| Summary: | 碩士 === 國立中山大學 === 企業管理學系研究所 === 107 === As the concept of customer relationship management (CRM) and data analysis knowledge become pervasive, more and more small and medium-sized businesses (SMEs) start to implement CRM software in recent years. However, they usually get stuck in groupthink and consider that CRM is all about implementing the software. However, a successful CRM requires organizational change which means all departments and personnel need to participate. From the strategic analysis of the company before the implementation, data analysis of customer data at the time of implementation to customer value management that integrates the above analysis, the complete process can generate the maximum benefit for companies. For SMEs, when implementing the software and concepts of customer relationship management, it is also an opportunity to review their product portfolio, internal processes, and customer management processes.
The studies before less research on the complete process of CRM implementation while focusing more on the system integration and application of the software without discussing the analysis of the internal and external environment of the company. In the case of limited resources, SMEs should focus on all the resources within the company and the differences with their competitors in order to facilitate the establishment of the targets. After implementing the software, data can be used to assist companies in conducting differentiation strategy, rather than being lost in collecting customer data.
This study conducts a complete analysis by participating in the process of Company H’s actual implementation of CRM software. Based on the 5A marketing framework proposed by Philip Kotler, the 5R marketing structure is developed for B2B enterprises based on their characteristics. Through this structure, combined with marketing tool analysis, industry analysis, and customer transaction data analysis, the research proposes strategic recommendations for SMEs on customer value management.
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