傳統的服務著重在與顧客的直接接觸，從顧客互動流程創造顧客價值，會員卡是企業與顧客接觸的一種媒介，藉由提供折扣、優惠增加顧客與品牌的黏著度，隨著資訊科技的進步與顧客需求水準大幅提升，已進入服務4.0的時代，會員數位轉型不僅僅是透過數位工具提供附加服務，而是要取得與顧客互動所累積的資料加以數據分析，就經營的角度，企業可以鎖定對象做更精準及個人化的行銷，提高個人貢獻度，就管理層面，會員數位化可視為企業顧客關係管理的工具，能幫助企業判斷營運流程上的問題，調整或創新管理流程，進而改善顧客的服務體驗。
會員數位轉型的過程中，可能會發生轉換的障礙，本研究針對兩家企業在推動會員數位轉型期間，所運用的推力與拉力策略進行探討，但無論是推力或是拉力的策略都會產生反作用力，本研究以管理矩陣的六大管理元素及六大層級分析兩家企業遇到阻力時的組織行為，研究發現推力形成的反作用力，有兩個因素：
1.各層級管理者與基層成員的知識與能力不足
2.各層級管理者與基層成員的目標與價值前提缺少轉換的動能
解決之道在於企業需要提升員工的知能，在制度的設計上，更要促使個人目標價值與行動的轉換，並以組織目標為導向。
另一方面，拉力形成的反作用力，其原因在於：
1.門市硬體設施量能不足，無法趕上顧客的使用需求
2.顧客對於新制度不理解或是服務不方便而產生的抱怨
系統設備為顧客接觸的媒介，組織要提供相對的資源或提升人員的能力與技術並且要迅速改善，此外，增加員工的知能，在與顧客的互動的過程中改變顧客的環境與事實認知，亦或是藉由創價流程達到此效果。
顧客互動流程是顧客關係管理的一環，企業在擬定策略的同時，應思考及預防內外部會產生的矛盾，本研究透過個案的分析與比較，並和參與企業會員轉型的部門主管進行訪談，整合出重要的實務經驗法則。

Traditional service emphasis on direct interaction with customers, creating customer value through customer interaction processes. Membership cards are a medium for businesses to interact with customers, increasing customer loyalty to the brand by providing discounts and benefits. With the advancement of information technology and the significant increase in customer demand, we have entered the era of Service 4.0. Digital transformation of membership not only provides additional services through digital tools, but also acquires data accumulated through customer interactions for data analysis. From a business perspective, companies can target specific individuals for more precise and personalized marketing, increasing individual contribution. From a management perspective, digital membership can be seen as a tool for customer relationship management, helping companies identify operational problems, adjust or innovate management processes, and improve customer service experiences.
During the process of digital transformation of membership, obstacles may arise. This study examines the thrust and pull strategies employed by two companies during the digital transformation of their membership programs. However, both strategies can generate counterforces. This study analyzes the organizational behavior of the two companies when faced with resistance using the six management elements and six levels of the Management Matrix. The study found that the counterforces created by thrust had two factors:
1. There is insufficient knowledge and ability among managers at all levels and grassroots members.
2. The premise of goals and values among managers at all levels and grassroots members lacks the driving force for transformation.
The solution is for the enterprise to enhance the knowledge and abilities of its employees. In terms of system design, it is necessary to encourage the transformation of personal goals and values into actions, and to be guided by organizational objectives.
On the other hand, the reasons for the reactive forces generated by the pull strategy are:
1. Insufficient capacity of the physical hardware facilities in the stores, unable to meet the customer's usage demands.
2. Complaints from customers due to the lack of understanding of the new system or inconvenience in the service.
The system equipment serves as a medium for customer interaction, and the organization needs to provide corresponding resources or enhance the abilities and skills of personnel to quickly improve the situation. In addition, increasing employee knowledge and skills can change customers' perceptions and understanding of their environment and facts, or achieve this effect through innovative processes.
The customer interaction process is an essential part of customer relationship management, and when formulating strategies, companies should consider and prevent potential internal and external conflicts. This study analyzed and compared case studies and conducted interviews with department heads involved in member transformation in companies to integrate important practical experience and rules.

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