Relationships have defined business exchanges ever since Homeric Greece. Yet it was not until 1983 that the concept of relationship marketing first appeared in marketing literature (Berry 1983). Since then, relationship marketing has emerged as a specific priority for marketing academics and managers. We have observed an explosion of research papers and popular business books, with academics and managers coming to a consensus view: Strong customer relationships are vital to company strategy and performance (Morgan and Hunt 1994; Palmatier et al. 2006).
自從希臘荷馬時代以來，關係就已經成為商業交流的定義。然而，直到 1983 年，關係行銷的概念才首次出現在行銷文獻中 (Berry 1983)。從那時起，關係行銷就成為行銷學者和管理者特別重視的議題。我們觀察到研究論文和通俗商業書籍的激增，學者和管理者都達成共識：強大的顧客關係對公司策略和績效至關重要 (Morgan and Hunt 1994; Palmatier et al. 2006)。

But instead of reaching a maturity stage, relationship marketing is entering its next upsurge. A confluence of trends driving the global business world-including the transition to service-based economies, faster product commoditization, intensified competition worldwide, growth
但是，關係行銷不但沒有進入成熟階段，反而正進入下一個高峰期。驅動全球商業世界的各種趨勢--包括向服務型經濟的轉型、產品商品化的加速、全球競爭的激化、經濟的增長和社會的不穩定性--都在影響著關係行銷。
among emerging markets, aging populations, advertising saturation, and (above all) the digital age-has prompted the continued expansion of the impact and effectiveness of strong customer-seller relationships relative to other marketing mix factors. Marketing thought leaders compellingly delineate how strong customer relationship value can trump brand value-one of marketing’s most traditional home turfs-when it comes to determining the total value of an enterprise. For example, when Binder and Hanssens (2015) investigated and compared the dollar valuations of brand assets and customer relationship assets in 6,000 mergers and acquisitions between 2003 and 2013, they found that worldwide, while brand value declined by almost half (i.e., from $18\mathrm{\%}$$18\mathrm{\%}$18%18 \% to $10\mathrm{\%}$$10\mathrm{\%}$10%10 \% of total enterprise value), relationship value doubled (i.e., from $9\mathrm{\%}$$9\mathrm{\%}$9%9 \% to $18\mathrm{\%}$$18\mathrm{\%}$18%18 \% ). These findings illustrate a substantial shift in investors’ preferences, away from acquiring businesses with strong brands to businesses that possess strong customer relationships. We posit that this trend only will strengthen as the digital age proceeds, as we detail in this chapter.
在新興市場、人口老化、廣告飽和，以及（最重要的）數位時代之間，強大的客戶銷售關係相對於其他行銷組合因素的影響力和有效性持續擴大。行銷思想領袖們令人信服地描述了強大的顧客關係價值如何在決定企業總價值時超越品牌價值--這是行銷最傳統的主場。例如，Binder 和 Hanssens (2015) 調查和比較了 2003 年至 2013 年間 6,000 宗併購案中品牌資產和客戶關係資產的美元估值，發現在全球範圍內，品牌價值幾乎下降了一半（即從佔企業總價值的 $18\mathrm{\%}$$18\mathrm{\%}$18%18 \% 下降到 $10\mathrm{\%}$$10\mathrm{\%}$10%10 \% ），而客戶關係價值則翻了一番（即從 $9\mathrm{\%}$$9\mathrm{\%}$9%9 \% 上升到 $18\mathrm{\%}$$18\mathrm{\%}$18%18 \% ）。這些發現說明投資者的偏好發生了重大轉變，從收購擁有強大品牌的企業轉向收購擁有強大客戶關係的企業。我們假設，隨著數位時代的來臨，這種趨勢只會更加強烈，正如我們在本章中所詳述的。

Building their marketing strategy around relationships is a viable strategy for firms, considering the innate importance of relationships for human beings. As primates, we have evolved to be social animals, such that approximately one-third of the activity performed by an average human brain is linked to interactions. In addition, our capacity for empathy is among the most essential defining traits of humanity (Newman 2016; University of Virginia 2013). Relationships drive human behavior; along with cooperation, they enable evolutionary advances (Becker 1986; Trivers 1971; Trivers 1985). As we will discuss in this book, it is possible to explain how consumers respond to different marketing activities by considering psychological factors and perceptions related to relationships and interactions (e.g., gift-gratitude, anger-punishment, guilt-reciprocation, love-hate) (Cialdini and Rhoads 2001; Dahl, Honea, and Manchanda 2003; Dahl, Honea, and Manchanda 2005; Palmatier et al. 2009; Palmatier et al. 2007). In this sense, human evolution is a critical foundation for the effectiveness of relationship marketing.
考慮到人際關係對人類與生俱來的重要性，以人際關係為中心建立行銷策略對公司來說是一個可行的策略。作為靈長類動物，我們已進化為社會動物，因此人類大腦平均約三分之一的活動都與互動有關。此外，我們的同理心能力是人類最基本的特徵之一（Newman，2016 年；弗吉尼亞大學，2013 年）。人際關係是人類行為的動力；與合作一起，人際關係促成了進化的進步（Becker 1986；Trivers 1971；Trivers 1985）。正如我們將在本書中討論的，考慮與關係和互動相關的心理因素和感知（例如，禮物-感恩、憤怒-懲罰、內疚-感恩、愛-恨），就有可能解釋消費者如何對不同的行銷活動做出反應（Cialdini and Rhoads 2001; Dahl, Honea, and Manchanda 2003; Dahl, Honea, and Manchanda 2005; Palmatier et al.）在這個意義上，人類的進化是關係行銷有效性的重要基礎。

Recognizing the innate need for relationships, customer-centric organizations devote substantial resources to connect with customers and maintain strong relationships with them, which ultimately may evoke relationship-based loyalty (Day 2006; Gartner 2014a). Companies employ relationship marketing tools to produce relationship equity, and from an overall marketing strategy perspective, this equity can be a source of sustainable competitive advantage, together with brand or offering equity (Palmatier and Sridhar 2017). Customers value and seek unique characteristics that emerge in relationship-based exchanges (e.g., reduced perceptions of risk, higher trust, enhanced cooperation, greater flexibility), especially in service, business-to-business, and complex offerings contexts. In many settings, both sellers and customers prefer to conduct business transactions embedded within mutually beneficial relationships.
以顧客為中心的組織意識到與生俱來對關係的需求，因此會投入大量資源與顧客建立聯繫，並維繫強健的關係，最終可能喚起顧客對關係的忠誠度 (Day 2006; Gartner 2014a)。企業運用關係行銷工具產生關係資產，從整體行銷策略的角度來看，此資產可與品牌或產品資產一起成為永續競爭優勢的來源 (Palmatier and Sridhar 2017)。客戶重視並尋求在以關係為基礎的交換過程中出現的獨特特性（例如，降低風險感知、提高信任度、加強合作、增加彈性），尤其是在服務、企業對企業和複雜產品的情境中。在許多環境中，賣方和顧客都喜歡在互惠互利的關係中進行商業交易。

This chapter therefore introduces the concept of relationship marketing in four parts. First, we explain the very notion of relationship marketing, highlighting how it can drive a company’s sustainable competitive advantage. Second, with an overview approach, we describe what relationship marketing is, how it relates to and is distinct from other marketing domains, and how its meaning and terminology have evolved over time. Third, we review five key trends that have shaped and reinforced relationship marketing’s role in recent years. Fourth, in line with the overall approach we take in this book, we focus on the digital age as a mega-trend that continues to determine relationship marketing practices while simultaneously augmenting the relevance of effective relationship marketing strategies for any firms striving to survive in the challenging modern marketing environment.
因此，本章將分為四個部分介紹關係行銷的概念。首先，我們解釋關係行銷的概念，強調關係行銷如何推動公司的永續競爭優勢。其次，我們以總覽的方式，說明什麼是關係行銷、它與其他行銷領域的關係和差異，以及它的涵義和術語如何隨著時間演進。第三，我們回顧了近年來塑造和強化關係行銷角色的五大趨勢。第四，根據我們在本書中所採取的整體方法，我們將重點放在數位時代這個大趨勢上，這個趨勢將持續決定關係行銷的實務，同時強化有效的關係行銷策略對於任何努力在充滿挑戰的現代行銷環境中生存的公司的相關性。

A basic underlying principle of marketing strategy is that no firm ever operates in isolation. Any strategy a firm follows-especially if it turns out to be effective in the target market-will prompt some reaction from competitors, either to mimic successful strategies or to come up with their own innovative approach (Palmatier and Sridhar 2017). To thrive in the long run, companies thus must develop barriers to competitive attacks, in the form of sustainable competitive advantages. Regardless of their source, these advantages indicate that the company can generate more customer value than its competitors in the industry for the same set of products and services, such that competitive firms are unable to imitate or surpass the focal company’s successful strategy (Barney and Clark 2007). A sustainable competitive advantage thus meets three criteria: (1) The firm’s customers care about it, (2) the firm is relatively better than its competitors in providing it, and (3) it is difficult for competitors to duplicate or substitute for, even if they invest substantially in trying to do so (Barney and Hesterly 2012).
行銷策略的一個基本原則是，沒有一家公司是孤立運作的。公司遵循的任何策略，尤其是在目標市場上行之有效的策略，都會引起競爭對手的某些反應，或是模仿成功的策略，或是提出自己的創新方法（Palmatier and Sridhar 2017）。因此，為了長期茁壯成長，公司必須以永續競爭優勢的形式，發展競爭攻擊的障礙。無論其來源為何，這些優勢都表示公司在同一套產品和服務上，能比同業競爭者創造更多客戶價值，以致競爭公司無法模仿或超越目標公司的成功策略（Barney and Clark 2007）。因此，可持續競爭優勢符合三項標準：(1) 公司的客戶關心該優勢；(2) 公司在提供該優勢方面相對優於競爭對手；(3) 即使競爭對手投入大量資金，也很難複製或替代該優勢（Barney 和 Hesterly，2012 年）。

From a marketing perspective, there are three main sources of sustainable competitive advantages: brands, offerings, and relationships (Palmatier and Sridhar 2017). A brand-based sustainable competitive advantage relies on brand awareness and the brand image built up in consumers’ minds, which makes brands hard to imitate, promotes habitual buying, and offers identity benefits to customers. Brands and brand equity have long had pivotal roles in large consumer markets (e.g., soft drinks, beer, fashion, automobiles). Offering-based sustainable competitive advantages instead build on investments in research and development and resulting innovations, such that the offered products and services substantially improve the customer’s experience through cost benefits, performance advantages, or supplementary services. This form of equity
從市場營銷的角度來看，可持續競爭優勢主要有三個來源：品牌、產品和關係（Palmatier and Sridhar 2017）。以品牌為基礎的可持續競爭優勢依賴於品牌知名度以及在消費者心目中建立的品牌形象，這使得品牌難以模仿、促進習慣性購買，並為客戶提供身份認同利益。長久以來，品牌和品牌資產在大型消費市場（如汽水、啤酒、時尚、汽車）中扮演著舉足輕重的角色。以產品為基礎的永續競爭優勢，則是建立在研發投資與創新的基礎上，使所提供的產品與服務能夠透過成本效益、效能優勢或輔助服務，大幅改善顧客的體驗。這種形式的權益
can be relevant across markets, particularly in domains such as software or electronics. Finally, a relationship-based sustainable competitive advantage relies on strong relationships between customers and salespeople, other boundary-spanning personnel, or the firm as a whole, which evoke hard-to-copy and high levels of trust, commitment, and reciprocal bonds. They thus encourage customer retention and loyalty, even when circumstances change, and they enhance financial performance. Relationship equity usually is most effective in service, complex offering, and business-to-business contexts.
在不同的市場中，尤其是在軟體或電子產品等領域中，這一點是非常重要的。最後，以關係為基礎的永續競爭優勢仰賴於客戶與銷售人員、其他跨領域人員或公司整體之間的穩固關係，這種關係能喚起難以複製的高度信任、承諾和互惠關係。因此，即使在環境改變時，這些關係也能鼓勵顧客保留和忠誠度，並提升財務績效。關係權益通常在服務、複雜產品和企業對企業的情況下最為有效。

Firms typically invest in efforts to obtain all three categories of sustainable competitive advantage. Together, brand-, offering-, and relationshipbased equities synergistically constitute a company’s overall customer equity, or “the total of the discounted lifetime values summed over all of the firm’s current and potential customers” (Rust, Lemon, and Zeithaml 2004, p. 110). In a particular context, the weight and effectiveness of the three sources of sustainable competitive advantage vary cross-sectionally, depending on general market conditions, and also evolve longitudinally over time (see Figure 1.1).
公司通常會投資以獲得這三種可持續競爭優勢。以品牌、產品和關係為基礎的權益共同構成了公司的整體顧客權益，或「公司所有現有和潛在顧客的折現終生價值總和」（Rust, Lemon, and Zeithaml 2004, p.110）。在特定情況下，可持續競爭優勢的三個來源的重要性和有效性會隨著整體市場條件的變化而橫截面變化，也會隨著時間的推移而縱截面變化（見圖 1.1）。

Yet in a very broad sense, this three-pronged approach is relatively new, because relationships represented the dominant source of advantages for literally thousands of years (Palmatier 2008). During preindustrial eras, farmers and craftspeople took to local exchanges in nearby markets to get their products to consumers directly. These producers functioned as manufacturers, but they also performed retailing functions, and their familiar, embedded relationships with consumers established trust-based business norms. Few institutionalized rules or protections were in place. Even as they extended beyond immediately local markets, traders relied on relationships to ensure confidence in the quality of the goods. Many trade patterns in history only could have emerged from groups that maintained consistent, strong relationships; the historical “silk route” is a key example. In addition, to signal their trustworthiness, some of these groups started citing their family or group names-an early form of branded relational trust (Sheth and Parvatiyar 1995). Early
然而，從廣義上來看，這種三管齊下的方法相對較新，因為幾千年來，人際關係一直是優勢的主要來源（Palmatier，2008 年）。在前工業時代，農民與手工匠在鄰近市場進行當地交易，直接將產品交給消費者。這些生產者具有製造商的功能，但同時也扮演零售商的角色，他們與消費者之間熟悉的、根深蒂固的關係，建立了以信任為基礎的商業規範。當時幾乎沒有制度化的規則或保護措施。即使他們的業務已擴展到當地市場以外，貿易商依賴關係來確保對商品品質的信心。歷史上的許多貿易模式，都是由維持穩定、穩固關係的團體所創造出來的；歷史上的「絲綢之路」就是一個重要的例子。此外，為了表示他們值得信賴，其中一些團體開始引用他們的家族或團體名稱，這是早期品牌關係信任的一種形式（Sheth and Parvatiyar 1995）。早期

Figure 1.1 Evolution of Sustainable Competitive Advantages (SCA) in Marketing
圖 1.1 永續競爭優勢 (SCA) 在行銷上的演進
“brands” derived from family names sought to spread their foundational or prototypical customer relationships, in which a store owner developed good relationships with customers (e.g., Ferrari, J.C. Penney, Adidas, Abercrombie & Fitch, Ben & Jerry’s, Bentley, Campbell’s, Gillette, Jack Daniel’s, Yamaha, Suzuki).
源自姓氏的「品牌」試圖傳播其基礎或原型的顧客關係，其中店主與顧客建立了良好的關係（例如法拉利、J.C. Penney、Adidas、Abercrombie & Fitch、Ben & Jerry's、Bentley、Campbell's、Gillette、Jack Daniel's、Yamaha、Suzuki）。

Along with vast other shifts, the mass production supported by the Industrial Revolution prompted a change to the dynamic relations between producers and consumers. Mass production led to substantial volumes of manufactured goods, so to ensure sufficient demand for all these items, producers had to conduct more aggressive sales and promotions. It also allowed for vast economies of scale, such that as producers churned out large volumes of goods at low cost, they had to be stored, transported, and ultimately sold to a wider, more distant customer base. To meet these new market needs, people increasingly moved to urban manufacturing centers; in turn, more goods (especially agricultural production) had to be moved into the new population centers and held until the newly urban consumers were ready to purchase them. In aggregate then, industrialization created new channel members that could provide transportation, storage, selling, and retailing functions (Bartels 1962). Competition to sell similar products also led to more transactional exchanges, so brands gained a new and critical role, namely, as a means to distinguish the products and signal their quality. As these mass-production outcomes expanded, the effectiveness of local, long-term relationships as a sustainable competitive advantage diminished.
工業革命所支持的大量生產，連同其他巨大的轉變，促使生產者與消費者之間的動態關係產生變化。大規模生產帶來了大量的製成品，因此為了確保所有這些產品都有足夠的需求，生產者必須進行更積極的銷售和促銷。大規模生產也帶來了巨大的規模經濟，生產者以低成本生產出大量商品，這些商品必須被儲存、運輸，最終銷售給更廣泛、更遠的客戶群。為了滿足這些新的市場需求，越來越多的人遷移到城市製造中心；反過來，更多的商品（特別是農產品）必須遷移到新的人口中心，直到新的城市消費者準備好購買這些商品為止。總的來說，工業化創造了新的通路成員，可以提供運輸、儲存、銷售和零售的功能 (Bartels 1962)。同類產品的銷售競爭也導致了更多的交易交換，因此品牌獲得了一個新的關鍵角色，即作為區分產品和標示其品質的一種手段。隨著這些大規模生產結果的擴大，當地長期關係作為一種可持續競爭優勢的有效性降低了。

