Customer relationship is the theme across all segments. Its importance consists especially in building long-term relationships with customers. This master‘s thesis deals with customer relationship management using information system. The aim of the thesis is to analyse current CRM level in chosen company and to give the improvement proposals.

This theses deals with issues of customer relationship management in the company Zemědělská technika BOSKO, a.s. The theoretical part focuses on marketing, B2B markets and customer relationship management (CRM). The analytical part focuses on the evaluation of the current state of company. The last part of the thesis includes suggestions and recommendations leads to improve customer relationship management.

Baring some limited exceptions, all large non-manufacturing organisations want to improve quality together with reducing costs, and the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting and sometimes even an impossible undertaking. Many organisations and their leadership fail to properly structure or support continuous improvement initiatives incorporating customer centricity, which ultimately doom them to failure. Business performance excellence programmes enables firms to provide a mechanism to identify and eliminate operational waste; enhance customer experience; and systematically increase profits. Thus, performance excellence has become a key indicator of a firm’s ability to achieve sustained profitability and competitiveness. This study has led to the development of a theoretical framework for effectively implementing and deploying an appropriately adapted Lean Six Sigma (LSS) in large non-manufacturing companies. It also creates a better understanding of the impact that an adopted Lean Six Sigma can have on the success of large non-manufacturing companies, and establish how effectively such organisations can implement the revised methodology, as measured against the said theoretical framework, thus to be able to make recommendations on how they can reduce cost, optimise their performance and become customer centric. A literature survey was done on Lean, Six-sigma and Lean Six Sigma to evaluate the history, benefits, and challenges during implementation, applicability to services oriented industries and the defining of the critical success factors required for effective implementation.The conceptual background from the literature review identified the research gap on which a theoretical framework for non-manufacturing companies was developed. Field-based interviews were conducted with the relevant senior personnel of four large non-manufacturing companies in order to complete the structured questionnaires to provide the data for understanding the mechanisms by which Lean Six Sigma deployment is addressed in the organisations. Fieldwork consisted of interviews with directors, senior executives, line managers and other staff that have in-depth knowledge of their organisation’s Lean Six Sigma deployment activities. These personnel members were selected on the basis of their direct decision-making and long-term involvement in their organisations’ continuous improvement activities throughout the assessment, negotiation and implementation phases. Detailed research on each organisation’s Lean Six Sigma activities preceded every interview. The interviews themselves were highly structured, and focused on the specific organisation’s Lean Six Sigma challenges on implementation and deployment of the method. The questionnaire was designed around the key factors needed in order to successfully manage Lean Six Sigma deployment challenges, as identified by theory and case studies and to test the degree of conformance to these theories by the four non-manufacturing companies. The findings in this study proves that, South African non-manufacturing companies are not adopting Lean Six Sigma to the point where it is going to make any sort of significant difference to the bottom line over a significantly meaningful period of time, judging from the statistical analysis from the survey results presented. The proposed framework provides for clearly defining the project infrastructure and methodology before the Lean Six Sigma project begins. This clearly helps to gain funding to embark on the projects, and will be helpful in any non-manufacturing company that must justify, as most do, how they spend the capital budget. The detailed cost/benefit analysis created during the implementation phase provides for the ability to gain funding for the implementation activities. People used to think of customer-centricity programmes mostly in terms of Customer Relations Management systems. Therefore, this research proposed a framework for management, supported by technology to become customer centric in a holistic manner. Many projects need not begin with any major technical investments. What matters more is a sustained focus on the financial goal and the transformation effort required to achieve that goal. Profitable Lean Six Sigma companies focus not only on integrating customer centricity into the organisation, but on ensuring that the entire “ecosystem” of the business - stakeholders, along with organisational processes, and structures - are aligned in ways that support Lean Six Sigma and customer-centric growth strategy. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2015

This study sets out to validate that a Customer Relationship Management system is an enhancing factor in the sustainability of the short-term insurance broker’s business. This objective frolm the fact that very few brokers utilize a complete and integrated Customer Relationship System that could enable them to use the data and information they hold in an effective and sustainable manner. For this reason a primary objective was developed and from this secondary objectives supporting the key issues in Customer Relationship Management systems, sustainability, use ability, interphase, security and integration ability. An empirical study was conducted and a detailed representation of the facts and key issues to the problem statement was analysed. Various detailed analogies were created from which accurate and reliable deductions were derived. A sample population of bona-fide independent short-term brokers in the North-West province of South Africa were compiled by employing strict discriminatory criteria. A questionnaire was developed that tests the key aspects. The questionnaire used key demographic questions, while the component specific questions employed a Likert scale. A total of 75 questionnaires were distributed and 61 were received back that could be used for statistical analysis. Results from the research indicated that the factors contributing to Customer Relationship Management are cost and value enhancing. These factors signify sustainability and that a CRM system can deliver, user interphase, cloud computing, data security and system integration ability. The findings developed in a key conclusion shows that not only is Customer Relationship Management a key factor to sustainability, but it is an emerging factor of Customer Resource Management as well. A secondary finding is that most brokers have some sort of Customer Relationship Management system, but they do not know what they have and how to utilize it to the full. / MBA, North-West University, Potchefstroom Campus, 2014

