『掌握關鍵客戶，建立夥伴關係，提升核心競爭，達成願景目標』是現今專業經理人，在競爭多變的環境中面臨的挑戰。新知識經濟時代來臨，企業必須掌握核心價值，創造持久的競爭優勢，滿足客戶需求，才能維持達既有領導地位。
原開發藥廠之一『美商默沙東藥廠台灣分公司』在全球組織變革中，重新思考組織定位與客戶須求的連結性。在２００7年成立關鍵客戶組織（Key Customer Unit），藉新策略性行銷(New Strategic Selling)模式，提升核心競爭力，創造關鍵客戶經營管理模式，來執行全球化願景目標。
本研究採用定性研究方式進行探索性研究，實地調查美商默沙東藥廠台灣分公司之關鍵客戶組織(Key Customer Unit)內部成員，以『關鍵客戶管理(Key account management, KAM)及客戶關係管理(Customer relationship management, CRM)』，執行重要客戶之間的運作，為研究對象。其目的以組織變革的實務經驗，藉此探討短期、長期與自我滿意度目標之達成。包含策略落實面、組織運作特性、組織與績效關聯性、人員特質與職能、相關限制。
本研究之主要結論如下：
1.實施關鍵客戶組織可解決近期的阻礙並提供與客戶長期合作的平台。
2.關鍵客戶組織的運作與績效呈現正關聯性，與內勤單位創新合作方案，協同服務客戶。
3.關鍵客戶組織成員代表須展現經驗、信心、執行力、整合、授權、溝通、邏輯等特質。
4.整合能力為客戶經理的八大職能中，最受各層級人員重視的能力。
5.關鍵客戶組織成功關鍵因素為：遴選合適人才、聚焦性系統思考、客戶經理專業經營、資源整合、客製化行銷活動、整合客戶年度計畫、全心投入的熱誠。

由結論導出五項管理意涵：
1.MERCK五環策略的執行 - 是『關鍵客戶組織』成立的原動力。
2.找『對』人，做『對』事 - 是關鍵客戶組織成功的基石(組織特性與職能)。
3.組織的靈魂人物-客戶經理 - 是關鍵客戶組織邁向成功的舵手。
4.資源效益的極大化 - 是關鍵客戶組織績效的最佳表現。
5.以『客戶導向』為競爭區隔 - 是關鍵客戶組織的核心價值。

In today’s ever-changing, competitive business environment, professional managers are challenged with the aims of attracting target markets, establishing relationships, increasing competitiveness, and achieving objectives. The business must continually add value, create a long-term competitive advantage, and satisfy customer needs in order to maintain a position of leadership in the market.
In opening Merck Sharp Dohme at a time when medical organizations are undergoing such global change, one must consider the relationship between the aim of the organization and the clients’ needs. In 2007, the “Key Customer Unit” was established, a new marketing approach (New Strategic Selling) was adopted, and the competitiveness of the organization was enhanced, a new method of managing the client base was created, which assisted the company in reaching its global objectives.
This research paper used explorative research methods adopting qualitative and quantitative means of analysis, as well as on the spot investigation into internal operations of the “Key Customer Unit” of the Taiwanese branch of an American pharmaceutical factory. Through the implementation of KAM and CRM, research was conducted into the operation of the “Key Customer Unit”. Discussions were carried out into my degree of satisfaction with the achievement of company objectives. Discussions also touched upon my satisfaction with current policies, the operation of the “Key Customer Unit”, the results and cohesiveness of the “Key Customer Unit”, staff qualities, on the job competence as well as limitations.
Conclusions of the thesis are listed below:
1. Solving on-the-spot problems for the “Key Customer Unit” as well as providing a platform for long-term cooperation.
2. The importance of the operation and cohesiveness of the “Key Customer Unit”, creating a plan for clients, and servicing clients.
3. Members dealing with the “Key Customer Unit” demonstrated experience, confidence, logic, and the ability to execute, delegate, and communicate effectively.
4. The ability to coordinate was the skill most valued by clients and staff.
5. Key reasons behind success of the “Key Customer Unit” was, choosing the right staff, systematic thought, professional management on the part of the client manager, coordination of resources, marketing activities, coordinating the duration of the client plan, as well as complete dedication to the task at hand.
5 key points developed from the conclusion:
1.The execution of MERCK’s 5 Ring policy aims at building motivation for the “Key Customer Unit”
2.Finding the right person to carry out the right steps is the cornerstone of success behind the “Key Customer Unit”.
3.The driving force behind the success of managing the “Key Customer Unit” is the Client Manager.
4.Opportune spending and proper use of resources is the most impressive result when managing the “Key Customer Unit”.
5.The key point to adding value to your “Key Customer Unit” is separation of customer teams to increase internal competitiveness.