This evolution in the source of sustainable competitive advantage did not stop there, either. That is, such advantages relied largely on relationships in the earliest markets and turned more to brands following the Industrial Revolution; today, we find that innovative offerings represent the primary source of a sustainable competitive advantage, a shift that signals the evolution created by the digital revolution. Today the digital revolution refers to cutting-edge technologies, but it really began in the late 1950s, as analog or mechanical tools gave way to digital computers. As these techniques produced new and innovative offerings, CEOs came to regard a constant focus on innovation as the determinant of their competitiveness, allowing the firm to protect its existing status but also expand into new markets.
可持續競爭優勢來源的這種演變也並非止步於此。也就是說，這種優勢在最早的市場中主要依賴關係，在工業革命後則更多地轉向品牌；今天，我們發現創新產品代表了可持續競爭優勢的主要來源，這種轉變標誌著數位革命所創造的演變。今天，數位革命指的是尖端科技，但它真正開始於 1950 年代末期，因為類比或機械工具讓位給數位電腦。由於這些技術產生了新的創新產品，執行長們開始將持續專注於創新視為競爭力的決定因素，讓公司既能保護現有地位，又能拓展新市場。

Each new source of a sustainable competitive advantage enhances the other, rather than just replacing it. Perhaps the next source will come from a service revolution (Vargo and Lusch 2004). Relative to products, services account for approximately $85\mathrm{\%}$$85\mathrm{\%}$85%85 \% of the U.S. economy (Fang, Palmatier, and Steenkamp 2008), and because a single organization often produces and delivers them, they create “disintermediation”-eliminating the middleman from the channel and solidifying the producer-consumer bond. By definition, services are intangible, inconsistent, perishable, and
每種可持續競爭優勢的新來源都會增強其他來源，而不只是取而代之。也許下一個來源將來自服務革命 (Vargo and Lusch 2004)。相較於產品，服務約佔美國經濟的 $85\mathrm{\%}$$85\mathrm{\%}$85%85 \% % (Fang, Palmatier, and Steenkamp 2008)，而且由於服務通常由單一機構生產與提供，因此服務創造了「去中介化」（disintermediation）- 從通路中消除中間人，並鞏固生產者與消費者之間的關係。根據定義，服務是無形、不一致、易腐敗的，同時也是無形的。
hard to evaluate, so customers often must depend on boundary-spanning personnel to obtain and sometimes even coproduce them. Furthermore, the intangibility of service offerings increases the benefits of relationshipbased trust for the customer (Palmatier et al. 2006).
難以評估，因此客戶通常必須依賴跨越邊界的人員來取得，有時甚至是共同製造。此外，服務產品的無形性也增加了客戶對關係型信任的好處（Palmatier 等人，2006 年）。

The sustainable competitive advantage of platform businesses heavily depends on the platform provider’s customer relationships. Platforms represent a disruptive business model innovation where a third-party service provider operates a platform to enable exchanges between two groups of entities (i.e., users and providers of the focal service). As such, platforms represent two-sided markets where the platform company needs to effectively manage their relationships with two types of customers. Popular examples of platform businesses are Airbnb and Uber, which have transformed the hospitality and transportation industries, respectively. Without owning any one bed, Airbnb today represents the world’s largest accommodation service. As the world’s largest taxi service, Uber owns no cabs. Instead, through their platforms, Airbnb and Uber connect and match hosts and guests or drivers and riders. As such, platforms’ success is reliant on the size of the community of service providers and service users, putting the management of customer relationships with and the provision of value to both parties at the forefront of managerial thinking for establishing sustainable competitive advantage.
平台企業的可持續競爭優勢在很大程度上取決於平台供應商的客戶關係。平台代表了一種顛覆性的商業模式創新，由第三方服務供應商經營一個平台，以促成兩組實體 (即使用者和主要服務供應商) 之間的交流。因此，平台代表雙方市場，平台公司需要有效管理與兩類客戶的關係。Airbnb 和 Uber 就是平台企業的熱門案例，它們分別改變了酒店業和運輸業。在不擁有任何一張床位的情況下，Airbnb 如今代表了全球最大的住宿服務。作為全球最大的計程車服務，Uber 並不擁有任何計程車。相反，Airbnb 和 Uber 透過各自的平台，將房主和賓客或司機和乘客連接並配對。因此，平台的成功有賴於服務供應商和服務使用者社群的規模，將與客戶關係的管理和為雙方提供價值放在建立可持續競爭優勢的管理思維的最前端。

Source: McRae (2015).  資料來源：McRae (2015)：McRae (2015)。

These more recent shifts-that is, the service revolution and the most recent advances in the digital age, as related to Web 4.0 (e.g., artificial intelligence, augmented reality) -have brought the evolution of sustainable competitive advantages full circle, back to relationships. The anonymity and geographic distance separating relational partners in online settings and the intangibility of digital products and services means that channel members strive to establish relational trust and strong bonds. Relationships are coming back en vogue as important sources of sustainable competitive advantage.
這些較近期的轉變，也就是服務革命和數位時代的最新進展，與 Web 4.0 有關 (例如人工智慧、擴充實境)，讓永續競爭優勢的演進又回到了關係上。線上環境中關係夥伴之間的匿名性和地理距離，以及數位產品和服務的無形性，意味著通路成員致力於建立關係信任和強大的聯繫。作為可持續競爭優勢的重要來源，關係正在重新流行。

To answer the crucial and foundational question, “What is relationship marketing?,” this section first delineates the scope and definition of relationship marketing. We compare relationship marketing with related areas to evaluate the potential overlap, and we also place relationship marketing within a historical context by describing the evolution of the discipline and its terminology over time.
為了回答 「什麼是關係行銷？」這個重要的基礎問題，本節首先界定了關係行銷的範圍和定義。我們將關係行銷與相關領域進行比較，以評估潛在的重疊性，我們也將關係行銷置於歷史背景中，描述這門學科及其術語隨著時間的演進。

Relationship marketing is “the process of identifying, developing, maintaining, and terminating relational exchanges with the purpose of enhancing performance.”
關係行銷是 「以提升績效為目的，識別、發展、維護和終止關係交換的過程」。
(Palmatier 2008, p. 3)
(Palmatier 2008, p. 3）。

We start with this definition, derived from the contributions of scholars who have established the very domain of relationship marketing as a specific field within marketing. In particular, one of the most widely used definitions of marketing in general, issued by the American Marketing Association, emphasizes relationships by asserting that “marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders” (Palmatier 2008, p. 3, emphasis added). Across various definitions of marketing, managing relationships thus appears in conjunction with, and as equally important as, traditional marketing mix elements (e.g., place, price, product, promotion), prompting a specific line of research into relationship marketing that leverages various research domains and perspectives to derive various definitions (Berry 1983; Harker 1999), as summarized in Table 1.1. Across these variations though, three features are common (Gronroos 1997; Sheth and Parvatiyar 2000):
我們從這個定義開始，這個定義來自於學者們的貢獻，他們把關係行銷這個領域確立為行 銷學中的一個特定領域。尤其是美國行銷協會（American Marketing Association）所發佈的行銷定義中，其中一個最廣泛使用的定義就是強調關係，並斷言「行銷是一種組織功能，也是一套創造、傳達、提供價值給顧客，以及管理顧客關係，使組織及其利害關係人受惠的流程」（Palmatier 2008, p. 3, 強調是後加的）。因此，在各種不同的行銷定義中，關係管理與傳統的行銷組合元素（例如地點、價格、產品、促銷）同時出現，並且同樣重要，這促使了關係行銷的特定研究方向，利用各種不同的研究領域和觀點來衍生出各種不同的定義（Berry 1983; Harker 1999），如表 1.1 所示。在這些不同的定義中，有三個特點是共通的 (Gronroos 1997; Sheth and Parvatiyar 2000)：

With the clear recognition that relationships consist of various stages, often following a common pattern of growth, researchers establish that engagement develops over time. In turn, the relationship marketing tactics that are appropriate and that reflect the changing exchange must shift dynamically across stages (Dwyer and Oh 1987; Wilson 1995). Even when scholars specify different numbers of substages or adopt varying terminology to refer to similar ideas, we can identify four main stages in extant research: identifying, developing, maintaining, and terminating.
研究人員清楚地認識到，人際關係是由不同階段組成的，通常遵循著一個共同的成長模式。反過來，適當的、反映交換變化的關係行銷策略也必須在不同階段之間動態轉換（Dwyer and Oh 1987; Wilson 1995）。即使學者們指定了不同數量的次階段，或採用不同的術語來指代類似的想法，我們還是可以在現有的研究中找出四個主要階段：識別、發展、維繫和終止。

The breadth of a relationship defines the target of relationship marketing tactics, such that relationship marketing might not be limited just to customers but also could include various stakeholders-that is, anyone with an interest in or who might be affected by the firm’s activities, including employees, suppliers, competitors, and wider society. Accordingly, relationship marketing might apply to individual entities,
關係的廣度界定了關係行銷策略的目標，因此關係行銷可能不只限於顧客，也可能包括各種利害關係人，也就是任何與公司活動有利害關係或可能受到公司活動影響的人，包括員工、供應商、競爭對手和更廣泛的社會。因此，關係行銷可能適用於個別實體、
but it also might span groups or networks. For example, relationships might link individuals (person-to-person, person-to-many persons; network perspective, interpersonal), an individual with a firm or group (person-to-firm, firm-to-person), or firms (firm-to-firm, interfirm). Although the precise tactics differ for the different types of partners, the underlying theories and models remain fundamentally the same (Morgan and Hunt 1994). In this sense, relationship marketing practices can apply to virtually any “entity,” or networks of entities and interfirm relationships (Rindfleisch and Moorman 2003; Sivadas and Dwyer 2000). Some decisions and efforts to enhance relationship development require modifications when applied to groups versus individuals, but according to extant empirical evidence, relationships constantly and simultaneously form at different levels (Doney and Cannon 1997; Palmatier et al. 2007). These unique, simultaneous relationships with various targets in turn exert specific and distinct effects on the firm’s performance (Palmatier et al. 2007).
但也可能跨越團體或網路。例如，關係可能連結個人（人對人、人對多人；網絡角度、人際）、個人與公司或團體（人對公司、公司對人），或公司（公司對公司、公司間）。雖然針對不同類型的合作夥伴，精確的策略有所不同，但基本的理論和模式在根本上是相同的（Morgan and Hunt 1994）。在這個意義上，關係行銷實務幾乎可以適用於任何「實體」，或實體與公司間關係的網路（Rindfleisch and Moorman 2003; Sivadas and Dwyer 2000）。有些加強關係發展的決策和努力，在應用於團體與個人時需要修改，但根據現存的經驗證據，關係會在不同層面不斷地同時形成（Doney 和 Cannon，1997 年；Palmatier 等人，2007 年）。這些與不同目標同時形成的獨特關係，反過來對公司的績效產生特定且獨特的影響（Palmatier 等人，2007 年）。

Finally, descriptions of relationship marketing often highlight its promise for creating “win-win” outcomes. Such language may come to seem unrealistically altruistic and “contradict the fact that the profit motive [is] still a principal business driver” (Egan 2004, p. 23). But in practice, for it to persist and support long-term performance goals, relationship marketing must provide benefits for both parties. Its success demands consideration of both parties’ outcomes, not just those achieved by the entity that initiates the relationship (e.g., seller), even if one party’s benefits might be solely social. Despite this clear and required feature of relationship marketing, many assessments and measures adopt the single perspective of the initiator, which adopts relationship marketing explicitly to achieve its goals. The unidirectional perspective can be beneficial, in that it reveals whether the actual practice of relationship marketing remains consistent with the underlying motivations that drove the partners to engage in the first place. For example, seller firms often measure the returns on their investments (ROI) in relationship marketing, and though they might include any new value generated for customers in these metrics, they do so mainly to determine whether their relationship marketing program is sufficiently effective. Moreover, the recognition that all relationships may enter a termination stage entails to some extent the use of a unidimensional perspective: A seller will need to terminate relationships on which it continues to lose money, even if they provide the linked customers with value. That is, even in the “win-win” context of relationship marketing, with its pursuit of value cocreation through cooperation, rejection of transactional exploitation, and long-term perspective, each party ultimately must achieve its profit goals, and unprofitable relationships will not often continue in business exchanges.
最後，關係行銷的描述經常強調它能創造「雙贏」的結果。這種說法可能會讓人覺得不切實際的利他主義，而且「與利潤動機仍然是主要商業驅動力的事實相矛盾」（Egan 2004, p.23）。但實際上，為了讓關係行銷能持續下去並支持長期績效目標，關係行銷必須為雙方提供利益。它的成功需要考慮雙方的成果，而不僅僅是那些由發起關係的實體（例如，銷售商）所達成的成果，即使其中一方的利益可能只是社會利益。儘管關係行銷有這個明確且必須的特點，許多評估和衡量方法仍採用單一的啟動者角度，即明確採用關係行銷來達成目標。單向的觀點可能是有益的，因為它可以揭示出關係行銷的實際作法是否與一開始驅使合作夥伴參與關係行銷的基本動機保持一致。舉例來說，賣方公司通常會衡量他們在關係行銷上的投資報酬率 (ROI)，雖然他們可能會將任何為客戶產生的新價值列入這些指標中，但他們這樣做主要是為了判斷他們的關係行銷計畫是否足夠有效。此外，承認所有的關係都可能進入終止階段，在某種程度上就需要使用單維的觀點：賣方需要終止那些持續虧損的關系，即使這些關系為相關客戶提供了價值。 也就是說，即使在「雙贏」的關係行銷背景下，追求合作創造價值、摒棄交易剝削，以及長期的觀點，每一方最終都必須達成其利潤目標，無利可圖的關係往往不會在商業交流中持續下去。
Table 1.1 Summary and Analysis of Relationship Marketing Definitions
表 1.1 關係行銷定義的摘要與分析

Source: Adapted from Palmatier (2008, pp. 6-7).
資料來源：改編自 Palmatier (2008, pp. 6-7)。

As the previous discussion should make clear, relationship marketing overlaps somewhat with various other marketing domains and areas; in these related fields, academics study similar antecedents and outcomes. Yet important distinctions also arise when we compare the focus of relationship marketing strategies with the foci of other established marketing strategies.
正如前面的討論所表明的，人際關係行銷與其他各種行銷領域和領域有些重疊；在這些相關領域中，學者們研究類似的前因和結果。然而，當我們比較關係行銷策略的重點與其他既有行銷策略的重點時，也會產生重要的區別。