Baring some limited exceptions, all large non-manufacturing organisations want to improve quality together with reducing costs, and the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting and sometimes even an impossible undertaking. Many organisations and their leadership fail to properly structure or support continuous improvement initiatives incorporating customer centricity, which ultimately doom them to failure. Business performance excellence programmes enables firms to provide a mechanism to identify and eliminate operational waste; enhance customer experience; and systematically increase profits. Thus, performance excellence has become a key indicator of a firm’s ability to achieve sustained profitability and competitiveness. This study has led to the development of a theoretical framework for effectively implementing and deploying an appropriately adapted Lean Six Sigma (LSS) in large non-manufacturing companies. It also creates a better understanding of the impact that an adopted Lean Six Sigma can have on the success of large non-manufacturing companies, and establish how effectively such organisations can implement the revised methodology, as measured against the said theoretical framework, thus to be able to make recommendations on how they can reduce cost, optimise their performance and become customer centric. A literature survey was done on Lean, Six-sigma and Lean Six Sigma to evaluate the history, benefits, and challenges during implementation, applicability to services oriented industries and the defining of the critical success factors required for effective implementation.The conceptual background from the literature review identified the research gap on which a theoretical framework for non-manufacturing companies was developed. Field-based interviews were conducted with the relevant senior personnel of four large non-manufacturing companies in order to complete the structured questionnaires to provide the data for understanding the mechanisms by which Lean Six Sigma deployment is addressed in the organisations. Fieldwork consisted of interviews with directors, senior executives, line managers and other staff that have in-depth knowledge of their organisation’s Lean Six Sigma deployment activities. These personnel members were selected on the basis of their direct decision-making and long-term involvement in their organisations’ continuous improvement activities throughout the assessment, negotiation and implementation phases. Detailed research on each organisation’s Lean Six Sigma activities preceded every interview. The interviews themselves were highly structured, and focused on the specific organisation’s Lean Six Sigma challenges on implementation and deployment of the method. The questionnaire was designed around the key factors needed in order to successfully manage Lean Six Sigma deployment challenges, as identified by theory and case studies and to test the degree of conformance to these theories by the four non-manufacturing companies. The findings in this study proves that, South African non-manufacturing companies are not adopting Lean Six Sigma to the point where it is going to make any sort of significant difference to the bottom line over a significantly meaningful period of time, judging from the statistical analysis from the survey results presented. The proposed framework provides for clearly defining the project infrastructure and methodology before the Lean Six Sigma project begins. This clearly helps to gain funding to embark on the projects, and will be helpful in any non-manufacturing company that must justify, as most do, how they spend the capital budget. The detailed cost/benefit analysis created during the implementation phase provides for the ability to gain funding for the implementation activities. People used to think of customer-centricity programmes mostly in terms of Customer Relations Management systems. Therefore, this research proposed a framework for management, supported by technology to become customer centric in a holistic manner. Many projects need not begin with any major technical investments. What matters more is a sustained focus on the financial goal and the transformation effort required to achieve that goal. Profitable Lean Six Sigma companies focus not only on integrating customer centricity into the organisation, but on ensuring that the entire “ecosystem” of the business - stakeholders, along with organisational processes, and structures - are aligned in ways that support Lean Six Sigma and customer-centric growth strategy. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2015

This study sets out to validate that a Customer Relationship Management system is an enhancing factor in the sustainability of the short-term insurance broker’s business. This objective frolm the fact that very few brokers utilize a complete and integrated Customer Relationship System that could enable them to use the data and information they hold in an effective and sustainable manner. For this reason a primary objective was developed and from this secondary objectives supporting the key issues in Customer Relationship Management systems, sustainability, use ability, interphase, security and integration ability. An empirical study was conducted and a detailed representation of the facts and key issues to the problem statement was analysed. Various detailed analogies were created from which accurate and reliable deductions were derived. A sample population of bona-fide independent short-term brokers in the North-West province of South Africa were compiled by employing strict discriminatory criteria. A questionnaire was developed that tests the key aspects. The questionnaire used key demographic questions, while the component specific questions employed a Likert scale. A total of 75 questionnaires were distributed and 61 were received back that could be used for statistical analysis. Results from the research indicated that the factors contributing to Customer Relationship Management are cost and value enhancing. These factors signify sustainability and that a CRM system can deliver, user interphase, cloud computing, data security and system integration ability. The findings developed in a key conclusion shows that not only is Customer Relationship Management a key factor to sustainability, but it is an emerging factor of Customer Resource Management as well. A secondary finding is that most brokers have some sort of Customer Relationship Management system, but they do not know what they have and how to utilize it to the full. / MBA, North-West University, Potchefstroom Campus, 2014

No description available.

En el escenario actual debemos alentar estrategias de negocio efectivas. CRM no es un tema nuevo, pero hoy se ha convertido en una de las principales iniciativas en las organizaciones en el entorno global. Se trata de una estrategia de negocio centrada en el cliente, que busca relaciones efectivas y duraderas. Sin embargo, es necesario orientar adecuadamente su implementación, debido a que se trata de una estrategia y no de una herramienta tecnológica. CRM es esencialmente un cambio cultural, solo haciendo que las personas desarrollen una elevada cultura cliente, se lograrán buenos resultados.

Web 2.0 is now used to describe a second generation of web-based services and tools, which allow their users to communicate, work together and share information. Corporate blogs, wikis, social networks, colaborative services, social bookmarking: there is a plenty of web 2.0 tools, they are constantly evolving and can be integrated into business. In the past few years there's been a significant process of adoption of web 2.0 and social technologies by businesses. Web 2.0 changes the way user interacts with another users and this enforces a change in the way business communicate with customers. As equally significant Web 2.0 changes a processes of internal collaboration. The object of my diploma work is an analysis of web 2.0 tools and services and possible benefits of their integration into business processes and information systems of the organizations. I will concentrate primarily on possibilities how to make business processes more effective, lower business costs, get new customers etc., not on advertising on social networks. I will also try to describe some latest relevant web 2.0 trends. The final goal of my work is to analyse an existing organisation and create an concept for web 2.0 tools and services adoption and integration. Readers will be able to find a latest trends and motivation for business inovations in my diploma work.

This part of the thesis is confidential.