在數位化浪潮下，零售業正面臨劇烈變革，傳統以紙本為主的行銷模式，已逐漸無法滿足現代消費者對即時性、互動性與個人化的需求。特別是在SKU數量龐大、地域性強的五金百貨業態中，企業更需透過數位工具提升營運效率與顧客體驗。
本研究以臺灣南部的區域型五金百貨連鎖企業E公司為中小企業個案研究，探討其如何透過導入企業資源規劃系統（ERP），整合內部資訊與行銷流程，進而提升企業的動態能力，達成數位轉型與經營優化的目標。研究採用動態能力理論（Dynamic Capabilities Theory）為分析框架，聚焦於感知（Sensing）、把握（Seizing）、轉型（Transforming）三大構面，並運用質性個案研究方法，透過對企劃、財務、商品、物流、營業等部門主管的深度訪談，輔以內部營運資料與相關次級文獻，系統性分析ERP與數位行銷整合對企業營運績效的影響。
研究結果顯示，E公司透過ERP整合原本分散於各部門的資訊，顯著改善「數據孤島」問題，並在會員管理、促銷規劃與供應鏈管理等方面實現即時反應與決策支援。例如，ERP串接POS與CRM後，可即時掌握顧客行為與熱銷商品趨勢，進行個人化推播與庫存調整，有效提升顧客參與度與回購率。同時，ERP導入也加強了跨部門協作與資源整合，讓行銷活動、採購計畫與資金調度更具靈活性與一致性。
在行銷層面，E公司從傳統紙本DM行銷轉向數位化，透過LINE會員推播、自動化分群行銷與數據化推薦，顯著提升行銷精準度與顧客互動率。內部數據顯示，LINE推播的開信率較傳統EDM明顯提高，轉換率成長約20%，行銷成本則降低約25%。
本研究的理論貢獻在於，透過動態能力理論的分析，闡明企業在數位轉型過程中如何因應環境變化、重組資源並建立競爭優勢；在實務面，則提供中小型零售業在ERP與數位行銷整合的操作建議，包括導入統一系統平台、建立跨部門數據共享機制、強化數位素養培訓，以及發展數據驅動的行銷模式。本研究亦補足了現有文獻在ERP與數位行銷整合對動態能力影響的實證不足，具理論與實務參考價值。

In the current wave of digitalization, the retail industry is undergoing significant transformation. Traditional marketing models that rely heavily on printed materials are increasingly unable to meet modern consumers’ expectations for immediacy, interactivity, and personalization. This challenge is particularly evident in hardware and general merchandise retailing, where enterprises must manage extensive stock-keeping unit (SKU) assortments and highly localized demand. For firms in this sector, leveraging digital tools has become crucial not only for improving operational efficiency but also for enhancing customer experience.
This study focuses on a case analysis of a regional hardware and general merchandise retail chain, referred to as Company E, located in southern Taiwan. As a small- and medium-sized enterprise (SME), Company E represents the typical challenges and opportunities faced by regional retailers in transitioning to digital operations. The research investigates how Company E implemented an enterprise resource planning (ERP) system to integrate internal information and marketing processes, thereby enhancing its dynamic capabilities and achieving the dual goals of digital transformation and business optimization. The study adopts the framework of Dynamic Capabilities Theory (DCT), which emphasizes the organizational abilities of sensing, seizing, and transforming in response to environmental changes. Methodologically, the research employs a qualitative case study design, incorporating in-depth interviews with department heads from planning, finance, merchandising, logistics, and operations. The data are supplemented by internal operational records and secondary literature, enabling a systematic analysis of how ERP integration with digital marketing influences organizational performance.
The findings reveal that ERP adoption allowed Company E to consolidate fragmented information previously isolated across departments, thus alleviating the problem of “data silos.” This integration significantly improved real-time decision-making capabilities in areas such as membership management, promotional planning, and supply chain coordination. For instance, by linking ERP with point-of-sale (POS) and customer relationship management (CRM) systems, the company was able to monitor customer behavior and sales trends in real time. This facilitated the implementation of personalized promotional messages and dynamic inventory adjustments, thereby enhancing customer engagement and increasing repurchase rates. Moreover, ERP integration fostered cross-departmental collaboration and resource alignment, which improved the agility and coherence of marketing campaigns, procurement strategies, and financial planning.