For example, consider how relationship marketing and branding strategies overlap. Both relationships and brands are critical sources of intangible, market-based assets that can be leveraged to achieve superior financial performance (Srivastava, Shervani, and Fahey 1998). But brand equity refers to the differential effect of brand knowledge on customer actions, such that customers behave more favorably toward a product when they can identify its brand (Keller 1993). In this sense, brand equity may be “a fundamentally product-centered concept” that does not fully capture the drivers of customer behavior (Rust, Lemon, and Zeithaml 2004, p. 110). Thus, even if relationship marketing and branding activities both seek to build intangible assets that can encourage customer loyalty or purchase behaviors at lower costs, they differ fundamentally in their unit of analysis. Branding focuses on products (i.e., product-centric), with extensions to the firm; relationship marketing focuses on customers (i.e., customer-centric) and their extensions to the firm. This distinction at the core level of products versus customers thus appears clear, but as customers develop their attitudes toward and beliefs about the firm, these distinct impacts become more difficult to separate. The overall customer equity that results reflects both brand equity and relationship equity (as well as offering equity, of course). Their relative importance in turn depends on the context or the perspective. If a survey asks a customer to indicate his or her “trust in a firm,” it might evoke both product- and relationship-based trust, for example. To differentiate the effects of brands and relationships pragmatically, we would need to identify specifically which constructs were being measured and their focal referent. With its focus on the relationship (not product), relationship marketing uniquely entails measuring relational characteristics such as relational trust, commitment, reciprocity norms, cooperation, or conflict.
例如，考慮關係行銷與品牌策略如何重疊。關係和品牌都是以市場為基礎的無形資產的重要來源，可以利用這些資產獲得優異的財務績效 (Srivastava, Shervani, and Fahey 1998)。但品牌資產是指品牌知識對顧客行動的不同影響，例如當顧客可以識別產品的品牌時，他們的行為會對產品更有利（Keller 1993）。在這個意義上，品牌資產可能是「一個基本以產品為中心的概念」，無法完全捕捉顧客行為的驅動因素 (Rust, Lemon, and Zeithaml 2004, p. 110)。因此，即使關係行銷和品牌塑造活動都在尋求建立無形資產，以較低的成本鼓勵顧客忠誠度或購買行為，它們在分析單位上仍有根本的不同。品牌行銷著重於產品（即以產品為中心），並延伸至企業；關係行銷則著重於顧客（即以顧客為中心），並延伸至企業。因此，在產品與顧客的核心層面上，這種區別似乎很明顯，但隨著顧客對公司的態度和信念的發展，這些不同的影響就變得更難區分了。由此產生的整體顧客資產反映了品牌資產和關係資產（當然還有銷售資產）。它們的相對重要性反過來又取決於背景或角度。舉例來說，如果一項調查要求顧客表示他或她對「公司的信任」，可能會同時喚起以產品和關係為基礎的信任。 為了實事求是地區分品牌和關係的影響，我們需要具體辨識哪些建構物會被量測，以及它們的焦點所指。由於關係行銷的重點在於關係（而非產品），因此它獨特地需要測量關係特徵，例如關係信任、承諾、互惠規範、合作或衝突。

Another comparison involves promotional marketing. The tactics and instruments employed may be similar (e.g., providing price concessions in a financial relationship marketing program or a promotional campaign), yet relationship marketing and promotional strategies differ in their orientations. By definition, relationship marketing takes a longterm, relational orientation, aimed at retaining a customer and stimulating repeated transactions that ultimately ensure greater customer lifetime value. Promotional marketing strategies instead reflect companies’
另一個比較涉及促銷行銷。所使用的策略和工具可能類似（例如，在財務關係行銷計畫或促銷活動中提供價格優惠），但關係行銷和促銷策略在取向上有所不同。根據定義，關係行銷採取長期的、關係性的取向，目的在於留住顧客，刺激重複交易，最終確保更高的顧客終生價值。促銷行銷策略則反映公司
efforts to spark consumers’ interest in and purchase of a focal product rather than competitors’ products, often to increase their market share (Wierenga and Soethoudt 2010). The focus is on attracting and acquiring prospective customers to stimulate their discrete transactions with the firm. Such promotional marketing strategies are characterized by their short-term, transactional orientation.
努力引發消費者對焦點產品而非競爭對手產品的興趣與購買，通常是為了增加市場佔有率（Wierenga and Soethoudt 2010）。重點在於吸引並獲得潛在客戶，以刺激他們與公司進行離散交易。這類促銷行銷策略的特點是短期、交易導向。

E-commerce giant Amazon invests in both relationship and promotional marketing. For example, Amazon introduced its Amazon Prime program to continuously provide recurring customers with convenient benefits of shopping at Amazon. In contrast, the firm uses online promotions to attract and acquire prospective customers and to stimulate and accelerate discrete transactions. As an example, Amazon offers special deals and promotions on Cyber Monday as an online counterpart to traditional offline retailers’ Black Friday. Combining both instruments and enhancing Prime members’ exclusivity and status feelings, Amazon gives their loyalty program members a 30 -minute early access to Cyber Monday deals.
電子商務巨頭 Amazon 在關係行銷和促銷方面都有投資。例如，亞馬遜推出 Amazon Prime 計劃，持續提供經常性客戶在亞馬遜購物的便利權益。相反地，該公司利用線上促銷來吸引和獲得潛在客戶，並刺激和加速離散交易。舉例來說，亞馬遜在網路星期一 (Cyber Monday) 提供特別優惠和促銷，作為傳統離線零售商黑色星期五 (Black Friday) 的線上對應。結合這兩種手段，並加強 Prime 會員的專屬性和地位感，Amazon 讓其忠誠度計劃會員提早 30 分鐘獲得網路星期一的優惠。

Source: Amazon (2018).  來源：亞馬遜 (2018)。

Finally, relationship marketing shares commonalities with services marketing, business-to-business marketing, and channel marketing, but distinctions also exist. For example, service, business-to-business, and channel marketing each reflect a specific focus on improving performance in unique contexts with distinct features (e.g., intangible services, exchanges between firms, channel members), whereas relationship marketing seeks to improve performance by changing all sorts of relationships, which take place in many different contexts. A meta-analysis of more than 38,000 marketing relationships shows that building strong links is more effective, in terms of improving performance, for services than for product offerings, in business-to-business (B2B) versus business-to-consumer (B2C) markets, and for channel partners rather than direct customers (Palmatier et al. 2006). As should come as no surprise, research and practice in services, B2B, and channels contexts thus tend to include relational constructs. We also note that early services research provides the foundations for many key relationship marketing concepts (Berry 1983; Berry 1995).
最後，關係行銷與服務行銷、企業對企業行銷和通路行銷有共同點，但也有區別。舉例來說，服務行銷、企業對企業行銷和通路行銷各自反映了在具有明顯特徵（例如，無形服務、企業間的交換、通路成員）的獨特情境中改善績效的具體重點，而關係行銷則尋求通過改變發生在許多不同情境中的各種關係來改善績效。對超過 38,000 種行銷關係進行的元分析顯示，就改善績效而言，建立強大的聯繫對於服務比對於產品提供、對於企業對企業 (B2B) 比對於企業對消費者 (B2C) 市場、對於通路夥伴比對於直接客戶更有效（Palmatier 等人，2006 年）。因此，服務、B2B 和通路情境中的研究和實踐往往會包含關係架構，這應該不足為奇。我們也注意到早期的服務研究提供了許多關鍵關係行銷概念的基礎（Berry 1983; Berry 1995）。

Since its emergence as a separate academic domain in the 1980s, relationship marketing has spread and grown into an umbrella term for various concepts, strategies, and instruments that companies leverage in their
關係行銷自 1980 年代作為一個獨立的學術領域出現以來，已經擴散並成長為一個彙總各種概念、策略和工具的詞彙，這些概念、策略和工具都是公司在其營運過程中所利用的。
efforts to strengthen, build, grow, and maintain successful relationships with customers. Figure 1.2 depicts the evolution of relationship marketing terminology, as used in marketing literature. In particular, customer loyalty, customer relationship management, loyalty programs, customer centricity, customer engagement, and customer experience represent relevant terms employed to denote aliases, subcomponents, or specific facets of relationship marketing.
努力鞏固、建立、發展並維持與客戶的成功關係。圖 1.2 描述了關係行銷術語在行銷文獻中的演變。其中，顧客忠誠度、顧客關係管理、忠誠計劃、以顧客為中心、顧客參與和顧客體驗等相關術語被用來表示關係行銷的別名、子組成部分或特定層面。

The concept of customer loyalty, often referred to as brand loyalty before the 1990 s, is older than the relationship marketing concept itself. Customer loyalty is “a collection of attitudes aligned with a series of purchase behaviors that systematically favor one entity over competing entities,” which enhances relationship performance (Watson et al. 2015, p. 803). Customers that offer a seller loyalty engage in a limited search for alternatives, rebuy without soliciting competitive bids, and disclose competitive quotes so the favored company can have the final opportunity to win their business (i.e., last look). Increased customer loyalty represents one of the most valued and anticipated relational outcomes of relationship marketing efforts because of its strong positive effects on financial performance (Jacoby and Chestnut 1978; Oliver 1999; Watson et al. 2015).
顧客忠誠度的概念，在 1990 年代以前常被稱為品牌忠誠度，其歷史比關係行銷概念本身還要悠久。顧客忠誠度是 「與一系列購買行為相結合的態度集合，這些購買行為系統性地偏向一個實體而非競爭實體」，從而提升關係績效（Watson 等人，2015 年，第 803 頁）。提供賣方忠誠度的客戶會有限度地尋找替代品，在沒有徵求競爭對手的情況下重新購買，並披露競爭對手的報價，以便受青睞的公司能有最後的機會贏得他們的生意（即最後一瞥）。由於顧客忠誠度對財務績效有強大的正面影響，因此提高顧客忠誠度是關係行銷工作中最受重視和預期的關係結果之一（Jacoby and Chestnut 1978; Oliver 1999; Watson et al.）

The term “customer relationship management” emerged from IT vendor and practitioner communities in the mid-1990s (Payne and Frow
顧客關係管理」一詞於 1990 年代中期在 IT 廠商和從業人員社群中興起 (Payne 和 Frow)。

Figure 1.2 Evolution of Relationship Marketing Terminology
圖 1.2 關係行銷術語的演進
2005). Although often used interchangeably (Parvatiyar and Sheth 2001; Payne and Frow 2005), this term actually tends to be a more focused, narrowly defined term, rather than the broad, holistic concept of relationship marketing. A synthesis of extant literature suggests a definition of customer relationship management as a subcomponent of relationship marketing that seeks to develop “appropriate relationships with key customers and customer segments,” “unites the potential of relationship marketing strategies and IT,” and focuses on tactical issues through the “integration of process, people, operations, and marketing capabilities that is enabled through information, technology, and applications” (Payne and Frow 2005, p. 168). In a sense, then, customer relationship management is the application of relationship marketing by managers across the organization using IT tools to ensure a persistent focus on customers and attain performance objectives.
2005).雖然經常被交替使用（Parvatiyar and Sheth 2001；Payne and Frow 2005），但這個名詞實際上傾向於更聚焦、更狹隘的定義，而非關係行銷廣泛、整體的概念。綜合現存的文獻，顧客關係管理的定義是關係行銷的一個子組成部分，旨在發展「與關鍵顧客和顧客群組的適當關係」，「結合關係行銷策略和 IT 的潛力」，並通過「透過資訊、技術和應用程式實現流程、人員、營運和行銷能力的整合」（Payne and Frow 2005, p.168）來專注於戰術問題。因此，從某種意義上說，客戶關係管理是整個組織的管理者利用 IT 工具對關係行銷的應用，以確保對客戶的持續關注，並達到績效目標。

Another tool for relationship marketing is loyalty programs. Employed by firms in diverse industries, such as retailing, travel and hospitality, and financial services, these programs count 3.8 billion members in the United States alone. The average household subscribes to more than 30 different programs; companies spend $\mathrm{\$}48$$\mathrm{\$}48$$48\$ 48 billion annually to manage them (Fruend 2017; Gordon and Hlavinka 2011). Noting their ubiquity in practice, academic research on loyalty programs also has gained traction since the mid-1990s (Dowling and Uncles 1997). From this research stream, we derive a definition of loyalty programs as encompassing any institutionalized incentive system that attempts to enhance customers’ attitudes and behaviors over time; they take myriad formats, such as bonus points, gifts, tiered service levels, or dedicated support (Henderson, Beck, and Palmatier 2011; O’Brien and Jones 1995).
關係行銷的另一項工具是忠誠度計畫。這些計劃被零售、旅遊、酒店和金融服務等不同行業的公司所採用，僅在美國就有 38 億會員。平均每個家庭訂閱超過 30 種不同的計畫；公司每年花費 $\mathrm{\$}48$$\mathrm{\$}48$$48\$ 48 億美元來管理這些計畫 (Fruend 2017; Gordon and Hlavinka 2011)。由於忠誠度計畫在實踐中無處不在，有關其的學術研究自 20 世紀 90 年代中期（Dowling 和 Uncles，1997 年）開始發展。從這一研究流中，我們得出忠誠度計劃的定義，它包括任何制度化的激勵系統，試圖隨著時間的推移提升客戶的態度和行為；它們有許多不同的形式，例如積分獎勵、禮品、分層服務等級或專屬支援（Henderson、Beck 和 Palmatier，2011 年；O'Brien 和 Jones，1995 年）。

The notion of customer centricity, throughout the organization, arose in literature published in the 2000s (Lemon and Verhoef 2016; Sheth, Sisodia, and Sharma 2000). Customer centricity refers to “a holistic organizational mindset or strategic approach that centers on understanding and delivering value to individual customers rather than mass or target markets” (Lemon and Verhoef 2016, p. 73). Regarding customer centricity as a managerial goal or customer perception about how well the firm manages to make customers the focus of the organization’s overall behavior implies that it can be an effective relationship marketing strategy.
以顧客為中心、整個組織的概念，出現於 2000 年代出版的文獻中 (Lemon and Verhoef 2016; Sheth, Sisodia, and Sharma 2000)。以顧客為中心指的是 「一種整體性的組織思維或戰略方法，其核心是理解個別顧客，而非大眾或目標市場，並為其提供價值」（Lemon and Verhoef 2016, p.73）。將顧客為中心視為一種管理目標或顧客觀感，即公司管理得如何使顧客成為組織整體行為的焦點，這意味著它可以成為一種有效的關係行銷策略。

Emerging and gaining widespread reception only in the early 2010s, the customer engagement construct broadens the scope of relationship marketing-relevant customer behaviors, in response to developments of marketing relationships in the digital age. Capturing “a customer’s voluntary resource contribution to a firm’s marketing function, going beyond financial patronage,” customer engagement subsumes a multitude of customer behaviors beyond purchase that benefit the company (Harmeling et al. 2017, p. 316). It thus represents a performance-relevant behavioral relational mechanism. A prominent type of engagement behavior
顧客參與（customer engagement）這個概念在 2010 年代初才出現並廣受歡迎，它擴大了與關係行銷相關的顧客行為的範圍，以回應數位時代行銷關係的發展。顧客參與捕捉了「顧客對公司行銷功能的自願資源貢獻，超越了金錢上的惠顧」，涵蓋了購買以外對公司有利的多種顧客行為（Harmeling 等人，2017 年，第 316 頁）。因此，它代表了一種與績效相關的行為關係機制。顧客參與行為的一個突出類型是
is providing word-of-mouth or referrals. In the digital age, the reduced cost, increased availability, and widespread use of online referrals combine to make such behavior even more significant for firms.
就是提供口碑或推薦。在數位時代，線上推薦的成本降低、可用性增加以及廣泛使用，使得這種行為對公司而言更加重要。

Finally, the most recent entry into this list of related terms is customer experience, which is “a multidimensional construct focusing on a customer’s cognitive, emotional, behavioral, sensorial, and social responses to a firm’s offerings during the customer’s entire [customer] journey,” such that this new relational mechanism mediates the performance impacts of relationship marketing (Lemon and Verhoef 2016, p. 71). Its recent popularity results from recognition of the increasingly complex customer journey, in which customers face a multitude of new channels they can use to purchase or engage with the firm, often through technologymediated interfaces. For relationship marketers, it has become increasingly important to ensure that the diverse touchpoints act in concert to provide a comprehensive and seamless customer experience throughout the entire relationship.
最後，最近進入這個相關名單的詞彙是顧客體驗，它是 「一個多維度的結構，著重於顧客在整個[顧客]旅程中對公司產品的認知、情緒、行為、感官和社會反應」，因此這個新的關係機制中介了關係行銷的績效影響（Lemon and Verhoef 2016, p.71）。它最近的流行源於對日益複雜的顧客旅程的認知，顧客在顧客旅程中面臨眾多的新渠道，他們可以使用這些渠道來購買或與公司接觸，通常是通過以技術為媒介的介面。對於關係行銷人員而言，確保不同的接觸點一致行動，在整個關係過程中提供全面、無縫的客戶體驗，變得越來越重要。

Instead of attaining maturity and staying stable, relationship marketing is undergoing a modern surge, shifting the very meaning of marketing. The convergence of multiple trends and drivers in global business has meant that strong customer-seller relationships are increasingly critical, especially relative to other marketing mix factors. We outline six key developments that contribute to the ascending relevance of companies’ relationship marketing efforts.
關係行銷非但沒有達到成熟與穩定，反而正經歷一場現代化的浪潮，改變了行銷的意義。全球商業的多種趨勢和驅動力匯聚在一起，意味著強大的客戶與銷售者關係變得越來越重要，尤其是相對於其他行銷組合因素而言。我們概述了有助於公司關係行銷重要性提升的六項重要發展。

