本研究係以上海銀行某中區分行之顧客為研究樣本，篩選出430位價值型顧客為主要研究對象，由銀行對員工施予顧客關係管理之訓練後，對該價值型顧客提供顧客關係管理之服務。本實驗欲了解顧客在銀行提供該項客服後，其顧客滿意度、顧客抱怨行為、顧客抱怨行為處理、顧客忠誠度及銀行員工之工作態度所產生之變化。

本研究採用郵寄問卷的方式調查，獲得有效樣本381份。採用的研究統計方法有敘述性統計、卡方檢定、多變量變異數分析、t檢定、集群分析以及線性結構關係模式等。茲將結果歸納如下：

1. 針對長期往來之價值型顧客提供CRM服務，在服務品質既有水準下，其整體平均分數仍然往上躍升，表示銀行推行CRM概念之服務模式，其整體顧客滿意度表現，仍然得到顧客相當程度之肯定。
2. 價值型顧客，其抱怨行為之主要表達方式為直接向銀行抱怨，與向親朋好友抱怨。在交叉分析中發現顧客之職業及往來年數會影響顧客對銀行提出抱怨行為。唯顧客提出抱怨的對象若為團體（消基會、公平會），則會與銀行往來時間的長短有顯著關係。
3. 價值型顧客對上海銀行所提供五項服務感覺滿意度與銀行往來時間長短有顯著相關。
4. 價值型顧客在實施客服前，有抱怨與無抱怨顧客在「安全隱私」構面會有顯著的差異，客服後則無顯著差異。
5. 價值型顧客在實施客服後改善不顯著者，集中在月平均收入較低者。
6. 價值型顧客全體在滿意度分析模式中，客服後的感受影響滿意度的程度較客服前大。「滿意度」對「忠誠度」有正面之直接影響，但「滿意度」對「抱怨行為」與「抱怨行為」對「忠誠度」並無顯著的直接影響效果。
7. 提出抱怨之價值型顧客在滿意度分析模式中，客服前其滿意度並不明顯，客服後其滿意度的影響正向且明顯，同時其滿意度直接影響抱怨行為，唯銀行未就抱怨行為處理前，其滿意度對忠誠度的影響並不顯著，經銀行就抱怨行為處理後，其滿意度對忠誠度的影響呈現顯著。

This research is based on a sampling of customers taken from Shanghai Bank’s centrally located branch offices. 430 valued customers were selected as the research target population. Bank employees specially trained in customer relationship management provided these customers with special customer service. This study attempts to understand the differences in the degree of customer satisfaction, customer complaint behavior, the handling of customer complaints, customer loyalty, and bank employees’ attitude toward their work after the bank began providing this special service to customers.
The survey was conducted using mailed questionnaires with 381 valid samples. The methods of statistical analysis used include descriptive statistics, Chi-square test, multivariate analysis of variance, t test, cluster analysis, and linear structure relationship models. The analysis revealed the following results:
1. Based on the bank’s existing quality of service, the CRM service provided to long-term valued customers produced an overall improvement in the customer service measurement factors listed above. This indicates that the bank’s CRM service model, as manifested in the customer’s degree of satisfaction, has received considerable approval.
2. The valued customer’s principle means of expressing complaints were directly to the bank or to friends. By cross tabulation analysis, it was found that a customer’s profession and the length of relationship with the bank influence a customer’s complaint behavior in bringing complaints to the bank. If a customer’s complaint was directed to an organization (such as the Consumers’ Foundation or Fair Trade Commission), the length of time the customer has been dealing with the bank was clearly a factor in the actions taken.

3. There is a clear relationship between the valued customer’s feeling of satisfaction toward the bank’s five types of service and the length of time the customer has had a relationship with the bank.

4. Before receiving the CRM service, there were obvious differences concerning the bank’s confidentiality structure between those customers that had complaints and those that didn’t. After receiving the CRM service, these differences were not noticeable.

5. Those customers who show no noticeable satisfaction with the new service were generally customers with lower monthly income.

6. In conducting a customer satisfaction model analysis of the entire survey population, it was found that providing CRM service had a much greater impact on the level of customer satisfaction than before. The degree of customer satisfaction had a direct and positive effect on the degree of customer loyalty. However, the degree of satisfaction was shown to have no noticeable influence on customer complaint behavior, and customer complaint behavior had no direct effect on the degree of customer loyalty.

7. A customer satisfaction model analysis was conducted on those valued customers who raised complaints. Before receiving CRM service, there was no clear link between complaint behavior and the degree of customer satisfaction. After receiving the service, however, there was a clear and positive connection showing customer satisfaction directly influences complaint behavior. Before the bank handled a customer’s complaint, the degree of customer satisfaction had no noticeable influence on the degree of customer loyalty; conversely, once the bank handled a complaint, customer satisfaction noticeably shaped customer loyalty.

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