隨著零售業進入全通路與數位化發展階段，企業不僅經營實體門市、百貨專櫃等線下接觸點，也逐步拓展官網、第三方電商平台、APP、LINE與社群媒體等線上通路，並導入會員系統、CRM、CDP、POS與ERP等數位工具。然而，通路數量增加與科技工具導入，並不必然代表顧客旅程已形成連續且一致的體驗。顧客在不同接觸點之間移動時，仍可能因顧客資料無法串接、商品與庫存資訊不一致、會員資料未能有效應用、第一線服務無法承接，或組織績效與利益分配未能配合，而產生旅程斷點。基於此，本研究以顧客旅程為核心分析視角，將全通路零售視為顧客旅程複雜化的研究情境，並以動態能力觀點作為理論支撐，探討企業如何透過辨識、掌握與轉型，將科技與數據能力轉化為顧客旅程斷點的補強能力。
本研究採質性多重個案研究法，選取四個不同零售情境之個案，分別為鞋類零售品牌、大型百貨通路、醫療與保健通路，以及按摩與3C家電品牌。研究資料來源包含半結構式深度訪談與次級資料，並依據顧客旅程階段、接觸點轉換、旅程斷點與科技與數據能力補強等面向進行個案分析與跨個案比較。
研究結果顯示，第一，多通路基礎不等於顧客旅程連續性。企業即使具備多元通路與數位工具，若無法在不同接觸點之間維持資料、資訊、流程與服務的銜接，顧客旅程仍可能產生斷裂。第二，旅程斷點主要發生於接觸點轉換處，而非單一接觸點本身。本研究將顧客旅程斷點整理為五類，包括顧客識別與跨通路追蹤斷點、商品、庫存與資訊一致性斷點、會員資料與顧客經營應用斷點、第一線服務與流程銜接斷點，以及組織績效與利益分配斷點。第三，科技與數據能力的補強效果，不取決於企業導入工具的數量，而在於企業是否能將顧客資料加以連結、追蹤、分析，並轉化為顧客經營、第一線服務與組織協作行動。第四，不同產業情境會影響旅程斷點的位置與科技與數據能力補強的優先順序。鞋類零售品牌較重視尺寸、商品與庫存資訊同步，以及跨平台與門市行為追蹤；大型百貨通路較重視會員經營、跨接觸點體驗與購買歸因，以及專櫃服務協作；醫療與保健通路較重視跨品牌會員整合、健康服務紀錄、專業服務支援與跨單位組織協作；按摩與 3C 家電品牌則較重視體驗客留資、跨通路成交歸因、售後服務與長週期回購管理。
本研究貢獻在於，將顧客旅程斷點具體化為可辨識的分析類型，並從動態能力觀點說明科技與數據能力如何作為企業補強旅程斷點的能力基礎。對企業而言，推動全通路管理不應僅著重通路佈局或工具導入，而應以顧客旅程為核心，優先辨識接觸點轉換處的斷點，並依產業情境配置相對應的資料、系統、流程、第一線服務與組織協作能力，以提升顧客旅程之連續性與整體體驗。

As the retail industry moves toward omnichannel and digital development, firms operate offline touchpoints such as physical stores and department store counters, expand online channels such as official websites, third-party e-commerce platforms, mobile applications, LINE, and social media, and adopt digital tools such as membership systems, CRM, CDP, POS, and ERP systems. However, increased channel options and digital tool adoption do not necessarily create a continuous and consistent customer journey. When customers move across touchpoints, customer journey breakdowns may still occur due to fragmented customer data, inconsistent product and inventory information, ineffective use of membership data, discontinuities in frontline service, or misalignment in organizational performance and incentive systems.
This study adopts the customer journey as its core analytical perspective, positions omnichannel retailing as the context in which customer journeys become more complex, and applies the dynamic capabilities perspective as the theoretical foundation for understanding how firms translate technology and data capabilities into journey reinforcement capabilities. Using a qualitative multiple-case study approach, this research examines four retail contexts: a footwear retail brand, a large department store channel, a medical and health-care channel, and a massage and 3C home appliance brand. The findings reveal four conclusions. First, multiple channels do not necessarily ensure customer journey continuity. Second, customer journey breakdowns mainly occur during touchpoint transitions rather than within a single touchpoint. Third, the effectiveness of technology and data capabilities depends not on the number of tools adopted, but on whether firms can connect, track, analyze, and apply data to customer engagement, frontline service, and organizational collaboration. Fourth, industry contexts influence where journey breakdowns occur and how firms prioritize reinforcement. This study contributes by specifying customer journey breakdowns as identifiable analytical categories and by explaining, from the dynamic capabilities perspective, how technology and data capabilities serve as a foundation for reinforcing these breakdowns.

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