Relationships are more relevant in service sectors, and in many developed countries, the economies are predominantly based on services. For example, services represent approximately $85\mathrm{\%}$$85\mathrm{\%}$85%85 \% of the U.S. economy (Fang, Palmatier, and Steenkamp 2008). Because services often are produced and delivered by the same organization, the “middleman” disappears, so the bonds between producer and consumer are direct and close. In addition, services are more intangible, less consistent, more perishable, and harder to evaluate than products, so customers and sellers’ boundary-spanning personnel already tend to be more involved in their production and consumption, sometimes even engaging in coproduction (Zeithaml, Parasuraman, and Berry 1985). These close interactions make high-quality customer-seller relationships critical for services; the intangibility of these offerings also makes the benefits of trust more important (Palmatier et al. 2006). Thus, when economies transition from productto service-based designs, customer-seller relationships develop (fewer
關係在服務產業中更為重要，在許多已開發國家，經濟主要以服務業為基礎。例如，服務業大約佔美國經濟的 $85\mathrm{\%}$$85\mathrm{\%}$85%85 \% (Fang, Palmatier, and Steenkamp 2008)。由於服務通常由同一個組織生產與提供，「中間人」消失了，因此生產者與消費者之間的聯繫是直接且密切的。此外，與產品相比，服務更無形、更不一致、更易腐敗、更難評估，因此客戶和賣家的跨界人員已傾向於更多地參與其生產和消費，有時甚至參與共同生產（Zeithaml, Parasuraman, and Berry 1985）。這些密切的互動關係使得高品質的顧客與銷售者關係對服務來說非常重要；這些產品的無形性也使得信任的好處更加重要 (Palmatier et al. 2006)。因此，當經濟體系從以產品為基礎的設計轉型為以服務為基礎的設計時，客戶與銷售者之間的關係就會發展起來（較少的客戶與銷售者關係）。
middlemen, more interaction) and become more important to customers (reduced risk, need for cooperation).
中間人、更多互動），並對客戶變得更重要（降低風險、需要合作）。

Advances in production technology are both a boon and a bane for manufacturers. Global competition and transparency and the increasing accessibility of production technologies have accelerated product life cycles, such that the velocity with which a product moves from launch to maturity is extreme. Generally, companies also compete in contexts that demand very high product standards. As the overall quality of objective product attributes increases, products grow more similar; according to product life cycle theory, as product categories mature, they become more susceptible to commoditization (Quelch 2007). When differentiated products transform into commodities, they offer smaller margins and suffer fiercer competition, particularly on price, which represents a strategic challenge for managers. Consider the grocery industry as an example. Private-label shares have jumped in recent years, such that they account for $45\mathrm{\%}$$45\mathrm{\%}$45%45 \% of sales in both the U.K. and German grocery markets (PLMA 2017). Consumers perceive the objective quality of private-label products as fully comparable to that of national brands, so the latter have a hard time convincing them to pay price premiums to obtain their brands. Achieving sustainable competitive advantages solely by leveraging product features thus represents a rare exception rather than the rule. In both B2B and B2C realms, services must accompany the core product to appeal to customers, meaning that strong relationships become key to establishing and securing sustainable competitive advantages.
生產技術的進步對製造商來說既是好處也是壞處。全球競爭和透明度以及生產技術的日益普及加速了產品的生命週期，使得產品從推出到成熟的速度極快。一般而言，公司也會在要求極高產品標準的環境中競爭。根據產品生命週期理論，隨著產品類別的成熟，它們會變得更容易商品化 (Quelch 2007)。當差異化的產品變成商品時，它們的利潤就會變小，競爭也會變得更激烈，尤其是在價格方面，這對管理者來說是一項策略挑戰。以食品雜貨業為例。近年來，自有品牌所佔的市場份額不斷攀升，在英國和德國的雜貨市場中，自有品牌的銷售額都佔了 $45\mathrm{\%}$$45\mathrm{\%}$45%45 \% （PLMA 2017）。消費者認為自有品牌產品的客觀品質完全可媲美國內品牌，因此後者很難說服消費者支付溢價以獲得其品牌。因此，單靠利用產品特性來達成可持續競爭優勢，只是罕見的例外，而非慣例。在 B2B 和 B2C 領域中，服務必須搭配核心產品才能吸引客戶，這意味著強大的關係成為建立並確保可持續競爭優勢的關鍵。

Michelin is a global leader in the tire industry. In 2000, due to commoditization pressures, the company launched Michelin Fleet Solutions (MFS), a comprehensive tire management solution offer targeted to large European transportation firms. MFS provided customers with three- to five-year agreements for their fleets of vehicles including several benefits such as improved cost control, fewer breakdowns, and less administration. Switching their business model from selling tires to selling kilometers represents a substantial strategic shift for the company. The formerly strongly product-driven firm in part became a provider of services and solutions, bearing potential for Michelin to differentiate from its competitors in the tire industry and stimulate long-lasting relationships with its customers.
Michelin 是全球輪胎業的領導者。2000 年，由於商品化的壓力，該公司推出了米其林車隊解決方案 (MFS)，這是一項針對歐洲大型運輸公司的全面輪胎管理解決方案。MFS 為客戶的車隊提供三至五年的合約，包括改善成本控制、降低故障率、減少行政管理等多項優點。將業務模式從銷售輪胎轉變為銷售公里數，代表了該公司的重大策略轉變。以前強烈以產品為導向的公司，在某種程度上成為了服務和解決方案的供應商，為米其林在輪胎業中與競爭對手區分出來，並激發與客戶建立長久關係的潛力。

Source: Ulaga, Dalsace, and Renault (2010).
資料來源：Ulaga、Dalsace 和 Renault (2010)。

Improvements to communication and logistics technology and capabilities support transactions between producers and consumers at greater distances; in effect, they duplicate pre-industrial local bazaars on a global level. In such worldwide markets, facilitated through technological advancements, information about companies, products, and prices is publicly available and accessible to customers, which enhances market transparency and comparability-and thus global competition. Data availability also has considerably lowered customers’ search costs and empowered them to compare companies and find the best value and most suitable relational partner. Considering this global-scale transparency and comparability of company information, managers must work harder to distill and communicate their value proposition clearly to stand out in the competitive landscape. In particular, increased global competition, higher customer churn rates (especially for commodities), and transparent prices across various markets all combine to require firms to concentrate on customer retention and loyalty. Sellers need to develop non-price-based strategies to make customers loyal and willing to pay premium prices-or at least not demand price cuts. The higher costs of acquiring, compared with retaining, customers also reinforce loyalty-building strategies, and relationship marketing programs are primary tools to support such goals. In B2B markets, initiatives such as total quality management (TQM) and closer relationships with suppliers in new product or service development teams also have increased firms’ drive to build long-lasting bonds with partners (Sheth and Parvatiyar 1995).
通訊與物流技術與能力的改善，支援了生產者與消費者之間更遠距離的交易；實際上，它們在全球層面上複製了前工業時代的地方集市。在這樣的全球市場中，由於技術的進步，有關公司、產品和價格的資訊都是公開的，客戶也可以取得這些資訊，因此提高了市場的透明度和可比性，進而促進全球競爭。資料的可得性也大大降低了客戶的搜尋成本，使他們有能力比較各家公司，找到最有價值、最合適的關係夥伴。考慮到公司資訊在全球範圍內的透明度和可比性，管理者必須更加努力地提煉和清晰地傳達他們的價值主張，才能在激烈的競爭中脫穎而出。尤其是，全球競爭加劇、客戶流失率提高（尤其是商品），以及各個市場的價格透明化，都要求企業專注於客戶保留和忠誠度。賣家需要發展非以價格為基礎的策略，讓客戶忠誠並願意支付高價，或至少不要求降價。與保留顧客相比，取得顧客的成本較高，這也強化了建立忠誠度的策略，而關係行銷計畫則是支援此類目標的主要工具。在 B2B 市場中，全面品質管理 (TQM) 以及在新產品或服務開發團隊中與供應商建立更密切的關係等措施，也增加了公司與合作夥伴建立長期關係的動力 (Sheth and Parvatiyar 1995)。

Looking at the global market shares of PC vendors, U.S. manufacturers HP, Dell, and Apple are facing strong competition from Asian competitors Lenovo (China), Asus (Taiwan), and Acer (Taiwan). In 2013, Chinese PC vendor Lenovo ( $18.1\mathrm{\%}$$18.1\mathrm{\%}$18.1%18.1 \% unit market share) surpassed HP ( $16.4\mathrm{\%}$$16.4\mathrm{\%}$16.4%16.4 \% ) as the top PC vendor worldwide for the first time and kept its leading position until 2017, when HP ( $22.5\mathrm{\%}$$22.5\mathrm{\%}$22.5%22.5 \% versus $22.0\mathrm{\%}$$22.0\mathrm{\%}$22.0%22.0 \% of Lenovo) took over again.
綜觀全球 PC 廠商的市場佔有率，美國製造商 HP、Dell 和 Apple 面臨亞洲競爭者聯想 (中國)、華碩 (台灣) 和宏碁 (台灣) 的強烈競爭。2013 年，中國 PC 廠商聯想 ( $18.1\mathrm{\%}$$18.1\mathrm{\%}$18.1%18.1 \% 單位市場佔有率 ) 首次超越惠普 ( $16.4\mathrm{\%}$$16.4\mathrm{\%}$16.4%16.4 \% ) 成為全球第一大 PC 廠商，並一直保持領先地位，直到 2017 年，惠普 ( $22.5\mathrm{\%}$$22.5\mathrm{\%}$22.5%22.5 \% 對比聯想的 $22.0\mathrm{\%}$$22.0\mathrm{\%}$22.0%22.0 \% ) 再次取而代之。

Sources: Gartner (2018); Gartner (2014b).
資料來源：Gartner (2018)；Gartner (2014b)。

In parallel with this global competition, sellers must serve markets and customers on a global scale to enhance their business performance. In 2014, the 500 firms listed by Standard & Poor’s reported that one-third of their aggregate revenue came from selling in foreign markets (Ro 2015). Companies in mature, developed markets in particular are working to
在這種全球競爭的同時，賣家必須在全球範圍內服務市場和客戶，以提升其經營業績。2014 年，標準普爾上市的 500 家公司報告稱，其總收入的三分之一來自於在國外市場的銷售（Ro 2015）。尤其是成熟、發達市場的公司正在努力
increase the proportions of their overall business that come from “emerging markets [that] evolve from the periphery to the core of marketing practice” (Sheth 2011, p. 166). Such markets, and the BRIC (Brazil, Russia, India, and China) nations in particular, are experiencing explosive growth. The four BRIC nations already account for $40\mathrm{\%}$$40\mathrm{\%}$40%40 \% of the world’s population (more than 2.8 billion people) and cover more than $25\mathrm{\%}$$25\mathrm{\%}$25%25 \% of the planet (Global Sherpa 2018). And they continue to grow, in both population and per capita income, leading to vastly increased purchasing power for the consumers in these countries. By 2030, the four BRICs together may account for $36\mathrm{\%}$$36\mathrm{\%}$36%36 \% of the world’s gross domestic product (GDP) and $41\mathrm{\%}$$41\mathrm{\%}$41%41 \% of the world’s market capitalization (Moe, Maasry, and Tang 2010).
增加來自 「新興市場[，]從行銷實務的外圍發展到核心」（Sheth，2011 年，第 166 頁）的整體業務比例。這些市場，尤其是金磚四國（巴西、俄羅斯、印度和中國），正經歷爆炸性的成長。金磚四國的人口已佔世界人口的 $40\mathrm{\%}$$40\mathrm{\%}$40%40 \% （超過 28 億人），覆蓋地球的 $25\mathrm{\%}$$25\mathrm{\%}$25%25 \% 以上（Global Sherpa 2018）。而且，無論是人口還是人均收入，這些國家都在持續增長，從而大大提高了這些國家消費者的購買力。到 2030 年，金磚四國的國內生產總值 (GDP) 和市值將分別佔全球的 $36\mathrm{\%}$$36\mathrm{\%}$36%36 \% 和 $41\mathrm{\%}$$41\mathrm{\%}$41%41 \% (Moe, Maasry, and Tang 2010)。

China is the biggest BRIC country, with staggering economic growth rates. Its 2010 GDP of $\mathrm{\$}6$$\mathrm{\$}6$$6\$ 6 trillion and equity market capitalization of $\mathrm{\$}5$$\mathrm{\$}5$$5\$ 5 trillion are estimated to grow substantially until 2030, to a GDP of $\mathrm{\$}32$$\mathrm{\$}32$$32\$ 32 trillion and an equity market capitalization of $\mathrm{\$}41$$\mathrm{\$}41$$41\$ 41 trillion, respectively. As a result, by 2030, China could surpass the United States (2010 GDP: $\mathrm{\$}15$$\mathrm{\$}15$$15\$ 15 trillion, estimated 2030 GDP: $\mathrm{\$}23$$\mathrm{\$}23$$23\$ 23 trillion; 2010 equity market capitalization: $\mathrm{\$}14$$\mathrm{\$}14$$14\$ 14 trillion, estimated 2030 equity market capitalization $\mathrm{\$}34$$\mathrm{\$}34$$34\$ 34 trillion) as the world’s biggest economy and the largest individual equity market globally (Moe, Maasry, and Tang 2010). Already China leads the world in e-commerce revenues and smartphone penetration rates (Statista 2018a; Statista 2018b). Such trends suggest the massive opportunities in emerging markets for companies that adopt relationship marketing strategies. According to one meta-analysis of international relationship marketing research, these strategies are much more effective outside the United States (Samaha, Beck, and Palmatier 2014). In particular, customers in emerging markets appear substantially more receptive to companies’ relationship marketing efforts, so the relationships are more effective for increasing business performance. Compared with the United States, they are $28\mathrm{\%}$$28\mathrm{\%}$28%28 \% more effective in Brazil, 20% more in Russia, $71\mathrm{\%}$$71\mathrm{\%}$71%71 \% more in India, and $100\mathrm{\%}$$100\mathrm{\%}$100%100 \% more effective in China.
中國是金磚四國中最大的國家，經濟成長速度驚人。其 2010 年的 GDP 為 $\mathrm{\$}6$$\mathrm{\$}6$$6\$ 6 萬億美元，股票市值為 $\mathrm{\$}5$$\mathrm{\$}5$$5\$ 5 萬億美元，預計到 2030 年還將大幅增長，分別達到 $\mathrm{\$}32$$\mathrm{\$}32$$32\$ 32 萬億美元的 GDP 和 $\mathrm{\$}41$$\mathrm{\$}41$$41\$ 41 萬億美元的股票市值。因此，到 2030 年，中國可能超越美國（2010 年 GDP： $\mathrm{\$}15$$\mathrm{\$}15$$15\$ 15 萬億，估計 2030 年 GDP： $\mathrm{\$}23$$\mathrm{\$}23$$23\$ 23 萬億；2010 年股票市值： $\mathrm{\$}14$$\mathrm{\$}14$$14\$ 14 萬億，預計 2030 年股票市值 $\mathrm{\$}34$$\mathrm{\$}34$$34\$ 34 萬億），成為全球最大的經濟體和全球最大的個人股票市場（Moe、Maasry 和 Tang，2010 年）。中國的電子商務收入和智能手機滲透率已經領先全球（Statista 2018a；Statista 2018b）。這樣的趨勢表明，對於採用關係行銷策略的公司來說，新興市場蕴藏著巨大的商機。根據一項國際關係行銷研究的元分析，這些策略在美國以外的地區更為有效（Samaha, Beck, and Palmatier 2014）。特別是，新興市場的顧客似乎更容易接受公司的關係行銷努力，因此這些關係對於提升企業績效更為有效。與美國相比，巴西的 $28\mathrm{\%}$$28\mathrm{\%}$28%28 \% 更有效，俄羅斯的 $71\mathrm{\%}$$71\mathrm{\%}$71%71 \% 更有效，印度的 $100\mathrm{\%}$$100\mathrm{\%}$100%100 \% 更有效，而中國的 $100\mathrm{\%}$$100\mathrm{\%}$100%100 \% 更有效。

For German automobile manufacturer Daimler, BRIC countries represent major growth markets for its truck business. In particular, Russia, India, and China exhibit rapidly growing demand for high-quality yet costeffective trucks. According to company estimates, by 2020, these three emerging economies are expected to account for over $50\mathrm{\%}$$50\mathrm{\%}$50%50 \% of the worldwide market for medium- and heavy-duty trucks. To penetrate the Russian, Indian, and Chinese markets, Daimler is using strategic partnerships, such as a joint venture with Chinese automobile company Foton.
對德國汽車製造商戴姆勒而言，金磚四國是其卡車業務的主要成長市場。尤其是俄羅斯、印度和中國，對高品質、低成本卡車的需求快速成長。據公司估計，到 2020 年，這三個新興經濟體的中型和重型卡車市場佔有率將超過 $50\mathrm{\%}$$50\mathrm{\%}$50%50 \% 。為了滲透俄羅斯、印度和中國市場，戴姆勒正在利用戰略合作夥伴關係，例如與中國汽車公司福田汽車成立合資企業。

