6th NexTech Academy Cohort – North, Class B

Overview

Growth rests on continually creating and managing customer value. Built around CRM and data-driven decisions, the course helps companies build a full customer-management system, from business model and segments to marketing strategy. With personas, data analysis and AI CRM tools, companies understand their target customers more precisely, tune marketing and sales, and build lasting customer relationships and a revenue-growth model.

Syllabus

L1 CRM thinking and corporate strategy; L2 Business model canvas workshop; L3 Sales data and operating metrics; L4 Building customer personas; L5 LinkedIn precision marketing; L6 AI CRM system design and process optimization; L7 Digital transformation roadmap showcase.

Instructor

鄒昆廷, business consultant and CRM strategy lecturer, has long helped companies build CRM customer-management and data-driven decision systems, focusing on business model analysis, customer segment strategy and digital marketing planning, using practical tools and cases.

Who it is for

Second-generation owners and successors of SMEs; managers and core staff; companies that want a CRM system and customer-management strategy; people who want to raise marketing and sales efficiency with data and AI.

Focus and audience

Northern Class B is organised around customer management. Its core questions are practical. Does the company know who its customers are? Are customer data and the sales process connected? Can marketing spend be checked afterwards? The course gives a full path through CRM thinking, business model analysis and data indicators. It suits second-generation successors, managers, core staff and teams that want to raise marketing and sales efficiency with data and AI.

Unlike Class A, it does not deal with organisation or talent systems. It concentrates on the market and customer side. If a company's constraint is unstable enquiries, customer churn, or sales records scattered across tools and people, Class B matches the problem more directly.

From business model to CRM system

Session 1 builds CRM thinking and corporate strategy, and explains why customer management is a strategic question rather than only a software one. Session 2 uses the business model canvas to define the value proposition and market position. These two sessions settle whom the company serves, so that the data and tools that follow have a standard to be judged against.

Session 3 analyses sales data and operating indicators. Session 4 builds customer personas. Session 5 turns the analysis into targeted LinkedIn marketing. Session 6 brings the material into an AI CRM system design and process improvement, and Session 7 is a presentation of each company's digital transformation blueprint. The path runs from strategy through analysis and marketing to systems.

There is a check between sessions too. Sales data in Session 3 tests the business model assumptions of Session 2, and the personas of Session 4 decide whom the company addresses on LinkedIn in Session 5. If data shows that actual buyers differ from the assumption, the course encourages revising the model instead of forcing a tool onto it.

What participants should prepare

The course meets once a month from May to November, 10:00 to 15:00, at the Soaring Humanities Hall. A separate exchange workshop is held at a venue called Hong Dou He Li (烘豆河狸) on Heping East Road, Da'an District. Before the course, participants should list current customers, sales records and enquiry sources, whether in spreadsheets or an existing system, since the sessions use this material to build personas and indicators.

A company whose customer data is not yet tidy need not wait to register. It should, though, be able to say where its main customers came from over the past year and how each deal closed. Where personal data is involved, anonymise it before bringing it to class.

What participants take away

By the end, a company should have a customer positioning tested against its business model, at least one set of customer personas, a trackable set of sales indicators and a draft process design for an AI CRM, presented as a blueprint in Session 7. These outputs can serve directly as a requirements statement before any CRM software is bought.

The instructor, Tsou Kun-ting, is a business consultant and CRM strategy lecturer. He has helped companies build customer management and data decision systems, with expertise in business model analysis, customer segment strategy and digital marketing planning, and he leads exercises with practical tools and cases.

The course also includes an exchange workshop outside the formal sessions, where participants swap customer management practices with companies from the same cohort. Peers' real cases often make abstract personas and indicators concrete, which is part of the value of a cohort.

Link to TINAI resources

The Taiwan Industrial Network of Alliances for Investment (TINAI) was initiated by the National Innovation and Entrepreneurship Association, R.O.C. A company that finds at blueprint stage that it needs an outside partner for CRM systems, data integration or marketing automation can browse the digital alliance page, and describe budget and timing on the opportunities page for referral.

The series also includes Northern Class A, the workplace AI class and the Tainan, Kaohsiung and central classes. A company with both internal-system and customer-side problems may send different managers to different classes and reconcile the results internally.