Due to globalization, international business competition has become keen in recent years. Enterprises have to face different challenges from all over the world, from inside Taiwan to the whole globe. Consequently, enterprises start to consider what management they can put into practice in order to increase organizational niche and improve business competitiveness and performance. Numerous theories and empirical studies suggested that the prime method to increase business competitiveness and performance is to connect management activities and strategies with customers. It can achieve remarkable success in business innovation and economy. Based on this, business philosophy nowadays turned into customer-oriented instead of cost or efficiency-oriented. There are lots of literature referring customer knowledge management and customer relationship management; most of them focus on the impact of these two factors on business performance. The linkage between knowledge management and customer relationship management are less discussed. As a matter of fact, customer knowledge management is the intervening variable when enterprises do customer relationship management, affecting the outcome of customer relationship management a lot. This study mainly aimed to to measure how customer knowledge management and customer satisfaction influence customer relationship management. On the other hand, the influence of customer satisfaction on customer knowledge management and customer relationship management are included as well. According to the analysis of literature and in-depth interview with the case company, the findings were as followed: 1.Customer knowledge management in software industry is beneficial for the predictability of the Customer relationship management. 2.The customer satisfaction is very important for software industry. Customer satisfaction is beneficial to enrich the intension of Customer knowledge management and maintain a good relationship with customers.

Because most of Taiwan semiconductor industry are (OEM; Original Equipment Manufacturer) and the major customers have two type: One is IDM which has own IC design, fab manufacturing, IC assembly and IC test, for example IBM,Inter¡Ketc.And the other is IC design houses which only have IC design, and let fab manufacturing, IC assembly and IC test outsourcing, for example Media Tek, Etron...etc. In order to force on core technology, the company¡¦s strategy is outsourcing and the outsourcing capacity will release to subcontractors. How to increase new package development performance is the major points to make sure subcontractors can get outsourcing capacity and it also can let company transfer from OEM to ODM. New package development is the basic procedure and the core technology in the semiconductor industry. Due to the product become high risk, shorter life cycle time and faster technology innovation, it causes the company will be more competitive in the world. In order to keep growth, it¡¦s very important to make sure the success of new package development. That¡¦s reason why more and more company involve customers knowledge in the new package development to reduce uncertainty, shear financial risk and provide the key decision. Believe in the customer knowledge management, customer characteristic and market information are all affect the new product development performance.

Knowledge Management and Customer Care are regarded to be able to strengthen the competitive capability of a company. Knowledge Management is supposed to increase the innovative power for problem solving whereas Customer Relationship Management is supposed to increase the customer satisfaction and thereby the customer loyalty. This case study followed a mixed approach to combine aspects from the Knowledge Management and the Customer Relationship Management. Matter of this study was a small-size organization that had a demand for a ticket system for the 2nd and 3rd level support as part of their customer service. Because of an increasing volume of incoming requests, it was necessary to change the system from e-mail clients to a ticket system. Additionally, the company wanted to assure that all agents are able to process all types of requests in order to keep up good service quality even if the experts are not available. For this reason, the concept of this study was not only to introduce a ticket system, but also to implement a Knowledge Base storing the knowledge how to solve the requests in shape of sample solutions. The aim of the study was to find out whether such an approach would be possible, what the success influencing factors would be and what effect such an approach would have on the overall Knowledge Management practices. For this purpose the study made use of qualitative research methods, like interviews and observations, throughout the whole project’s duration. As a result, the project was not able to deliver the desired insights completely. The introduction of the pure ticket system was very successful as the employees reported an improvement of their working processes. The Knowledge Base however was not used during the observation period at all. As a standard risk for projects, late hardware delivery, turned into a problem and used up the planed buffers, the remaining time for observation, whether the Knowledge Base would be used or not, was too short. Therefore, it is necessary to do a follow-up study and assess whether the effect only is late or there is no effect. It might even be necessary to prove the approach in another environment, as the studied company very much relies on the personalization approach for Knowledge Management. Because of the well developed communication culture at the studied company, the employees prefer direct communication for knowledge sharing and knowledge transfer. That inhibits knowledge codification as a Knowledge Management approach. This itself, of course is a valuable insight.

Abstract: Business-to-business (B2B) marketing involves several components including the marketing management decision-making process and the buying behaviors of the B2B clientele and the end users. Disregarding customer knowledge management (CKM) and inaccurate analysis of data cost companies billions of dollars per year. The objective of this exploratory single-case study was to develop an in-depth analysis of the problem that some marketing managers have limited knowledge of how to use CKM strategies to improve B2B customer engagement. The dynamic capabilities and technological opportunism theories comprised the study's conceptual framework. Data collection consisted of participant observations, member checking, and semistructured interviews with 4 Dallas-based, managers at various levels of responsibility within a single B2B company. The data analysis entailed using an adaptation of Giorgi's systematic text condensation and inductive coding techniques of reoccurring themes. The themes that emerged indicated a need to improve marketing strategies. These themes included developing a division wide marketing plan, devising a CKM tool, and initiating organization wide CKM protocols and training. Beneficiaries of this research are marketing managers, marketing practitioners, organizational strategy and policy makers, and students of business administration. Implications for social change include specifying the strategies that business leaders need to improve sustainability.