Source: Daimler (2012).  資料來源：戴姆勒 (2012)。

In most developed countries, birth rates have been decreasing at the same time that advances in medical science have increased people’s life expectancy. These trends lead to shrinking populations and aging societies, as reflected in countries’ median ages. For example, Germany’s median age is 46.8 years; Japan’s is 46.9 years (CIA 2018). By 2030, the cohort of Japanese people younger than 50 years is expected to decrease by $26\mathrm{\%}$$26\mathrm{\%}$26%26 \%. At around the same time, the adult population in the United States likely will reach the median age of 50 years. These middle-aged consumers in turn will impose their values and perspectives on the national psyche, as well as shift their purchasing and demands toward services and products that address older consumers. This group of “Silver Agers” or “Generation Gold” represents an attractive and potentially profitable segment for marketers, with strong purchasing power and a proneness to engage in loyal relationships. Compared with younger consumers (e.g., digital natives, Generations Y and Z), older generations (e.g., Generation X, baby boomers) are less familiar with digital technologies, tend to be more skeptical about using them (e.g., purchasing online, communicating with a chatbot), perceive them as more difficult to use, and express greater privacy concerns (Goldfarb and Tucker 2013). To win over such consumers, systematic relationship marketing efforts can build trust, signal expertise, and reduce privacy threats. For example, assigning a dedicated, human salesperson or service employee to communicate with and support older customers may be highly effective. Investing relationship marketing resources to appeal to older customers thus might be more effective than trust-building efforts for younger customers, who already feel comfortable with technology-mediated company interactions.
在大多數發達國家，出生率持續下降，與此同時，醫學的進步卻提高了人們的預期壽命。這些趨勢導致人口縮減、社會老化，反映在各國的中位年齡上。例如，德國的中位年齡為 46.8 歲；日本為 46.9 歲（CIA 2018）。到 2030 年，日本 50 歲以下的人口群組預計將減少 $26\mathrm{\%}$$26\mathrm{\%}$26%26 \% 。大約在同一時間，美國的成年人口可能會達到 50 歲的中位年齡。反過來，這些中年消費者會將他們的價值觀和觀點強加於國家心理，並將他們的購買和需求轉向針對年長消費者的服務和產品。銀髮族 「或 」黃金世代 "對於行銷人員來說，是一個具有吸引力和潛在利潤的族群，他們擁有強大的購買力，並且傾向於建立忠誠的關係。與年輕消費者（如數位原住民、Y 世代和 Z 世代）相比，年長世代（如 X 世代、嬰兒潮世代）對數位技術較不熟悉，對使用數位技術（如線上購物、與聊天機器人溝通）傾向懷疑，認為數位技術較難使用，並對隱私權有較大的疑慮（Goldfarb and Tucker 2013）。為了贏得這類消費者的青睞，有系統的關係行銷工作可以建立信任、發出專業知識的訊號，並降低隱私權威脅。例如，指派專屬的人工銷售人員或服務人員與年長客戶溝通並提供支援，可能會非常有效。 因此，投入關係行銷資源以吸引年長客戶，可能比為年輕客戶建立信任更有效，因為年輕客戶已經對以科技為媒介的公司互動感到自在。

Aging populations unleash a lot of potential in the health care industry. CareLinx, a California-based startup, operates a platform to serve the $\mathrm{\$}100$$\mathrm{\$}100$$100\$ 100 billion-plus in-home care service market. Through the platform, CareLinx connects people in search of in-home care with nursing assistants, medical assistants, or nurses. Circumventing traditional “middleman” agencies enables people seeking help with aging parents or disabled family members to save money and health care professionals to increase their earnings. Families paying invoices through the platform are charged a $15\mathrm{\%}$$15\mathrm{\%}$15%15 \% service fee by CareLinx, covering the cost of time tracking, secure online payment processing, and payroll tax services. Plus, the firm offers a family adviser to support families as they navigate the process of hiring a private caregiver. To secure the quality of the health care service provision for both parties involved (i.e., patients and caregivers), the platform also runs background checks on caregivers and provides professional liability insurance (e.g., property damage and bodily injury).
人口老化為醫療照護產業釋放了許多潛力。CareLinx 是一家位於加州的新創公司，它經營一個平台，服務於 $\mathrm{\$}100$$\mathrm{\$}100$$100\$ 100 十億美元以上的居家照護服務市場。透過這個平台，CareLinx 將需要居家照護的人與護理助理、醫療助理或護士聯繫起來。繞過傳統的「中間人」機構，尋求協助年邁父母或殘障家人的人可以節省金錢，而醫療照護專業人員則可以增加收入。CareLinx 會向透過平台支付發票的家庭收取 $15\mathrm{\%}$$15\mathrm{\%}$15%15 \% 服務費，以支付時間追蹤、安全線上付款處理和薪資稅服務的費用。此外，該公司還提供家庭顧問，在家庭僱用私人看護的過程中提供支援。為了確保提供醫療照護服務的雙方 (即病患與照護者) 的品質，該平台也會對照護者進行背景調查，並提供專業責任保險 (例如：財產損壞與人身傷害)。

Source: DesMarais (2014).
資料來源：DesMarais (2014)：DesMarais (2014)。

People’s expectations of company communications also have been changing. In the past, marketing communication was equated with advertising; advertising basically meant mass communication. Marketers used television, radio, or print media to transmit their messages-typically focused on product and price-to a broad audience of consumers, ignoring their heterogeneity. Such communication is one-way, from the seller to the customer. The proliferation of online advertising channels (e.g., e-mail, display banners on webpages, Facebook, Google, mobile in-app) instead has facilitated two-way communications, such that firms can track customers’ response to their marketing efforts (e.g., click-through rates). But it also had increased the clutter, such that an average U.S. consumer today may be exposed to 10,000 advertisements daily (Marshall 2015). Such advertising saturation can impede marketing effectiveness; for example, responses to traditional direct mail have plunged by $25\mathrm{\%}$$25\mathrm{\%}$25%25 \% in the past decade, and even if it still outperforms e-mail ( $4.4\mathrm{\%}$$4.4\mathrm{\%}$4.4%4.4 \% versus $.12\mathrm{\%}$$.12\mathrm{\%}$.12%.12 \% average response rates), its cost effectiveness and return on investment remain poor ( $\mathrm{ROI}=\mathrm{\$}7.00$$\mathrm{ROI}=\mathrm{\$}7.00$ROI=$7.00\mathrm{ROI}=\$ 7.00 for direct mail, $\mathrm{\$}28.50$$\mathrm{\$}28.50$$28.50\$ 28.50 for e-mail) (Direct Marketing News 2012). As this example indicates, many advertising approaches simply fail to resonate with modern consumers, who are sophisticated, informed, and knowledgeable and demand that firms address their diverse, individual needs instead of forcing them to accept a one-size-fits-all solution. Communicating with customers as relational partners and identifying and speaking to their individual preferences is exactly where relationship marketing comes in. Using customized approaches to target individual customers with relevant content and value-added offerings is a purposeful strategy for benefitting from people’s sense of advertising saturation.
人們對公司溝通的期望也在不斷改變。在過去，行銷傳播等同於廣告；廣告基本上是指大眾傳播。行銷人員利用電視、廣播或印刷媒體，將他們的訊息傳達給廣大的消費者群，但卻忽略了消費者的差異性。這樣的溝通是單向的，從賣方到顧客。網路廣告管道（如電子郵件、網頁上的顯示橫幅、Facebook、Google、行動應用程式內）的普及反而促進了雙向溝通，例如企業可以追蹤顧客對其行銷努力的反應（如點擊率）。但這也增加了雜亂度，如今美國消費者平均每天可能接觸到 10,000 個廣告 (Marshall 2015)。這樣的廣告飽和可能會妨礙行銷效果；舉例來說，過去十年來，傳統直銷郵件的回應率暴跌 $25\mathrm{\%}$$25\mathrm{\%}$25%25 \% ，即使它的表現仍優於電子郵件（ $4.4\mathrm{\%}$$4.4\mathrm{\%}$4.4%4.4 \% 對 $.12\mathrm{\%}$$.12\mathrm{\%}$.12%.12 \% 平均回應率），但其成本效益和投資報酬率仍然不佳（直銷郵件為 $\mathrm{ROI}=\mathrm{\$}7.00$$\mathrm{ROI}=\mathrm{\$}7.00$ROI=$7.00\mathrm{ROI}=\$ 7.00 ，電子郵件為 $\mathrm{\$}28.50$$\mathrm{\$}28.50$$28.50\$ 28.50 ）（Direct Marketing News 2012）。正如這個例子所顯示的，許多廣告方式根本無法與現代消費者產生共鳴，因為現代消費者成熟、資訊發達、知識豐富，他們要求企業滿足他們多樣化的個人需求，而不是強迫他們接受一刀切的解決方案。以關係夥伴的身分與顧客溝通，並找出他們的個人偏好，這正是關係行銷的用武之地。 使用客製化的方式，針對個別客戶提供相關內容和加值產品，是一種有目的性的策略，可從人們的廣告飽和感中獲益。

A mega-trend, overriding and facilitating the developments we discussed in the previous section, can be captured by the digital age, defined as “the present time, when most information is in a digital form, especially when compared to the time when computers were not used” (Cambridge Dictionary 2018). At first glance, digitalization seemingly has led to systematic desocialization, as we shift from human-to-human social interactions to digital, electronic, and impersonal interactions, mediated by technology. Nevertheless-or perhaps more accurately, because of that shift-nurturing marketing relationships and managing customers is more critical than ever before.
數位時代（digital age）可說是一個大趨勢，它壓倒並促進了我們在上一節所討論的發展，數位時代的定義為「現在，大部分資訊都是數位形式，尤其是與沒有使用電腦的時代相比」（劍橋詞彙 2018）。驟眼看來，數位化似乎已導致有系統的去社會化，因為我們從人與人之間的社會互動，轉變為以科技為媒介的數位化、電子化和非人性化互動。然而，或許更準確地說，因為這種轉變，培養行銷關係和管理客戶比以往任何時候都更加重要。

The digital age has advanced in parallel with technological developments, from Web 1.0 to Web 4.0. Table 1.2 details four major milestones and what they have implied for sellers, customers, and their relationships.
數位時代與科技發展同步前進，從 Web 1.0 到 Web 4.0。表 1.2 詳述了四個主要的里程碑，以及它們對賣家、客戶和他們之間的關係所帶來的影響。
Table 1.2 Evolution of the Digital Age and Implications for Sellers and Customers
表 1.2 數位時代的演進及對賣家和客戶的影響

Source: Adapted from Steinhoff et al. (2018).
資料來源：Steinhoff et al：改編自 Steinhoff 等人（2018）。

Web 1.0 refers to the implementation and dissemination of the World Wide Web and the spread of e-commerce during the 1990s. In 1990, the U.S. National Science Foundation decided to make the Internet usable for commercial purposes, and Tim Berners-Lee laid the foundation for the World Wide Web. The Internet has been among the most significant developments in information technology, in line with the invention of letterpress printing in the 15th century; the German Federal Supreme Court has declared access to the Internet a central and inevitable part of people’s daily lives (Bundesgerichtshof 2013). In addition, the number of Internet users rises every day. In 2017, 3.9 billion people, more than half the world’s population, used the Internet; in North America and Europe, respectively, $88\mathrm{\%}$$88\mathrm{\%}$88%88 \% ( 320.1 million people) and $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% ( 659.6 million people) of the populations function online (Internet World Stats 2018). Starting with desktop personal computers, Internet technology today has spread to a multitude of electronic devices, such as laptops, tablets, smartphones, smart televisions, electrical appliances, and wearables (i.e., the Internet of Things) (see the Web 3.0).
Web 1.0 是指 1990 年代萬維網的實現與傳播，以及電子商務的普及。1990 年，美國國家科學基金會決定讓網際網路可用於商業目的，而 Tim Berners-Lee 則奠定了萬維網的基礎。網際網路已躋身於資訊科技最重要的發展之列，與 15 世紀的凸版印刷發明一脈相承；德國聯邦最高法院宣佈，存取網際網路是人們日常生活中不可避免的核心部分 (Bundesgerichtshof 2013)。此外，網際網路使用者的人數與日俱增。2017 年，全球有 39 億人使用網際網路，超過全球人口的一半；在北美和歐洲，分別有 $88\mathrm{\%}$$88\mathrm{\%}$88%88 \% ( 3.201 億人) 和 $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% ( 6.596 億人) 的人口在網路上運作 (Internet World Stats 2018)。從桌上型個人電腦開始，網際網路技術如今已擴展至許多電子裝置，例如筆記型電腦、平板電腦、智慧型手機、智慧型電視、電器產品和可穿戴裝置（即物聯網）（請參閱 Web 3.0）。

For companies, the spread of Internet technology also revolutionized the way of doing business, particularly by multiplying the channels they could use. Firms communicate with and sell to customers through various offline, online, and mobile channels, but global e-commerce sales of products and services purchased using the Internet have reached US $\mathrm{\$}2.3$$\mathrm{\$}2.3$$2.3\$ 2.3 trillion, accounting for $10.1\mathrm{\%}$$10.1\mathrm{\%}$10.1%10.1 \% of overall retail sales (Statista 2018c). By 2020, they likely will grow to US $\mathrm{\$}3.88$$\mathrm{\$}3.88$$3.88\$ 3.88 trillion and account for $14.6\mathrm{\%}$$14.6\mathrm{\%}$14.6%14.6 \% of total retail sales (eMarketer 2017a). Desktop personal computers and laptops still are popular routes for online shopping, but mobile devices are catching up quickly; in some emerging markets like China, mobile phone shopping even surpasses other channels (Statista 2018d; Statista 2018e). That is, mobile shopping accounts for more than $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% of overall online purchases in China (China Internet Watch 2017), driven largely by the vastly popular and incessantly growing mobile app WeChat, with its 800 million monthly active users, $34\mathrm{\%}$$34\mathrm{\%}$34%34 \% of whom spend at least $\mathrm{\$}72$$\mathrm{\$}72$$72\$ 72 per month by transacting through the app (eShop World 2018). Chinese consumers largely skipped several steps in the path that people in developed economies traditionally followed, from physical stores to personal computers to laptops to mobile devices (i.e., tablets, smartphones); they just started using their smartphones as shopping devices, because this channel became available at around the same time that their economy was developing to the point that consumers had substantial purchasing power (Marketing to China 2017).
對於公司而言，網際網路技術的普及也徹底改變了營商方式，尤其是使公司可以使用的渠道成倍增加。企业通过各种线下、线上和移动渠道与客户沟通并向其销售，但使用互联网购买的产品和服务的全球电子商务销售额已达到 $\mathrm{\$}2.3$$\mathrm{\$}2.3$$2.3\$ 2.3 万亿美元，占整体零售额的 $10.1\mathrm{\%}$$10.1\mathrm{\%}$10.1%10.1 \% （Statista 2018c）。到 2020 年，它們可能會增長到 $\mathrm{\$}3.88$$\mathrm{\$}3.88$$3.88\$ 3.88 萬億美元，佔零售總額的 $14.6\mathrm{\%}$$14.6\mathrm{\%}$14.6%14.6 \% (eMarketer 2017a)。台式個人電腦和筆記型電腦仍是線上購物的熱門途徑，但行動裝置正迅速趕上；在中國等一些新興市場，手機購物甚至超越其他渠道（Statista 2018d；Statista 2018e）。也就是说，手机购物在中国整体网购中的占比超过 $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% （中国互联网观察 2017），这主要是由大受欢迎且持续增长的手机应用微信所推动的，微信拥有 8 亿月活跃用户， $34\mathrm{\%}$$34\mathrm{\%}$34%34 \% 其中每月通过该应用进行交易的花费至少 $\mathrm{\$}72$$\mathrm{\$}72$$72\$ 72 （eShop World 2018）。中國消費者在很大程度上跳過了發達經濟體從實體商店到個人電腦再到筆記型電腦再到移動設備（即平板電腦、智慧型手機）的傳統路徑中的幾個步驟；他們剛開始使用智慧型手機作為購物設備，因為這個渠道出現的時間與他們的經濟發展到消費者擁有相當大的購買力的時間差不多（Marketing to China 2017）。