From a marketing perspective, Company E successfully transitioned from traditional paper-based direct mail (DM) advertising to a digital-first strategy. Through tools such as LINE membership push notifications, automated segmentation, and data-driven recommendations, the firm achieved higher marketing precision and stronger customer interaction. Internal data demonstrated that the open rate of LINE push notifications was significantly higher than that of traditional email direct marketing (EDM). Conversion rates improved by approximately 20 percent, while overall marketing costs were reduced by about 25 percent. These outcomes highlight the dual benefits of enhancing effectiveness and reducing expenditure through digital transformation initiatives.
Theoretically, this study contributes to the literature by applying the Dynamic Capabilities Theory to explicate how SMEs navigate environmental turbulence during digital transformation. Specifically, the case illustrates how organizations can cultivate sensing capabilities to identify emerging opportunities, seize capabilities to mobilize resources effectively, and transforming capabilities to restructure operations and sustain competitive advantage. This approach extends current scholarly understanding by providing empirical evidence on the role of ERP and digital marketing integration in shaping dynamic capabilities within the retail context.
From a practical standpoint, the study provides actionable insights for SMEs seeking to undertake similar digital transformation initiatives. Key recommendations include adopting a unified system platform to standardize processes, establishing cross-departmental data-sharing mechanisms to minimize information fragmentation, investing in digital literacy training to strengthen employee competencies, and developing marketing models driven by real-time data analytics. These practices not only enhance operational efficiency but also enable retailers to respond more effectively to evolving customer needs and market dynamics.
Furthermore, the study addresses a gap in existing literature by offering empirical evidence on the relationship between ERP implementation, digital marketing integration, and dynamic capabilities in SME retail settings. While prior research has often examined ERP adoption or digital marketing independently, this case underscores the synergistic effects of integrating the two. The evidence suggests that such integration not only improves short-term marketing performance but also lays the foundation for long-term organizational resilience and competitiveness.
In conclusion, Company E’s experience demonstrates that digital transformation, when guided by a dynamic capabilities perspective, can provide SMEs with a robust pathway toward operational optimization and sustained growth. By leveraging ERP systems to integrate internal processes and digital marketing tools to enhance external engagement, SMEs in the retail sector can simultaneously strengthen organizational agility and deliver superior customer value. This case thus offers both theoretical enrichment and practical guidance, contributing to the broader discourse on digital transformation in traditional industries.

Boulding, W., Staelin, R., Ehret, M., & Johnston, W. J. (2005). A customer relationship management roadmap: What is known, potential pitfalls, and where to go. Journal of marketing, 69(4), 155-166.
Chaffey, D., & Ellis-Chadwick, F. (2019). Digital marketing. Pearson uk.
Chopra, G., Madan, P., Jaisingh, P., & Bhaskar, P. (2019). Effectiveness of e-learning portal from students’ perspective: A structural equation model (SEM) approach. Interactive Technology and Smart Education, 16(2), 94-116.
Chou, C., Condron, L., & Belland, J. C. (2005). A review of the research on Internet addiction. Educational psychology review, 17, 363-388.
Chou, H.-Y. (2024). 數位轉型對資訊通路業的業績影響力分析-以 W 公司為例 National Central University].
Creswell, J. W. (2013). Steps in conducting a scholarly mixed methods study.
Crow, Y. J., Leitch, A., Hayward, B. E., Garner, A., Parmar, R., Griffith, E., Ali, M., Semple, C., Aicardi, J., & Babul-Hirji, R. (2006). Mutations in genes encoding ribonuclease H2 subunits cause Aicardi-Goutieres syndrome and mimic congenital viral brain infection. Nature genetics, 38(8), 910-916.
Davenport, T. H. (2006). Competing on analytics. Harvard business review, 84(1), 98.
Deci, E. L., & Ryan, R. M. (2016). Optimizing students’ motivation in the era of testing and pressure: A self-determination theory perspective. In Building autonomous learners: Perspectives from research and practice using self-determination theory (pp. 9-29). Springer.