國立中山大學研究生學位論文審定書------------------------------------------ ị
論文提要------------------------------------------------------------------ ii
中文摘要------------------------------------------------------------------ iii
Abstract ----------------------------------------------------------------- iv
致謝詞-------------------------------------------------------------------- vi
目錄---------------------------------------------------------------------- vii
表目錄-------------------------------------------------------------------- ix
圖目錄-------------------------------------------------------------------- xi

第一章 　序論

第一節 研究背景與動機-------------------------------------------------- 1
第二節 研究問題與目的-------------------------------------------------- 2
第三節 研究流程-------------------------------------------------------- 3

第二章 　文獻回顧與個案探討

第一節 客戶關係管理〈Customer relationship management〉---------------- 5
第二節 關鍵客戶管理(Key Account Management)---------------------------- 9
第三節 美商默沙東藥廠台灣分公司成立之關鍵客戶組織---------------------- 17
第四節 關鍵客戶組織的策略銷售管理-------------------------------------- 35

第三章 研究方法

第一節 研究架構-------------------------------------------------------- 43
第二節 研究假設與問題-------------------------------------------------- 44
第三節 資料收集-------------------------------------------------------- 45

第四章 實證分析

第一節 問卷統計資料---------------------------------------------------- 47
第二節 問卷統計摘要---------------------------------------------------- 75
第三節 關鍵組織之業務績效---------------------------------------------- 79
第四節 訪談內容分析與發現---------------------------------------------- 82

第五章 結論與建議

第一節 研究結論------------------------------------------------------- 94
第二節 管理意涵------------------------------------------------------- 101
第三節 研究限制------------------------------------------------------- 103

參考文獻---------------------------------------------------------------- 105
附錄一 關鍵客戶問卷----------------------------------------------------- 111
附錄二 關鍵客戶訪視問題------------------------------------------------- 115
附錄三 客戶行銷計劃與公司年度行銷計畫之企業流程------------------------- 117
附錄四 New KC business model current issues in short term-------------- 118
附錄五 New KC business model opportunities/issues in long term---------- 119
簡歷--------------------------------------------------------------------- 120

一. 中文部份

王美英，揚子江譯(1997) ，創新求勝-智價企業論，遠流出版社。
李察•柯克(2006)，80/20法則，大塊文化。
李在長編譯(2005)，組織理論與管理，華泰文化。
李志鵬(2005)，關鍵客戶管理資源型態對關係品質影響之研究，東吳大學國際貿易 學系，碩士論文。
林中和(2004)，企業重要客戶管理機制之研究，國立台灣科技大學管理研究所 ， 碩士論文。
吳欣穎(1999)，「企業導入顧客關係管理之研究」，國立台北大學企業管理學系碩 士論文。
林宏達(2006)，兩百位教授、老闆排隊指名的運將，商業週刊，第962期。
姜汝祥(2007)，結果決定一切，台灣廣夏出版集團。
張沛元譯(2007)，市場區隔實戰指南，商周出版。
黃聖峰(2008)，世界經理文摘，第257期，p 122-128。
黃貝玲(2001)，企業對企業、一對一的行銷，遠摯出版。
楊振富•潘勛譯(2005)，世界是平的，雅言出版。
管康彥(1999)，顧客導向的組織變革，EMBA雜誌第160期。
廖月娟譯(2002)，一顆十億美金的藥丸，時報出版。
經濟部商業司 (2000)，1999 年度台灣「顧客關係管理」運用現狀調查報告，電 子商務導航，第二卷，第13 期。
簡振源(2004)，關鍵客戶管理對組織績效影響之研究- 組織文化與領導風格之干擾 效果，淡江大學國際貿易學系國際企業學系，碩士論文。
譚芃楠(2006)，關鍵客戶關係管理知識類型、關係品質與組織績效之關係，東吳大 學國際貿易學系，碩士論文。

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三. 相關網站
-全民健康保險統計動向，【中央健保局網站】，來源：2008，http://www.nhi.gov.tw/webdata/webdata.asp?menu=3&menu_id=55&webdata_id=2516&WD_ID=501
-健保總額支付制度-97，98年度，【中央健保局網站】，來源：2009， http://www.nhi.gov.tw/webdata/webdata.asp?menu=3&menu_id=470&webdata_id=2157&WD_ID=540
-陳麗敏，專業藥廠經營模式分析，【IT IS智網】來源：http://www.itis.org.tw/pubinfo-detail.screen?pubid=35095248【2006 February 24】
-Industry brief: Pharmaceuticals，2004，February 17 【Oligopoywatch】來源：http://www.oligopolywatch.com/stories/2004/02/17/pharmaceuticals.html【2003,May 25】
-林宏達，兩百位教授、老闆排隊指名的運將，商業周刊第962期【商周網站】來源：http://www.businessweekly.com.tw【2006,May 01】　
-客戶關係管理，來源：http://wiki.mbalib.com/w/index，【MBAlib網站】，2009，June
-管康彥，顧客導向的組織變革，EMBA雜誌第160期【世界經理人文摘網站】http://www.emba.com.tw/ShowArticleCon.asp?artid=3022【1999,December】
New Strategic Selling® ，1998【MILLER HEIMAN網站】http://www.millerheiman.com/our_products/strategic_selling/index.html