With close to 500 million active users in 2017, the Alibaba Group claims about $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% of all online Chinese retail sales. During its annual Singles Day promotional event in November of 2017, the company generated US $\mathrm{\$}25.3$$\mathrm{\$}25.3$$25.3\$ 25.3 billion in product sales, thereby largely outnumbering Cyber Monday online sales in the U.S. (i.e., US $\mathrm{\$}3.45$$\mathrm{\$}3.45$$3.45\$ 3.45 billion). A portfolio of three e-commerce platforms where Alibaba acts as a middleman to bring together different types of buyers and sellers constitutes the group’s core. Launched in 1999, Alibaba.com represents a business-to-business trading platform, facilitating international exchanges between buyers and sellers from a wide range of countries, such as China, India, Pakistan, the United States, and Thailand, with international buyers. Taobao.com in turn is a business-to-consumer or consumer-to-consumer portal where small business and individuals can act as online merchants. Opened in 2003, Taobao. com today is China’s largest e-commerce website. Tmall.com was launched in 2008. It represents an online store offering a wide selection of branded products. As such, the website focuses on larger companies as merchants, including multinational brands.
2017 年，阿里巴巴集團的活躍用戶接近 5 億，約佔中國所有線上零售額的 $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% 。在 2017 年 11 月一年一度的 「光棍節 」促銷活動中，該公司創造了 $\mathrm{\$}25.3$$\mathrm{\$}25.3$$25.3\$ 25.3 億美元的產品銷售額，從而在很大程度上超過了美國 「網路星期一 」的線上銷售額（即 $\mathrm{\$}3.45$$\mathrm{\$}3.45$$3.45\$ 3.45 億美元）。由三個電子商務平台組成的組合是集團的核心，阿里巴巴在這三個平台上扮演中間人的角色，將不同類型的買家和賣家聚集在一起。Alibaba.com 於 1999 年推出，是一個企業對企業的交易平台，促進來自中國、印度、巴基斯坦、美國和泰國等多個國家的買家和賣家與國際買家之間的交流。而 Taobao.com 則是一個企業對消費者或消費者對消費者的入口網站，小企業和個人都可以在此成為線上商家。Taobao.com 於 2003 年開業，目前是中國最大的電子商務網站。Tmall.com 於 2008 年推出。它是一家提供多種品牌產品選擇的線上商店。因此，該網站著重於大型公司的商家，包括跨國品牌。

Sources: Blystone (2015); Russell (2017); Statista (2018f).
資料來源：Blystone (2015); Russell (2017); Statista (2018f)：Blystone (2015)；Russell (2017)；Statista (2018f)。

Many customers remain connected to the Internet at virtually all times, carrying and regularly using devices such as their smartphones to manage their personal lives and nurture social relationships, as well as to conduct commercial relations as consumers. Thus companies can interact with customers not just in person, via mail, or by telephone but also through e-mail, apps, and social networks. Already constant companions in many people’s lives, smartphones continue to expand, such that worldwide, the number of smartphone users is expected to increase from 2.1 billion in 2016 to around 2.5 billion in 2019 (+19%). More than $36\mathrm{\%}$$36\mathrm{\%}$36%36 \% of the world’s entire population is already utilizing smartphones (Statista 2018g). As we have noted, China leads the smartphone revolution, so more than half of its population is using smartphones in 2018 (Statista 2018h).
許多客戶幾乎無時無刻不與網際網路連線，他們攜帶並經常使用智慧型手機等裝置來管理個人生活、培育社交關係，以及以消費者身份進行商業關係。因此，企業與客戶的互動不僅限於面對面、通過郵件或電話，還可以透過電子郵件、應用程式和社交網路進行。智慧型手機已經成為許多人生活中的常伴，並持續擴展，因此全球智慧型手機使用者人數預計將從 2016 年的 21 億人增加至 2019 年的 25 億人左右 (+19%)。全球總人口中已有超過 $36\mathrm{\%}$$36\mathrm{\%}$36%36 \% 使用智慧型手機（Statista 2018g）。正如我們所指出的，中國引領了智能手機革命，因此在 2018 年，中國有一半以上的人口正在使用智能手機（Statista 2018h）。

From the early to mid-2000s, Web 2.0, or the social web, proceeded as an important developmental step in the rise of the World Wide Web. While Web 1.0 is often referred to as the “read-only web,” Web 2.0 advanced to become a “read and write web,” enabling bilateral communication. Hence, Web 2.0 refers to Internet-based, collaborative systems in which
從 2000 年代早期到中期，Web 2.0（或稱社群網路）作為萬維網崛起的重要發展步驟而進行。Web 1.0 通常被稱為「唯讀網」，而 Web 2.0 則發展成為「讀寫網」，實現雙邊溝通。因此，Web 2.0 是指基於網際網路的協作系統，其中
the majority of content is produced by users, and users can interact socially beyond local boundaries. Users consume content, but they also generate and exchange that content with other users. Facebook, Instagram, Pinterest, YouTube, Twitter, and Wikipedia are among the most popular social media services, used by 2.46 billion people in 2017 (Statista 2018i). Launched in 2006, Facebook leads the market, with more than 1.94 billion monthly active users around the world (Statista 2018j).
大部分的內容都是由使用者製作的，而且使用者可以超越區域界限進行社交互動。使用者在消費內容的同時，也製作內容並與其他使用者交換。Facebook、Instagram、Pinterest、YouTube、Twitter 和 Wikipedia 是最流行的社交媒體服務，2017 年有 24.6 億人使用（Statista 2018i）。Facebook 於 2006 年推出，在市場上居於領導地位，全球月活躍用戶超過 19.4 億 (Statista 2018j)。

Social media in turn offers an effective tool for companies to market their products and manage their customer relationships. In the United States, $81\mathrm{\%}$$81\mathrm{\%}$81%81 \% of the population has some social media profile (Statista 2018k), so U.S. retailers work to reach them through Facebook pages (operated by $94\mathrm{\%}$$94\mathrm{\%}$94%94 \% of companies), Pinterest accounts ( $81\mathrm{\%}$$81\mathrm{\%}$81%81 \% ), and Twitter entries ( $79\mathrm{\%}$$79\mathrm{\%}$79%79 \% ) (Statista 20181). Unlike more traditional forms of unidirectional, company-initiated communications, social media strongly encourages and enables bidirectional communication between companies and customers. Customers respond to company-initiated communications, offering instant feedback to firms; companies respond to customerinitiated communications (e.g., queries, complaints), offering customers insights into their performance and relationship marketing efforts.
社交媒體反過來又為企業提供了一個有效的工具來推廣產品和管理客戶關係。在美國， $81\mathrm{\%}$$81\mathrm{\%}$81%81 \% 的人口擁有一些社交媒體檔案（Statista 2018k），因此美國零售商透過 Facebook 頁面（由 $94\mathrm{\%}$$94\mathrm{\%}$94%94 \% 的公司營運）、Pinterest 帳戶 ( $81\mathrm{\%}$$81\mathrm{\%}$81%81 \% ) 和 Twitter 詞條 ( $79\mathrm{\%}$$79\mathrm{\%}$79%79 \% )（Statista 20181）來接觸他們。與更多傳統形式的單向、由公司發起的溝通不同，社交媒體強烈鼓勵並實現了公司與客戶之間的雙向溝通。客戶回應公司發起的溝通，為公司提供即時回饋；公司回應客戶發起的溝通（如查詢、投訴），為客戶提供對公司表現和關係行銷努力的洞察。

Starbucks’ social media initiative, My Starbucks Idea (MSI), encouraged customers to submit brand- and product-related ideas, develop and discuss others’ ideas, and enjoy a sense of an online community. Multiple platforms cross-promoted MSI, including the company website, Facebook, Twitter, Pinterest, and YouTube. During 2008-2012, more than 190,000 ideas were submitted, 300 of which were commercialized (e.g., Skinny Mocha, K-Cups, continuation of the keychain card). Cake pops resulted from customers’ requests for small treats, with 5.8 million units sold each year. Ideas (and comments) are published online and voted on by other members of the Starbucks community, and a leaderboard feature encourages participation.
星巴克的社群媒體計畫 My Starbucks Idea (MSI) 鼓勵顧客提交品牌和產品相關的點子、發展和討論他人的點子，並享受線上社群的感覺。多種平台交叉推廣 MSI，包括公司網站、Facebook、Twitter、Pinterest 和 YouTube。2008-2012 年間，共提交超過 19 萬個創意，其中 300 個已商品化（例如 Skinny Mocha、K-Cups、鑰匙圈卡片的延續）。Cake pops 源自顧客對小點心的需求，每年售出 580 萬件。創意 (和意見) 會在線上發表，並由星巴克社群的其他成員投票，而排行榜功能則鼓勵大家參與。

Sources: Geisel (2015); Tolido (2016); Tsardaloglou (2016).
資料來源：Geisel (2015)；Tolido (2016)；Tsardaloglou (2016)。

On average, U.S. users spend 323 minutes each week on social media (Statista 2018 m ). Beyond interacting with family or friends, they engage in talking about companies, whether their interactions involve other customers or the firms themselves. By exponentially expanding the reach of word-of-mouth communications, social media have empowered customers to spread their positive (e.g., through fan communities) and negative (e.g., by initiating a “shit storm”) opinions about a company to a vast and global audience.
美國使用者平均每週在社交媒體上花費 323 分鐘 (Statista 2018 m )。除了與家人或朋友互動之外，他們還參與討論公司，無論他們的互動涉及其他客戶或公司本身。社交媒體以倍數擴大了口碑溝通的覆蓋範圍，使客戶有能力向廣大的全球受眾傳播他們對公司的正面（如通過粉絲社群）和負面（如發起 「糞便風暴」）意見。

Emerging in the late 2000s and mid-2010s, Web 3.0, or the semantic web, introduced smartphones and mobile apps, the Internet of Things (IoT), and big data. In this semantic web, computers can communicate with one another, as well as analyze and semantically connect data from diverse sources. Since the launch of the first iPhone in 2007, smartphones have become mass-market products. We already described their ubiquity (see the Web 1.0 section); in addition, the expansion of smartphone usage created the new market of mobile apps, which today account for $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% of Internet users’ access time (Arora, Hofstede, and Mahajan 2017). In January 2017, Apple’s App Store offered 2.2 million apps for download (Statista 2018n), and by 2021, worldwide app revenue is forecasted to reach $\mathrm{\$}139$$\mathrm{\$}139$$139\$ 139 billion.
Web 3.0（或稱語義網）於 2000 年代末期和 2010 年代中期崛起，引進了智慧型手機和行動應用程式、物聯網 (IoT) 和大資料。在這個語義網中，電腦可以彼此溝通，也可以分析和以語義連結不同來源的資料。自 2007 年推出第一部 iPhone 以來，智慧型手機已成為大眾市場的產品。我們已經介紹過它們無處不在的特性（請參閱 Web 1.0 章節）；此外，智慧型手機使用量的擴大創造了行動應用程式這個新市場，如今行動應用程式佔了網際網路使用者 $80\mathrm{\%}$$80\mathrm{\%}$80%80 \% 的存取時間（Arora, Hofstede, and Mahajan 2017）。2017 年 1 月，Apple 的 App Store 提供 220 萬個應用程式供下載（Statista 2018n），到 2021 年，全球應用程式收入預計將達到 $\mathrm{\$}139$$\mathrm{\$}139$$139\$ 139 億。

Airbnb launched its app in 2012. It is used by $50\mathrm{\%}$$50\mathrm{\%}$50%50 \% of hosts, enabling instantaneous communication and increasing the speed of bookings (by 8 times). By 2014, Airbnb totaled 10 million guests (up from 4 million in 2012) and 550,000 listings worldwide and was valued at US $\mathrm{\$}10$$\mathrm{\$}10$$10\$ 10 billion. Integration with users from Craigslist boosted visibility, and customer preference data helped effectively personalize content. These lodging options in turn were $30\mathrm{\%}-80\mathrm{\%}$$30\mathrm{\%}-80\mathrm{\%}$30%-80%30 \%-80 \% cheaper than hotels. Airbnb also leveraged social connections through Facebook Connect, allowing customers to connect with mutual friends who had stayed at specific rentals and search for hosts based on demographics (e.g., university affiliation).
Airbnb 於 2012 年推出其應用程式。它被 $50\mathrm{\%}$$50\mathrm{\%}$50%50 \% 的房東使用，實現了即時溝通，並提高了預訂速度（8 倍）。到 2014 年，Airbnb 在全球的客人總數已達 1,000 萬（2012 年為 400 萬），房源總數達 55 萬個，估值達 $\mathrm{\$}10$$\mathrm{\$}10$$10\$ 10 億美元。與 Craigslist 的使用者整合提升了能見度，而客戶偏好資料則有助於有效地個人化內容。這些住宿選擇反過來又比酒店便宜 $30\mathrm{\%}-80\mathrm{\%}$$30\mathrm{\%}-80\mathrm{\%}$30%-80%30 \%-80 \% 。Airbnb 還透過 Facebook Connect 利用社交關係，讓客戶可以與曾在特定租屋住過的共同朋友建立關係，並根據人口統計（例如大學關係）搜尋房東。

Sources: Brown (2014); Tanasoiu (2017).
資料來源：Brown (2014)；Tanasoiu (2017)：Brown (2014)；Tanasoiu (2017)。

The IoT also extends Internet technology to physical objects that traditionally have not been connected, such as vehicles and home appliances, equipping them with software and sensors that enable the objects themselves to connect to the Internet, communicate, and exchange data. By 2020, the value of the IoT market is projected to surpass $\mathrm{\$}7$$\mathrm{\$}7$$7\$ 7 trillion, and the number of IoT devices could reach 25 billion, facilitating both consumers’ and businesses’ daily operations (Brandt 2014; Spencer 2014).
物聯網也將網際網路技術擴展到傳統上無法連線的實體物件，例如汽車和家電，為它們配備軟體和感測器，使物件本身能夠連線到網際網路、溝通和交換資料。預計到 2020 年，物聯網市場的價值將超過 $\mathrm{\$}7$$\mathrm{\$}7$$7\$ 7 兆，而物聯網裝置的數量可能會達到 250 億台，為消費者和企業的日常運作提供便利 (Brandt 2014；Spencer 2014)。

Due to these advances, staggering amounts of digital data get generated every day, and these big data then can be collected with unprecedented volume, velocity, and variety. Internet users leave digital footprints, such that their diverse online behaviors can be tracked and aggregated to learn detailed information about each user. Today, the worldwide data volume is 16.1 zettabytes; by 2025 , it will increase by a factor of $10-163$$10-163$10-16310-163 zettabytes (Statista 2018o). The challenge is that big data are so complex
由於這些進步，每天產生的數位資料數量驚人，而且這些大數據可以前所未有的數量、速度和種類進行收集。網際網路使用者會留下數位足跡，因此可以追蹤和彙總他們各種不同的線上行為，以瞭解每位使用者的詳細資訊。目前，全球的資料量為 16.1 zettabytes；到 2025 年，資料量將增加 $10-163$$10-163$10-16310-163 zettabytes (Statista 2018o)。所面臨的挑戰是，大數據是如此複雜
and unstructured that they are difficult to analyze manually using conventional methods.
且非結構化，因此很難使用傳統方法進行人工分析。

For relationship marketers, each of these Web 3.0 features is relevant. For example, if they can communicate through mobile apps, they can stay “close” and available to their customers at all times and issue personalized offers that reflect what the customer is doing at any particular point in time. By leveraging the IoT, sellers can prompt consumers to repurchase household items, such as when an IoT-enabled washing machine sends them a message that it needs more detergent; they can also increase sales of services, such as when an IoT-enabled car tells its driver that its tires need realigning. The vast amount of information collected about customers also can help companies learn how to serve them, which in turn can produce productivity and profit gains of $5\mathrm{\%}-6\mathrm{\%}$$5\mathrm{\%}-6\mathrm{\%}$5%-6%5 \%-6 \% over competitors that fail to make use of such information (Biesdorf, Court, and Willmott 2013). Even as firms spend an estimated $\mathrm{\$}36$$\mathrm{\$}36$$36\$ 36 billion annually to collect and analyze customer data though (Columbus 2014), they often lack the data storage and analysis resources and competencies needed to use big data to the benefit of their relationship marketing efforts. In response, the technology solutions market is exploding-between 2011 and 2017, the number of solution providers grew from just 150 to more than 7,000 (Brinker 2018). Famous names such as Adobe, Google, IBM, Microsoft, Oracle, Salesforce, and SAP offer a variety of softwareenabled tools to help companies manage their big data and enhance their relationship marketing efforts.
對於關係行銷人員而言，Web 3.0 的每項功能都是相關的。舉例來說，如果他們可以透過行動應用程式進行溝通，就可以隨時與客戶保持「密切」的關係，並發出個人化的優惠，反映客戶在任何特定時間點的動態。利用物聯網，賣家可以促使消費者重新購買家庭用品，例如當物聯網洗衣機發送需要更多洗滌劑的訊息時，賣家也可以增加服務的銷售量，例如當物聯網汽車告訴駕駛者其輪胎需要重新定位時。收集到的大量客戶資訊還能夠幫助公司瞭解如何服務客戶，進而在生產力和利潤方面比未能利用這些資訊的競爭對手高出 $5\mathrm{\%}-6\mathrm{\%}$$5\mathrm{\%}-6\mathrm{\%}$5%-6%5 \%-6 \% （Biesdorf、Court 和 Willmott，2013 年）。儘管企業每年花費約 $\mathrm{\$}36$$\mathrm{\$}36$$36\$ 36 億美元收集和分析客戶資料 (Columbus 2014)，但他們往往缺乏所需的資料儲存和分析資源與能力，無法使用大數據來提升關係行銷的效益。為此，技術解決方案市場正呈爆炸性成長 - 在 2011 年到 2017 年間，解決方案供應商的數量從僅 150 家成長到超過 7,000 家 (Brinker 2018)。Adobe、Google、IBM、Microsoft、Oracle、Salesforce 和 SAP 等知名公司提供了各種軟件工具，幫助企業管理大數據並加強關係行銷工作。