There has been an increasing demand for commercial organisations to foster real-time interaction with customers, because harnessing customer competencies has been shown to be a major contributor towards various benefits, such as growth, innovation and competition. This may drive organisations to embrace the development of multimodal interaction and complement Electronic Customer Knowledge Management Systems (E-CKMS) with metaphors of audio-visual nature. Although the implementation of E-CKMS encounters several challenges, such as lack of trust and information overload, few empirical studies were devoted to assess the role of audio-visual metaphors, and investigate whether these technologies can be put into practice. Therefore, this thesis describes a comparative evaluation study carried out to examine the implication of incorporating multimodal metaphors into E-CKMS interfaces on not only usability of E-CKMS, but also the user's trust, knowledge and acceptance. An experimental E-CKMS platform was implemented with three different modes of interaction: Visual-only E-CKMS (VCKMS) with text and graphics, Multimodal E-CKMS (MCKMS) with speech, earcons and auditory icons and Avatar-enhanced multimodal E-CKMS (ACKMS). The three platforms were evaluated by three independent groups of twenty participants each (total=60) who carried out eight common tasks of increasing complexity and design based on three different styles. Another dependent group of forty-eight participants (n=48) was instructed to interact with the systems under similar usability conditions by performing six common tasks of two styles, and fill a questionnaire devised to measure the aspects of user acceptance. The results therein revealed that ACKMS was more usable and acceptable than both MCKMS and VCKMS, whereas MCKMS was more usable than VCKMS, but less acceptable. Inferential Statistics indicated that these results were statistically significant.

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.

Syftet med denna studie har varit att bidra till ökad medvetenhet, förståelse och kunskap om Co-Creation. Genom att fokusera på flygindustrin som är mycket bekant för författaren är syftet med studien och forskningen att bättre förstå hur flygbolagen ser på samverkan och fördelar eller potentiella nackdelar med att använda Co-Creation för att driva ett mer integrerat samarbete mellan kunderna och leverantörer. Datainsamling har skett genom en blandad metoddesign som fångade både kvantitativ och kvalitativ data. Deltagarna i studien är alla från flygindustrin. Totalt deltog 43 studieobjekt i denna studie. Resultaten illustrerar att det för närvarande finns en begränsad nivå av samverkansaktivitet inom flygindustrin, men de flesta deltagarna bedömer att det finns stora fördelar med Co-Creation. Resultatet indikerar att respondenterna anser att Co-Creation är absolut nödvändigt för att driva innovation, skapa en samarbetsmiljö och ett verktyg för leverantörer att bättre förstå både flygbolagens behov och krav samt passagerarnas behov och krav. Denna studie kommer att gynna både leverantör och flygbolag genom att samarbete och partnerskap kan baseras på gemensamma värderingar, överenskommelser och mål. Resultatet kan ytterligare ses representera leverantörsrelationer mer generellt och därigenom gynna alla som bättre vill förstå hur Co-Creation kan användas för att förbättra och expandera leverantörs- och kundengagemang. / Sammanfattning: The purpose of this study has been to contribute to greater awareness, understanding and knowledge on Co-Creation. By focusing on the aviation supply industry which is very familiar to the author, the aim with the study and research is to better understand how airlines view Co-Creation and the benefits or potential drawbacks of using Co-Creation to drive more integrated collaboration between customers and suppliers. This is a study with data collection utilizing a Mixed Method Design Survey that captured both Quantitative as well as Qualitative information and input. The participants in the study are all from the aviation industry. In total 43 study objects participated in this research. The results illustrate that there is currently only a limited level of Co-Creation activity in the aviation supply industry, however the vast majority of participants’ assess that there are significant benefits with Co-Creation. The result indicate that airline respondents believe that Co-Creation is imperative to drive innovation, create a more collaborative environment and a tool for suppliers to better understand both the airlines needs and requirements as well as the needs and requirements of the airlines passengers. This study will benefit both supplier and airlines by collaborating and partnering can be based on common values, understandings and goals. The result can be further extrapolated to represent supplier customer relationships as a whole and further benefit anyone who would like to better understand how Co-Creation can be used in improving and expanding supplier and customer engagement. / <p>2017-08-16</p>

There has been an increasing demand for commercial organisations to foster real-time interaction with customers, because harnessing customer competencies has been shown to be a major contributor towards various benefits, such as growth, innovation and competition. This may drive organisations to embrace the development of multimodal interaction and complement Electronic Customer Knowledge Management Systems (E-CKMS) with metaphors of audio-visual nature. Although the implementation of E-CKMS encounters several challenges, such as lack of trust and information overload, few empirical studies were devoted to assess the role of audio-visual metaphors, and investigate whether these technologies can be put into practice. Therefore, this thesis describes a comparative evaluation study carried out to examine the implication of incorporating multimodal metaphors into E-CKMS interfaces on not only usability of E-CKMS, but also the user¿s trust, knowledge and acceptance. An experimental E-CKMS platform was implemented with three different modes of interaction: Visual-only E-CKMS (VCKMS) with text and graphics, Multimodal E-CKMS (MCKMS) with speech, earcons and auditory icons and Avatar-enhanced multimodal E-CKMS (ACKMS). The three platforms were evaluated by three independent groups of twenty participants each (total=60) who carried out eight common tasks of increasing complexity and design based on three different styles. Another dependent group of forty-eight participants (n=48) was instructed to interact with the systems under similar usability conditions by performing six common tasks of two styles, and fill a questionnaire devised to measure the aspects of user acceptance. The results therein revealed that ACKMS was more usable and acceptable than both MCKMS and VCKMS, whereas MCKMS was more usable than VCKMS, but less acceptable. Inferential Statistics indicated that these results were statistically significant.

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.