顧客關係管理於奢侈品市場之應用： Z 世代消費行為對品牌行銷策略之影響

Abstract

本研究旨在探討顧客關係管理（Customer Relationship Management, CRM）於個人奢侈品市場中的應用，並聚焦於 Z 世代消費行為對品牌行銷策略之影響。隨著奢侈品產業進入結構性轉型階段，數位科技普及與年輕消費力崛起，促使品牌經營者重新思考顧客互動模式與價值創造邏輯。Z 世代（1997–2012 年出生）具備個人自主性（Individual Autonomy）、社會責任意識（Social Responsibility）、數位影響力（Digital Influence）等特質，已逐漸成為高端市場中不可忽視的重要消費族群。

本研究採用質性研究法，針對八位具個人奢侈品消費經驗之臺灣 Z 世代消費者進行半結構式深度訪談，探究其價值觀、決策邏輯與品牌互動特徵，並運用價值主張圖（Value Proposition Canvas）作為分析架構，從顧客任務（Customer Jobs）、痛點（Pains）與獲益（Gains）三個構面，檢視品牌價值主張與消費者需求間之適配性。

研究結果顯示，Z 世代消費者的奢侈品消費行為展現出三項核心特徵：其一，具有高度主體性，消費決策以「是否符合自身風格與價值觀」為核心考量，品牌不再僅是社會地位的象徵，而是個人風格、美學與文化理念的延伸媒介；其二，重視產品的實用性與搭配性，偏好設計簡潔能融入日常情境的單品，呈現出Z 世代所重視的「美感即效能」、「造型即功能」及「設計即語言」的整合性審美偏好；其三，強調購買歷程中的情境體驗與情感連結，認為沉浸式互動與儀式性參與有助於建立情感共鳴與品牌忠誠。

此外，研究亦發現多數品牌已導入數位化顧客關係管理策略，如 LINE 官方帳號互動、個性化推薦與關鍵意見銷售者（Key Opinion Sales, KOS）等機制，提升與年輕客群之互動效率。然而，Z 世代對於品牌於情感深度、服務人性化與會員體驗差異化方面仍抱持更高期待，顯示品牌應由單向推播邏輯轉向關係導向與文化共創的互動模式。

在策略應用層面，本文提出三項實務建議：首先，品牌應善用數位平台作為顧客關係建構的核心接觸節點，透過 LINE 官方帳號整合會員資料、預約服務、個人化推播與任務互動，強化日常溝通頻率與參與黏著力；並結合 Instagram、小紅書等視覺導向社群媒體，建立品牌風格語境與文化共鳴，進一步深化顧客記憶與品牌情感。其次，建議品牌推動「關係型導購人員」制度化發展，使第一線顧問兼具社群經營與內容創作能力，能在數位平台中擔任風格導師與生活參與者，提升顧客參與感與信任基礎。第三，品牌亦應回應 Z 世代對沉浸式體驗與情境參與的高度期待，透過主題式空間策展、會員專屬活動與儀式性購物體驗等設計，轉化購買過程為具備情感價值與文化象徵的個人記憶事件，深化顧客的歸屬感與品牌忠誠。

本研究有助於深化對 Z 世代於奢侈品消費心理及其顧客互動偏好的理解，進而為個人奢侈品品牌優化顧客關係管理策略提供理論基礎與實務指引。在學術層面，本文補充並拓展了顧客關係管理（CRM）理論於新世代消費場域中的應用探討；在實務層面，則協助品牌建立更具回應性與情感導向的顧客經營模式，強化與 Z 世代消費者之間的長期關係與品牌忠誠度。

This study investigates the application of Customer Relationship Management (CRM) within the personal luxury goods sector, with a particular focus on how Generation Z’s consumption behavior influences brand marketing strategies. As the luxury industry undergoes structural transformation—driven by digital innovation and the rising purchasing power of younger consumers—brands are compelled to re-evaluate their customer engagement models and value creation frameworks. Generation Z (born between 1997 and 2012), characterized by digital nativeness, a strong sense of individual style, and a high degree of social awareness, is becoming an increasingly influential force in the premium consumer market.

Employing a qualitative research methodology, this study conducted semi-structured, in-depth interviews with eight Generation Z consumers in Taiwan who had prior experience purchasing personal luxury goods. The analysis utilized the Value Proposition Canvas to assess the alignment between brand value propositions and consumer needs across three dimensions: Customer Jobs, Pains, and Gains.

The findings reveal three core characteristics of Generation Z’s luxury consumption behavior. First, their purchasing decisions are highly self-directed, driven by how well a product aligns with their personal values and aesthetic identity. For them, luxury goods serve not merely as symbols of social status but as extensions of individual taste, cultural affiliation, and lifestyle expression. Second, they place significant emphasis on product functionality and versatility, favoring minimalist designs that integrate seamlessly into daily life. Their aesthetic sensibility embodies a logic in which “form follows function,” “style reflects utility,” and “design conveys meaning.” Third, Generation Z prioritizes emotional and experiential dimensions within the purchasing process. Immersive brand interactions and ritualized consumption experiences are perceived as critical in fostering emotional resonance, brand attachment, and long-term loyalty.

Furthermore, the study finds that many luxury brands have adopted digital CRM strategies—such as interactions via LINE Official Accounts, personalized product recommendations, and Key Opinion Sales (KOS) mechanisms—to engage younger audiences more effectively. Nevertheless, Generation Z expects more emotionally resonant, human-centered, and differentiated service experiences. This indicates a pressing need for brands to shift from one-way promotional communication to relationship-oriented, culturally co-creative engagement models.

Based on these insights, this study proposes three strategic recommendations. First, brands should strategically utilize digital platforms—particularly LINE, Instagram, and Xiaohongshu—as core customer touchpoints. By integrating membership data, personalized communications, and interactive engagement tasks, brands can enhance day-to-day engagement and strengthen emotional bonds. Second, brands are advised to institutionalize a “relational sales consultant” model, equipping frontline staff with social media management and content creation capabilities. These consultants would act as both product advisors and lifestyle curators, thereby enhancing trust and participation across digital channels. Third, to meet Generation Z’s expectations for immersive and emotionally meaningful brand experiences, brands should curate thematic spatial activations, exclusive member events, and ritualized purchasing experiences. Such efforts can transform consumption into personally resonant and culturally symbolic milestones, reinforcing consumer belonging and long-term loyalty.

Overall, this study contributes a nuanced understanding of Generation Z’s psychological drivers and interaction preferences in the luxury sector, offering both theoretical foundations and practical implications for enhancing CRM strategies. Academically, it extends CRM theory into emerging generational contexts. Practically, it provides luxury brands with actionable insights to develop emotionally resonant and responsive engagement models that foster sustainable brand-consumer relationships.