For consumers, Web 3.0 has both positive and negative implications. In particular, in an environment characterized by nearly constant uses of mobile apps, households filled with technology-enabled objects, and big data collection efforts, customers and their behaviors are far more transparent and traceable by companies. Helpfully, customers may receive better (i.e., more customized, better fitting) communications and offers from firms, which would increase their perceptions of the value of the relationship. Unhelpfully, customers may experience privacy concerns when marketers intrude too much into their lives, leading them to terminate or limit the relationships, especially if the companies fail to offer transparent data policies or suffer data breaches (Martin, Borah, and Palmatier 2017).
對消費者而言，Web 3.0 有正面也有負面的影響。尤其是，在一個幾乎經常使用行動應用程式、家家戶戶都有科技產品、大資料收集工作的環境中，顧客和他們的行為更加透明，也更容易被公司追蹤。有益的是，客戶可能會從公司收到更好（即更客製化、更合適）的通訊和優惠，這將增加他們對關係價值的感知。無助的是，當市場營銷人員過多地侵入客戶的生活時，客戶可能會對隱私有所顧慮，從而終止或限制雙方的關係，尤其是當公司未能提供透明的資料政策或發生資料外洩時（Martin, Borah, and Palmatier 2017）。

Finally, Web 4.0 adds artificial intelligence and augmented reality as major technological advances. Machines and devices equipped with artificial intelligence can mimic the cognitive functions typically associated with human minds, such as learning and problem solving. They perceive and interpret their environment using a net of semantic linkages, then take action accordingly. The benefits of such assistance have led people
最後，Web 4.0 加入了人工智慧和擴增實境作為主要的技術進步。配備人工智慧的機器和裝置可以模仿通常與人類心智相關的認知功能，例如學習和解決問題。它們使用語義連結網感知和詮釋環境，然後採取相應的行動。這種協助的好處讓人們
to adopt artificial intelligence into their daily lives already, in applications such as virtual personal assistants (e.g., Apple’s Siri, Amazon’s Alexa, Google Now, Microsoft’s Cortana), video games (e.g., Warner’s “Middle Earth: Shadow of Mordor”), smart cars (e.g., Google’s self-driving car project, Tesla’s autopilot feature), online customer support, music and movie recommendation services (e.g., Spotify, Netflix), and smart-home devices. By 2017, 60.5 million U.S. consumers had added Siri, Alexa, or another virtual assistant to their homes, representing an increase of $23.1\mathrm{\%}$$23.1\mathrm{\%}$23.1%23.1 \% from the previous year (eMarketer 2017b). Augmented reality instead relies on interactive technological interfaces to modify physical environments, such as by superimposing multimodal digital elements to appeal to a range of human sensory inputs (Javornik 2016). Related efforts to enhance customer experiences are predicted to prompt investments of more than $\mathrm{\$}2.5$$\mathrm{\$}2.5$$2.5\$ 2.5 billion by 2018 (ABI Research 2013).
美國消費者已經在日常生活中採用人工智慧，例如虛擬個人助理 (如 Apple 的 Siri、Amazon 的 Alexa、Google Now、Microsoft 的 Cortana)、電子遊戲 (如華納的「中土世界：魔多之影」)、智慧型汽車 (如 Google 的自駕車計畫、Tesla 的自動駕駛功能)、線上客戶支援、音樂和電影推薦服務 (如 Spotify、Netflix) 以及智慧型居家設備。截至 2017 年，已有 6,050 萬名美國消費者在家中新增 Siri、Alexa 或其他虛擬助理，較前一年增加 $23.1\mathrm{\%}$$23.1\mathrm{\%}$23.1%23.1 \% （eMarketer 2017b）。擴增實境則是依賴互動式技術介面來改變實體環境，例如藉由疊加多模態數位元素來吸引一系列人類感官輸入 (Javornik 2016)。據預測，到 2018 年，提升客戶體驗的相關工作將促使投資超過 $\mathrm{\$}2.5$$\mathrm{\$}2.5$$2.5\$ 2.5 億美元（ABI Research 2013）。

For a long time, it has been hard to imagine how to buy furniture without going to a physical store to see and try different products. By means of augmented-reality technology, Swedish furniture company IKEA is trying to change this. In 2017, the firm introduced its IKEA Place app, empowering customers to virtually place furniture inside their homes. According to IKEA, the app, which has been developed in cooperation with Apple, automatically scales products in real-world settings with $98\mathrm{\%}$$98\mathrm{\%}$98%98 \% accuracy. Customers using IKEA Place can also share photos and videos of their virtually placed furniture with family and friends.
長久以來，人們很難想像如何在沒有到實體商店觀看和嘗試不同產品的情況下購買家具。透過擴增實境技術，瑞典家具公司 IKEA 正試圖改變這一現況。2017 年，該公司推出了 IKEA Place 應用程式，讓顧客能夠在家中虛擬放置家具。根據 IKEA 的說法，該應用程式是與 Apple 合作開發的，可在真實世界中自動縮放產品，準確度 $98\mathrm{\%}$$98\mathrm{\%}$98%98 \% 。使用 IKEA Place 的顧客還可與家人和朋友分享虛擬擺放家具的照片和視訊。

Source: Recchia (2018).  來源：Recchia (2018)。

For companies, the use of artificial intelligence technologies promises to overhaul their service provision methods. It can automate certain service delivery processes, which may reduce the number of frontline employees, or even eliminate the need for customer-facing staff altogether. Self-service machines, such as check-in terminals at airports, and service robots, such as customer hotline virtual assistants, already have replaced some human interactions. With augmented reality applications, marketers also can mitigate some of the sensory disadvantages that customers face online, such as by helping them visualize how specific product offerings will fit into their personal environment (Hilken et al. 2017).
對於公司而言，人工智慧技術的使用有望徹底改變其服務提供方式。它可以使某些服務提供流程自動化，從而減少前線員工的數量，甚至完全不需要面向客戶的員工。自助服務機（如機場的登機終端機）和服務機器人（如客戶熱線虛擬助理）已經取代了某些人與人之間的互動。透過擴增實境應用程式，行銷人員也可以減輕客戶在線上所面對的一些感官劣勢，例如幫助他們想像特定產品如何融入他們的個人環境 (Hilken 等人，2017)。

For customers, artificial intelligence applications should make life more convenient. Even if no customer manager or service representative is available (e.g., late at night), customers can consult with automated, artificial intelligence systems and receive assistance on demand. However, problems may arise if these systems are not sufficiently advanced or
對於客戶來說，人工智慧應用應該讓生活更便利。即使沒有客戶經理或服務代表在場 (例如深夜)，客戶也可以向自動化的人工智慧系統諮詢，並依需求獲得協助。但是，如果這些系統不夠先進或不夠完善，可能會產生問題。
technically mature. If artificial intelligence cannot solve the customer’s problem, severe frustration is likely to result, possibly growing into a service failure that the firm must find a way to recover from quickly. With regard to augmented reality, the tools can facilitate customers’ decisionmaking process by layering virtual images and content on depictions of a person, product, or background, which should promote their perceptions of control and ownership (Javornik 2016).
技術成熟。如果人工智慧無法解決客戶的問題，很可能會造成嚴重的挫折感，可能會演變成服務失敗，公司必須想辦法迅速恢復。在擴增實境方面，這些工具可以透過在人物、產品或背景的描繪上分層虛擬影像和內容，促進客戶的決策過程，這應該可以提升客戶的控制感和擁有感 (Javornik 2016)。

To understand how customer-seller relationships have evolved and continue to do so in the digital age, we provide a contrast of relationships prevalent in the digital age, which are largely mediated by technology, with relationships as they looked in the predigital age. Table 1.3 synthesizes six characteristics and their specifications for the digital and predigital ages, reflecting two ends of a relationship continuum. In practice, of course, many customer-seller relationships fall somewhere in between these extreme ends of the continuum and represent hybrid relationships relying on a combination of both online and offline interactions.
為了了解顧客與銷售者之間的關係在數位時代是如何演進並持續發展的，我們提供了數位時代與前數位時代關係的對照，前者主要是以科技為媒介。表 1.3 綜合了數位時代與前數位時代的六個特徵及其規格，反映了關係連續體的兩端。當然，實際上，許多顧客與銷售者之間的關係介於這兩個連續體的極端之間，代表著線上與離線互動結合的混合關係。

First, relationship distance varies in these two eras. In offline, predigital relationships, the partners had to be geographically close to interact, which enabled them to participate in rich, face-to-face communication that strongly nurtured relational ties. A customer needed to pay an actual visit to the local supermarket to get ingredients for lunch, but in so doing, this customer could get to know the staffer behind the deli counter and enjoy relationship benefits, such as receiving service before others. In contrast, geographic distance is a common feature of relationships in the digital age, because global customers obtain products and services from companies located around the world. Because they never even consider meeting face to face, their lean communication offers few relationship cues, and customers might never actually identify the employee providing them with the service (Benedicktus et al. 2010). Ordering groceries online and having them delivered thus is more impersonal, and these interactions inevitably are mediated by Internet technology.
首先，這兩個時代的關係距離有所不同。在離線、數位化之前的關係中，夥伴必須在地理上接近才能互動，這讓他們能夠參與豐富、面對面的溝通，強力培養關係。一位顧客需要親自到當地的超級市場購買午餐的食材，但在此過程中，這位顧客可以認識熟食店櫃檯後的工作人員，並享受到關係利益，例如比其他人更早獲得服務。相比之下，地理距離是數位時代人際關係的常見特徵，因為全球客戶從位於世界各地的公司取得產品和服務。因為他們甚至從不考慮面對面的見面，他們精簡的溝通方式提供的關係線索很少，客戶可能永遠不會真正認出為他們提供服務的員工（Benedicktus 等人，2010 年）。因此，在網路上訂購雜貨並將其送達的方式更沒有人情味，而且這些互動無可避免地會以網際網路技術為媒介。

Second, the channels through which relationships take place have grown considerably. In the past, companies had to take advantage of face-to-face encounters or communicate using mass-media marketing tools to reach consumers. In the digital age, customer-seller relationships span a vast omnichannel environment, comprising face-to-face, telephone, mail, websites, e-mail, social media, and mobile app channels. With an omnichannel perspective, digital-age firms seek to align and manage “the numerous available channels and customer touchpoints, in such a way that the customer experience across channels and the performance over channels is optimized” (Verhoef, Kannan, and Inman 2015, p. 176). In
第二，建立關係的管道已大幅增加。過去，公司必須利用面對面的接觸或使用大眾媒體行銷工具來接觸消費者。在數位時代，客戶與銷售者之間的關係跨越了廣大的全方位渠道環境，包括面對面、電話、郵件、網站、電子郵件、社交媒體和行動應用程式等渠道。從全渠道的角度來看，數位時代的企業尋求統一和管理「眾多可用的渠道和客戶接觸點，從而優化跨渠道的客戶體驗和渠道表現」（Verhoef, Kannan, and Inman 2015, p.176）。在
Table 1.3 Relationship Differences: Digital Versus Predigital Ages
表 1.3 關係差異：數位時代與前數位時代

Table 1.3 (Continued)  表 1.3（續）

turn, customers expect synergy among offline, online, and mobile channels, so that they can achieve a seamless experience that also reflects their precise, individual preferences (Lemon and Verhoef 2016).
反過來，客戶期望線下、線上和行動通路之間能產生協同效應，讓他們能獲得無縫的體驗，同時反映出他們精確的個人偏好 (Lemon and Verhoef 2016)。

Third, the boundaries that limit predigital relationships largely disappear with the increasing availability of interaction channels. That is, in offline relationships, the partners can only interact during business hours, and customers have to wait until a service provider is available. The digital age eliminates these time-based constraints nearly completely. Customers can make purchases whenever they choose when they use online or mobile channels; their communications with firms also can be asynchronous, such that they do not have to wait for the service provider to be on the clock before they make a request. Rather than requiring the sellers and customers to come together at a specific place and time, digital-age interactions are 24/7. In turn, companies seek to foster strong relationships by contacting customers in various settings, apart from their personal interactions during store visits.
第三，隨著互動渠道的日益普及，限制前數位關係的界限基本消失。也就是說，在離線關係中，合作夥伴只能在營業時間內互動，而客戶也必須等到服務提供者有空時才能互動。數位時代幾乎完全消除了這些時間上的限制。當客戶使用線上或行動通路時，他們可以選擇在任何時間進行購買；他們與公司的溝通也可以是非同步的，這樣他們就不必等到服務提供者上班時才提出要求。數位時代的互動是全天候的，而不是要求銷售者和客戶在特定的地點和時間聚集在一起。反過來，公司除了在顧客到訪商店時進行個人互動外，也會在各種場合與顧客聯絡，以尋求建立穩固的關係。

Fourth, the meaning and span of competition has changed. Customers in the predigital age purchased from those companies they could reach easily, whether because they were geographically proximal (e.g., neighborhood grocer) or because they offered a catalog channel (e.g., Sears). Thus companies competed specifically with other local sellers or catalog providers. But in the absence of geographic or time constraints, competition has become global, because customers just click to access information about thousands of sellers, located everywhere in the world, promising the same products or services. The substantially greater competition makes it much harder for any one firm to achieve customer loyalty, in which context relationship marketing and its potential benefits become especially important.
第四，競爭的意義和範圍已經改變。在前數位時代，顧客會向他們容易接觸到的公司購買商品，不論是因為這些公司在地理位置上較近 (例如鄰近的雜貨店)，或是因為這些公司提供目錄渠道 (例如 Sears)。因此，這些公司特別與其他當地的銷售商或目錄提供者競爭。但是，在沒有地理或時間限制的情況下，競爭已經變得全球化，因為顧客只要點擊一下，就可以取得成千上萬的銷售商的資訊，這些銷售商分佈在世界各地，承諾提供相同的產品或服務。大幅增加的競爭使得任何一家公司都很難獲得顧客的忠誠度，在這種情況下，關係行銷及其潛在的好處就變得特別重要。

Fifth, digital-age relationships tend to feature more anonymity than predigital links. Getting to know the seller even represents a benefit of offline relationships, as our deli counter example suggests; in both B2C and B 2 B settings, relational partners typically know something about each other (e.g., name, job, education, social status). In addition, the physical servicescape can signal the seller’s quality to customers. With their technology-mediated, distant character, digital-age relationships instead can remain largely anonymous (Kozlenkova et al. 2017). Each partner obtains relatively limited information about the other party, and even if information is provided during digital interactions, the credibility of the information is difficult to assess (as in catfishing scams). The anonymity provided by online settings also limits legal sanctions, so either or both parties might hide their traits or create fake identities to take opportunistic advantage of the other party in the relatively impersonal interactions.
第五，數位時代的關係往往比數位之前的連結更具匿名性。就像我們的熟食專櫃例子所顯示的，認識賣家甚至代表了線下關係的好處；在 B2C 和 B 2 B 的環境中，關係夥伴通常都知道彼此的一些事情 (例如姓名、工作、教育程度、社會地位)。此外，實體服務景觀可以向顧客傳遞賣家品質的訊息。數位時代的關係以科技為媒介，具有遙遠的特性，反而可以在很大程度上保持匿名（Kozlenkova 等人，2017 年）。雙方所獲得的對方資訊相對有限，即使在數位互動過程中提供了資訊，資訊的可信度也很難評估（如釣貓詐騙）。線上環境所提供的匿名性也限制了法律制裁，因此任何一方或雙方都可能隱藏自己的特徵或創造虛假身份，以便在相對非個人化的互動中利用對方的機會。

Sixth and finally, digital age relationships might be anonymous, but they still produce a wealth of rich data, far more than in the past.
第六也是最後的一點，數位時代的關係可能是匿名的，但仍會產生豐富的資料，遠比過去多。

