整性與顧客滿意度的提昇。同時，不論是企業內的客服中心或專業的客服公司，要如何在維運上讓服務品質能更提昇與控制，在客服中心的處理成本降到最低外，這些問題要在客服中心三大組成要素的範疇內，包含「人」、「系統」、「程序」。同時，以Help Desk導入客服中心，發現在後送處理的流程中，對客服中心的服務滿意度及專業度也會有非常顯著的表現。 / In order to satisfy the increasing requirements from customers and to face the rapid innovation of information technology, enterprise not only needs to improve its product value but also to change its business model from product-centered to service-centered competitive strategy. The market competitive strategy has been reshaped from product differentiation to service differentiation that creates the business value. One of the imperative key points to create business value through service-differentiation is that we have to build a professional customer service center. And ,we need to deploy the ITIL Help Desk concept to enhance the service desk functionalities of the customer service center. This study demonstrates the deployment of the ITIL Help Desk functionalities to the customer contact center using an international express and logistics company as a case study. By integrating customer service center service capability and the Help Desk new functionalities, the customer satisfaction and expectation can be improved. In this case study, we the deployment of ITIL model for customer service center system and the information data center can be found. Based on the theory of ITIL Help Desk and the integration of customer service center Service Desk and CRM, it is expected the customer service center functionalities and the customer satisfaction can be enhanced and improved respectively. How to operate a customer service center; improve and control its service quality and minimize the operational costs is very important to the enterprise. Three major elements including people, system and process that form the customer service center are also need to be considered. Deploying ITIL Help Desk in customer service center shows high satisfaction and professionalism when shipment is being processed and delivered.

休閒農業為現代人提供了休閒的好去處，但它仍屬於事業之一種，必須有獲利才能生存。近年來許多不同產業因應用顧客關係管理(Customer Relationship Management, CRM)而大幅提昇經營者的利益。本研究嘗試將顧客關係管理之理念導入休閒農場之經營，藉由使農場業者於建造、整修及進行行銷活動時，能集中於遊客們重視的顧客關係管理因素，則可節省農場經營成本亦獲得遊客較高的滿意度及忠誠度，來達到顧客關係的維持，進而使顧客價值最大化並達到經營獲利的目的。研究目的有三：（一）獲得遊客對農場各項顧客關係管理因素之重視度、滿意度及忠誠度。（二）探索顧客關係管理指標、滿意度與忠誠度之關聯。（三）提出針對休閒農場之實務經營建議。 本研究以台灣休閒農業學會評鑑之宜蘭縣優良休閒農場及Google搜尋網站之網頁資訊選擇北關休閒農場、頭城休閒農場及香格里拉休閒農場為本研究之抽樣範圍。問卷共回收521份，有效問卷456份，問卷資料分析採敘述性統計及推論性統計，其中推論性統計包含信度分析、因素分析、卡方檢定、單因子變異數分析及皮爾森(Pearson)相關分析等。研究結果獲致以下結論並驗證本研究假說： （一）休閒農場仍有極大的發展潛力-遊客類型以青壯年的中產白領階級為主，遊客重遊率亦僅兩成左右。 （二）遊客對農場顧客關係管理因素有不同重視程度-遊客對農場設施的安全性、環境整潔舒適衛生、服務人員的服務態度、優美的自然景觀及服務人員解決問題的效率與能力等五項因素最為重視。 （三）遊客特性影響滿意度及忠誠度-遊客在「服務與安全」構面獲得最高的滿意度，對農場的忠誠度呈現「態度忠誠」高於「行為忠誠」的現象。大部分所得、教育程度較低的遊客與旅遊停留時間較長、花費較高的遊客有較高的滿意度與忠誠度。 （四）顧客關係管理指標優於分項滿意度、整體滿意度之評估-經由相關性分析獲致與忠誠度間的相關性間，顧客關係管理指標高於整體滿意度，代表顧客關係管理指標比整體滿意度更具代表性意義。 根據本研究成果，對休閒農場經營策略提出以下建議： （一）提昇「服務與安全」構面滿意度。 （二）參與「策略聯盟」。 （三）依遊客對顧客關係管理因素的重視度，調整經營決策與努力方向。 （四）培養顧客關係與有效知識管理。 （五）增加不同的創意行銷方式。 （六）創造特色休閒農場。 （七）設計多元化的活動，提供客製化服務。 / Recreation agriculture has offered a good relaxing place for the modern, as it is a kind of business; its survival relies heavily on the profit it can make. In recent years there are various industries using the theory of Customer Relation Management (CRM) significantly improve the gains for the owners. The intention of this research is to apply the theory of CRM for the management of the leisure farms. By concentrating on the tourists valued CRM factors during the construction, renovation and conduct marketing activities, the farm industry will not only save the operating cost of the farm and obtain higher satisfaction and loyalty from the tourists as well, but also keep a good relationship with the customers. More over it will maximize the value of customers and achieve the goal of making operation profit. The three main purposes of the research are: (1) obtaining the valuation, satisfaction and loyalty of the farm tourists to each and every CRM factor, (2) exploring the relationship between the management index, satisfaction and loyalty of CRM, (3) submitting a practical and feasible suggestion to the owner for operating the leisure farms. Based on the evaluation on the quality of the leisure farms in Yilan County conducted by Taiwan Leisure Agriculture Association and the information shown in the webpage of Google search engine, this research chooses Pei-Kuan、Toucheng and Shangrila leisure farms as the samples. A total of 521 questionnaires were recovered, 456 recovered questionnaires are valid and were analyzed by descriptive and inferential statistics. The inferential statistics include reliability analysis, factor analysis, chi-square test, one-way ANOVA and Pearson Correlative analysis. The results of this research led to the following conclusions and verify the hypotheses: 1.Leisure farms still have great potential for development – the majority of tourists are white-collar middle class young people, the tourists revisiting rate is only around 20% at present time. 2.Tourists have different emphasis on CRM factors- the tourists are much concerned on the five factors as below: (1) the safety of facilities, (2) the clean and comfortable environment, (3) the attitude of attendants, (4) the beautiful natural scenery, and (5) the efficiency and capability of solving problems of attendants of farm. 3.The personal character of tourist will influence the satisfaction and loyalty - the "service and security" dimension gains the highest satisfaction of tourists, the loyalty to the farms shows that "attitude of loyalty" is higher than " behavior of loyalty". Most tourists of lower income and education have higher satisfaction and loyalty than the tourists who have longer stay and more expenditure. 4.The assessment for that CRM index is superior to the itemized satisfaction and overall satisfaction – According to the Pearson Related analysis for the loyalties, the CRM index has higher correlation than the overall satisfaction, and it means that the CRM index has more representative significance than the overall satisfaction. Based on the results of this research, the following tactics are submitted for the management of the leisure farms: 1.To improve the satisfaction of "service and security". 2.To participate in "strategic alliance." 3.To adjust the strategy and direction of the operation in accordance with the comments on CRM factors collected from the tourists. 4.To make a good relationship with customers and have an effective knowledge management. 5.Adopting various ways to create market. 6.Creating a leisure farm with specialized characteristics. 7.Providing customized services with various activities.