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of management journal, 50(1), 25-32.
Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic management journal, 21(10‐11), 1105-1121.
Gopalakrishnan, V., Spencer, C. N., Nezi, L., Reuben, A., Andrews, M. C., Karpinets, T. V., Prieto, P., Vicente, D., Hoffman, K., & Wei, S. C. (2018). Gut microbiome modulates response to anti–PD-1 immunotherapy in melanoma patients. Science, 359(6371), 97-103.
Grewal, D., Ailawadi, K. L., Gauri, D., Hall, K., Kopalle, P., & Robertson, J. R. (2011). Innovations in retail pricing and promotions. Journal of Retailing, 87, S43-S52.
Heimbach, I., Kostyra, D. S., & Hinz, O. (2015). Marketing automation. Business & Information Systems Engineering, 57, 129-133.
Hendricks, K. B., Singhal, V. R., & Stratman, J. K. (2007). The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations. Journal of operations management, 25(1), 65-82.
Kingsnorth, S. (2022). Digital marketing strategy: an integrated approach to online marketing. Kogan Page Publishers.
Kotler, P. (2017). Consumer neuroscience. Mit Press.
Markus, M. L., & Tanis, C. (2000). The enterprise systems experience-from adoption to success. Framing the domains of IT research: Glimpsing the future through the past, 173(2000), 207-173.
Teece, D. J. (2018). Profiting from innovation in the digital economy: Enabling technologies, standards, and licensing models in the wireless world. Research policy, 47(8), 1367-1387.
Tisdell, E. J., Merriam, S. B., & Stuckey-Peyrot, H. L. (2025). Qualitative research: A guide to design and implementation. John Wiley & Sons.
Verhoef, P. C., Kannan, P. K., & Inman, J. J. (2015). From multi-channel retailing to omni-channel retailing: introduction to the special issue on multi-channel retailing. Journal of Retailing, 91(2), 174-181.
Verhoef, P. C., Reinartz, W. J., & Krafft, M. (2010). Customer engagement as a new perspective in customer management. Journal of service research, 13(3), 247-252.
Wagner, N. (2012). Occupation of monk parakeet (Myiopsitta monachus) nest cavities by house sparrows (Passer domesticus) in Rio Grande do Sul, Brazil. Boletín SAO, 20(2), 72-78.
Wedel, M., & Kannan, P. (2016). Marketing analytics for data-rich environments. Journal of marketing, 80(6), 97-121.
Wiese, E., Wykowska, A., Zwickel, J., & Müller, H. J. (2012). I see what you mean: How attentional selection is shaped by ascribing intentions to others.
Yeh, C.-C. (2023). 電商會員分群之數位行銷實證研究 National Central University].
Yoo, Y., Boland Jr, R. J., Lyytinen, K., & Majchrzak, A. (2012). Organizing for innovation in the digitized world. Organization science, 23(5), 1398-1408.
史晴. (2022). 迎接社群媒體時代 農產品數位行銷技巧研習. 苗栗區農情月刊(276), 2-2.
李函餘. (2022). 台灣中小型食品零售業電商 LINE 官方帳號行銷策略之研究╴ 以起士公爵為例. 政治大學傳播學院碩士在職專班學位論文, 2022, 1-112.
淩菁, 洪筠緯, 田永平, & 邱志洲. (2025). 零售業數位轉型衡量指標之發展與多準則評估. Journal of Management & Systems, 32(1).
莊樹漢. (2022). 智慧辨識與數位整合平台在零售業的策略與應用: 以 H 公司個案研究
連啓佑. (2024). 數位行銷公司的數位轉型─ 以 S 公司為例. 國立臺灣大學臺大-復旦 EMBA 境外專班學位論文, 1-61.
黃俊傑. (2024). 資產管理業數位通路策略分析: J 投信之個案研究. 國立臺灣大學碩士在職專班財務金融組學位論文, 1-44.
鄭乃瑜, & 洪志銘. (2022). 數位行銷趨勢下中小企業之因應. 經濟前瞻(199), 126-132.