Shopkeepers in the predigital era might have manually collected information about customers’ preferences and habits, but such labor- and timeintensive efforts necessarily were limited in scope. Sellers in online and mobile channels instead can leverage the required technology mediation to see where customers go online, with automated systems that track every piece of data that people’s behavior produces, whether clicking on an online offering, commenting on a social media post, or logging in to a mobile app. If they then combine and aggregate these rich data, digital age firms can develop extensive, detailed, individual profiles of customers, to which they can apply tailored relationship marketing efforts and offers. As noted, though, privacy concerns cause digital-age customers to consider whether they are willing to give up their personal data to receive personalized offers (Martin and Murphy 2017).
前數位時代的店家可能會以手動方式收集顧客喜好與習慣的資訊，但這種勞力與時間密集的工作必然範圍有限。線上和行動通路的賣家則可以利用所需的技術中介，透過自動化系統追蹤人們行為所產生的每項資料，無論是點選線上產品、評論社群媒體貼文，或是登入行動應用程式，都能看到客戶的線上行為。數位時代的公司若能結合並匯總這些豐富的資料，就能建立廣泛、詳細、個人化的客戶資料檔案，並據此提供量身打造的關係行銷與優惠。不過，如前所述，隱私權的疑慮會讓數位時代的顧客考慮是否願意放棄個人資料來接收個人化的優惠 (Martin and Murphy 2017)。

As this comparison of customer-seller relationships in the digital versus predigital ages should make clear, relationship marketing has grown increasingly critical. The human need for relationships is universal, and psychological mechanisms that enable and promote the development of relationships will never disappear (Zhu et al. 2012). More specifically, online relationships appear equally intimate and emotionally rich as relational exchanges encountered offline (Mathwick 2002). As much as any time in human history, modern people seek out relationships to reduce their uncertainty and obtain benefits from trusted resources in exchanges governed by relational norms (Adjei, Noble, and Noble 2010; Palmatier, Dant, and Grewal 2007). In a sense then, the basic premise of relationship marketing is to put into action, strategically and systematically, Peter Drucker’s recommendation that firms see the business “from the customer’s point of view.” We propose that relationship marketing can provide the most substantial and meaningful sustainable competitive advantages for sellers in the digital age.
數位時代與前數位時代顧客銷售關係的比較應該可以說明，關係行銷已經變得越來越重要。人類對關係的需求是普遍存在的，而促成和促進關係發展的心理機制將永遠不會消失（Zhu 等人，2012 年）。更明顯的是，線上關係與線下關係交流同樣親密且情感豐富（Mathwick，2002 年）。就像人類歷史上的任何時代一樣，現代人尋找關係來降低他們的不確定性，並在關係規範所規範的交換中從可信賴的資源中獲取利益（Adjei, Noble, and Noble 2010; Palmatier, Dant, and Grewal 2007）。因此，從某種意義上說，關係行銷的基本前提就是將 Peter Drucker 的建議付諸於行動，以策略性和系統性的方式，讓企業「從客戶的觀點」來看待業務。我們建議，在數位時代，關係行銷能為賣家提供最實質、最有意義的永續競爭優勢。

First, the core competency underlying relationship marketing is seeing customers as equivalent, relational partners rather than just as receivers of marketing messages. In relationship marketing, bilateral communication between the seller and the customer is the norm, not the exception, unlike traditional marketing communication in which firms send communications one way, to customers as recipients. This natural state represents an ideal fit with customers’ expectations of digital-age sellers. With their increased knowledge, self-confidence, and power, customers expect and feel entitled to interact with sellers and be treated equally by them. Relationship marketers also are well prepared to embrace the multitude of channels that support bidirectional exchanges. Omnichannel environments and the irrelevance of geographic distance create new relationship marketing opportunities for firms, especially those that
首先，關係行銷的核心能力是將客戶視為等同的關係夥伴，而不只是行銷訊息的接收者。在關係行銷中，賣方與客戶之間的雙邊溝通是常態，而非例外，這與傳統行銷溝通不同，在傳統行銷溝通中，公司單向傳送溝通訊息給客戶作為接收者。這種自然狀態與顧客對數位時代銷售人員的期望非常吻合。隨著知識、自信和能力的提升，客戶期望並認為自己有權與賣家互動，並受到賣家的平等對待。人際關係行銷人員也準備好迎接支援雙向交流的多種通路。全渠道環境和地理距離的無關性為企業創造了新的關係行銷機會，特別是那些
might traditionally have relied on their brand, advertising, or promotional strategies (e.g., big consumer firms, software producers). Sellers in digital-age consumer markets can engage directly with end customers (e.g., through social media), without needing middlemen (e.g., retailers). Software firms that previously felt compelled to pursue constant innovation to attract customers can manage their relationships with business and consumer buyers more effectively, such as by marketing software-as-a-service (SaaS) offerings.
傳統上可能依賴其品牌、廣告或促銷策略（如大型消費公司、軟體生產商）。數位時代消費市場的賣家可以直接與終端客戶接觸 (例如透過社群媒體)，而不需要中間人 (例如零售商)。以前覺得必須不斷創新才能吸引客戶的軟體公司，可以更有效地管理與企業和消費者買家的關係，例如透過行銷軟體即服務 (SaaS) 產品。

Second, relationship marketing allows for personalization and purposeful targeting, rather than one-size-fits-all approaches, and the digital age strongly distinguishes consumers, especially with regard to their technological aptitude and readiness to cope with technological advances. Notably, people born in the digital age, after 1980-who constitute Generation Y/millennials (born 1980-1999) and Generation Z (born 2000-2015)-are digital natives who interact with digital technologies in a natural, self-evident way. Generation Y has been digitally socialized since their teens; Generation Z started to learn to use touchscreens (i.e., smartphones, tablets) as toddlers. People born before 1980, such as the baby boomers (1945-1964) and Generation X (1965-1989), are digital immigrants who did not encounter digital technologies until their adulthood. Relationship marketing already anticipates such heterogeneity, including in the ways people are willing to rely on digital technologies, so firms can better cater to their individual customer preferences. For example, relationship marketing can suggest which options customers find valuable, which then should inform the design of different offline and online communication and purchase channels.
其次，關係行銷允許個人化和有目的的目標定位，而不是一刀切的方法，而且數位時代強烈區別了消費者，特別是在他們的技術能力和對技術進步的準備程度方面。值得注意的是，1980 年以後在數位時代出生的人，也就是 Y 世代/千禧世代 (1980-1999 年出生) 和 Z 世代 (2000-2015 年出生)，是數位原住民，他們以自然、不言而喻的方式與數位技術互動。Y 世代從十幾歲就開始數位社交；Z 世代從幼兒時期就開始學習使用觸控螢幕 (即智慧型手機、平板電腦)。1980 年以前出生的人，例如嬰兒潮 (1945-1964) 和 X 世代 (1965-1989)，則是數位移民，直到成年才接觸到數位科技。關係行銷已經預測到這種異質性，包括人們願意依賴數位科技的方式，因此企業可以更好地迎合個別客戶的偏好。舉例來說，關係行銷可以建議哪些選擇是顧客認為有價值的，進而提供不同的離線和線上溝通與購買管道的設計。

Third, to understand and serve customers, relationship marketers analyze customer data. Specifically, customer relationship management leverages IT to generate deep customer insights, such as reviewing customers’ past behavior to predict their future actions or preferences. In the big data era, relationship marketing thus offers both conceptual and analytical means to transform big data into valuable, actionable insights, enhancing the personalization of their relationship marketing efforts. A firm’s IT department and data warehouse can benefit from collaborating with relationship marketers, who can offer expert insights into how various data sources should be merged and structured to enable the collected big data to support customer managers’ decision making.
第三，為了了解並服務客戶，關係行銷人員會分析客戶資料。具體來說，客戶關係管理利用 IT 來產生深入的客戶洞察，例如檢視客戶過去的行為以預測他們未來的行動或偏好。因此，在大數據時代，關係行銷提供了概念性和分析性的手段，將大數據轉化為有價值、可執行的洞察力，加強其關係行銷工作的個人化。公司的 IT 部門和資料倉庫可以從與關係行銷人員的合作中獲益，因為關係行銷人員可以就如何合併和結構化各種資料來源提供專業的見解，使收集到的大數據能夠支援客戶經理的決策。

Fourth, relationship marketing can build trust in technology-driven and technology-dependent settings. The scope and pace of technological developments in the digital age paired with lagging legal regulation evokes perceptions of increasing complexity and uncertainty, and interactions in technology-mediated settings often are marked by data privacy concerns (Martin and Murphy 2017). Relationship marketers should regard this situation as a great opportunity: They can build trust among these customers by underscoring the company’s sincere interest
第四，關係行銷可以在技術驅動和技術依賴的環境中建立信任。數位時代科技發展的範圍和速度，再加上滯後的法律規範，喚起人們對日益增加的複雜性和不確定性的感知，而在以科技為媒介的環境中進行互動時，往往會出現對資料隱私的疑慮（Martin 和 Murphy，2017 年）。關係行銷人員應該將這種情況視為一個絕佳的機會：他們可以透過強調公司對客戶的真誠關注，在這些客戶之間建立信任。
in a long-term relationship rather than discrete transactions. Embodying expertise, communicating clearly with customers (e.g., transparent data privacy policies), and investing resources in the relationship all offer appropriate strategies for enhancing customers’ trust and commitment toward a seller. Clearly, then, relationship marketing can contribute unique insights into how to gain and sustain customer trust in a complex, inscrutable digital world.
長期的關係，而非分散的交易。體現專業知識、與客戶清楚溝通 (例如，透明的資料隱私政策)，以及在關係中投入資源，這些都提供了適當的策略，以增進客戶對賣方的信任和承諾。很明顯，關係行銷可以貢獻獨特的見解，讓我們了解如何在複雜難明的數位世界中，取得並維持客戶的信任。

Fifth, relationship marketing leverages the hardwired human propensity to embrace reciprocity principles. Throughout human history and across cultures, feelings of gratitude and norms of reciprocity have driven human behavior (Emmons 2004; Gouldner 1960). Even online, customers seek communal and emotionally rich relations (Mathwick 2002). Hence, while the digital age might involve impersonal links, geographic distance, and anonymity, reciprocity remains a strong force, as long as it can be activated (Kozlenkova et al. 2017). That is, even on an e-commerce platform, and even when the reciprocal behaviors seem trivial (e.g., following back, clicking “like”), reciprocity improves relationships, compared with unilateral buyer-seller relationships (Kozlenkova et al. 2017), by increasing customers’ psychological commitment and purchase behaviors, substantially and with lasting effects. One study even specifies that reciprocal relationships increase sales by $\mathrm{\$}9.93$$\mathrm{\$}9.93$$9.93\$ 9.93 over unilateral forms: $60\mathrm{\%}$$60\mathrm{\%}$60%60 \% more than buyer ( $\mathrm{\$}6.29$$\mathrm{\$}6.29$$6.29\$ 6.29 ) and three times more than seller ($3.31) unilateral relationships. Because relationship marketers are experts at tapping into this force, they can spur reciprocal relationships and thereby enhance the firm’s performance.
第五，關係行銷利用了人類根深蒂固的接受互惠原則的傾向。縱觀人類歷史和不同文化，感激之情和互惠規範推動著人類的行為（Emmons 2004; Gouldner 1960）。即使是在線上，客戶也在尋求共通且情感豐富的關係 (Mathwick 2002)。因此，雖然數位時代可能涉及非個人連結、地理距離和匿名性，但只要能夠啟動，互惠仍然是一股強大的力量 (Kozlenkova et al. 2017)。也就是說，即使是在電子商務平台上，即使互惠行為看起來微不足道（例如，回復關注、點擊「讚」），與單方面的買賣關係相比，互惠仍能改善雙方關係（Kozlenkova 等人，2017 年），大幅增加顧客的心理承諾和購買行為，而且效果持久。一項研究甚至明確指出，互惠關係比單邊形式的銷售額增加 $\mathrm{\$}9.93$$\mathrm{\$}9.93$$9.93\$ 9.93 ： $60\mathrm{\%}$$60\mathrm{\%}$60%60 \% 高於買方 ( $\mathrm{\$}6.29$$\mathrm{\$}6.29$$6.29\$ 6.29 )，是賣方 ($3.31) 單邊關係的三倍。因為關係行銷人員是發掘這股力量的專家，他們可以刺激互惠關係，進而提升公司的績效。

Relationships have defined business exchanges ever since Homeric Greece. In 1983, the term “relationship marketing” first appeared in marketing literature. In the past four decades, relationship marketing has emerged as a specific priority for marketing academics and managers, reflected by the explosion of research papers and popular business books. Marketing science and practice concur: Strong customer relationships are vital to company strategy and performance. Because relationship marketing entails identifying, developing, maintaining, and terminating relational exchanges, with the purpose of enhancing performance, it differs from other popular marketing strategies. Compared with branding, promotions, and other such strategic marketing approaches, relationship marketing focuses on customers and exhibits a long-term, relational orientation. The terminology emerging from this field in turn reveals its development and the evolution of its emphases, from customer loyalty to customer relationship management to loyalty programs to customer centricity to customer engagement to customer experience.
自希臘荷馬時代以來，關係就已經成為商業交流的定義。1983 年，「關係行銷」一詞首次出現在行銷文獻中。在過去的四十年中，關係行銷已經成為行銷學者與管理者的特定重點，這從大量的研究論文與通俗商業書籍中可見一斑。行銷科學與實務一致：穩固的顧客關係對公司策略和績效都至關重要。由於關係行銷需要識別、發展、維繫和終止關係交換，目的在於提升績效，因此它有別於其他流行的行銷策略。與品牌行銷、促銷以及其他策略性行銷方式相比，關係行銷著重於客戶，並展現出一種長期的、關係性的導向。從顧客忠誠度、顧客關係管理、忠誠計劃、顧客中心、顧客參與到顧客體驗，這個領域所出現的術語反過來也揭示了其發展及其重點的演變。

This importance of strong customer-seller relationships, relative to other marketing mix factors, also has been augmented by a confluence of trends in global business, including the transition to service-based economies, faster product commoditization, increases in worldwide competition, the enhanced relevance of emerging markets, aging populations, and advertising saturation. But perhaps the most notable development, for which relationship marketing strategies are uniquely well suited, is the digital age. The related advancements and alterations of customer-seller relationships prioritize relationship marketing as an important source of sustainable competitive advantages for firms.
相較於其他行銷組合因素，強大的顧客與銷售者關係的重要性，也因為全球商業趨勢的匯合而更形重要，這些趨勢包括轉型為以服務為基礎的經濟、產品商品化的速度加快、全球競爭的增加、新興市場相關性的提升、人口老化以及廣告飽和。但最值得注意的發展，也許是關係行銷策略最適合的，就是數位時代。客戶與銷售者關係的相關進展與改變，讓關係行銷成為企業永續競爭優勢的重要來源。

This digital age mega-trend comprises four main eras: Web 1.0 that introduced the World Wide Web and e-commerce; Web 2.0 that brought us social media; Web 3.0 and the emergence of smartphones, mobile apps, the Internet of Things, and big data; and Web 4.0, which promises expanded uses of artificial intelligence and augmented reality. Relationships in this digital age can involve geographically distant relational partners, tend to rely on omnichannel interactions, offer a means to avoid time constraints, must compete with many more available alternatives, allow for a higher degree of anonymity, and take place in data-rich environments. In turn, relationship marketing offers a particularly meaningful strategy in the digital age, for five reasons. First, it requires companies to regard customers as equivalent partners. Second, it features customization and purposeful targeting rather than one-size-fits-all approaches to customers. Third, relationship marketing relies on customer data analyses to understand and better serve customers. Fourth, it offers a trust-building option in technology-driven and technology-mediated environments. Fifth, relationship marketing evokes reciprocity norms.
這個數位時代的大趨勢包含四個主要時代：Web 1.0 引進了萬維網和電子商務；Web 2.0 帶來了社交媒體；Web 3.0 和智慧型手機、行動應用程式、物聯網和大資料的出現；以及 Web 4.0，承諾擴大人工智慧和擴增實境的使用。在這個數位時代，關係可能涉及地理上遙遠的關係夥伴、傾向於依賴全方位的互動、提供避免時間限制的方法、必須與更多可用的替代方案競爭、允許更高程度的匿名性，以及發生在資料豐富的環境中。反過來說，關係行銷在數位時代提供了一個特別有意義的策略，原因有五。首先，它要求企業將客戶視為同等的合作夥伴。第二，關係行銷的特點是客製化和有目的的定位，而不是對客戶採取一刀切的方式。第三，關係行銷依賴客戶資料分析來了解客戶，並提供更好的服務。第四，在技術驅動和技術中介的環境中，它提供了一個建立信任的選擇。第五，關係行銷喚起互惠規範。

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