I modern tid är den så kallade transaktionsmarknadsföringen det paradigm som till största del präglat marknadsföringen. Utvecklingen och globaliseringen har bidragit till att marknaden blivit mer transparant, kunderna ställer högre krav och det räcker inte längre med att endast erbjuda en produkt/tjänst. Företagen måste för att kunna konkurrera, bygga relationer och erbjuda bästa möjliga service, sätta kunden i fokus. Ett sätt för att lyckas är enligt forskningen att implementera Customer Relationship Management (CRM) i organisationen, något som visat sig vara problematiskt och svårt. Ett av problemen är att CRM ofta likställs med teknologi och därför utelämnas flera viktiga delar i implementeringsprocessen. Vårt syfte med studien var att undersöka vilka förutsättningar som vårt valda företag hade för att implementera CRM och vad som krävs för en lyckad sådan. För att svara på vårt syfte använde vi oss av en kvalitativ metodansats där djupintervjuer med, enligt oss, viktiga personer inom företaget och kunder gjordes.Resultatet av studien visar att Menigo har goda förutsättningar för en eventuell CRM implementering det finns dock vissa områden som behövs ändras för att lyckas. Det berör mestadels informationsstrategin och systemstödet. Viktiga slutsatser är att CRM är en heltäckande strategi och den bör därför behandlas som en sådan och inte likställas med enskilda delar av konceptet. Förändringsarbetet tar tid och ett engagemang från ledning såväl som personal är vitalt för att lyckas. / Program: Civilekonomprogrammet

Past studies have talked about the impact of leadership or impact of culture on implementation of Customer Relationship Management (CRM) systems. Implementation of CRM is considered as a change process and most authors agree that leadership and culture play an important role in change projects. However, past research does not look at the combined impact of leadership and culture on implementation of CRM and also, how leadership and culture affect each other. Leaders are argued to be the architects as well as the products of organisational culture and hence understanding of their relationship is critical to develop leadership approaches for the implementation of CRM in different contexts. This study aims to explore how CRM implementation is impacted by the organisational culture and leadership in Saudi Arabian organisations. Three companies, Company (A), Company (B) and Company (C) were used as case studies. Data as collected using semi structured interviews. This thesis finds that leadership plays a very critical role in implementation of CRM in Saudi Arabia especially because leadership has the capability to influence culture as well, especially in high power distance societies like Saudi Arabia. Findings from case study organisations indicate that leaders adopted transactional and autocratic leadership styles in implementation of CRM. These leadership styles have resulted in a number of problems in coordination, communication and implementation of CRM as well as low levels of interaction between top management and the employees working at the front end. This study finds that an autocratic leadership style negatively influences customers’ experience in customer-oriented industries. Moreover, organisational culture plays an important role in implementation of CRM system. It shapes how employees interact with each other and how they interact with their superiors and subordinates and guides employees about what to do and what not to do, including practices, values, and assumptions about their work. This study also found that organisational culture plays an important role in planning implementation and effectiveness of CRM systems in organisations. If there is a mismatch between organisational culture and an information system, it can lead to a number of problems such as delays in offering services to customers.

Diploma thesis deal with analysis of choice aspects of CRM system implementation in the company. There is demonstrated difference of order process workflow between and after implementation of CRM system. Profitability of contract is identified by statutive margin of profit.

Syfte: Syftet med studien är att undersöka och analysera hur företag implementerar CRM i avsikt att identifiera de bakomliggande faktorerna till att företag misslyckas med en CRM implementering. Teorier: CRM som process, Implementeringsstrategier, Implementeringsmodell Metod: Kvalitativ studie som består av fyra semi-strukturerade intervjuer med olika företag. Empiri: Består av fyra intervjuer med CRM-ansvariga från respektive företag Slutsats: Om företaget förstår och tar hänsyn till alla faser i CRM implementering, och generellt anser att alla faser är lika viktiga då alla delar går ihop, leder detta till en lyckad CRM implementering. De bakomliggande faktorerna till ett misslyckat CRM-implementering är i stort sett att företagen anser att en fas är viktigare än en annan fas, vilket leder till att företaget ned prioriterar andra faser som är väsentliga vid en implementering av CRM. / Purpose: The aim of this study is to examine and analyse how companies implement CRM in order to identify the underlying factors that companies fail a CRM implementation. Theories: CRM process, Implementation Strategies, Implementation Model Method: A qualitative study consisting of four semi-structured interviews with different companies. Data: Consists of four interviews with CRM managers from each company Conclusion: If the company understands and takes into account all stages of CRM implementation, and generally believe that all phases are equally important when all the parts come together, this leads to a successful CRM implementation. The underlying factors for a failed CRM implementation is basically that firms believe that a phase is more important than another phase, leading to the company down prioritize other phases that are essential when implementing CRM.

Nowadays a company’s focus has shifted from a product-centric view to a more customer-centric view. Customers play a major role for doing business with companies. That leads to the purpose of this research, which is to identify critical factors of CRM implementation and to gain a deeper understanding of how companies deal with those critical factors. This was done with the help of a qualitative method, where six case companies were taken under the research. These six case companies are operating in different industries (1) laundry system industry, (2) printing industry and (3) heavy industry. In addition, the aim of this thesis was to find out how CRM implementation is influenced by critical factors in terms of CRM process and CRM system, interaction of sales force, information / communication flow and organizational structure / culture. The main points which influence the critical factors of CRM implementation were (1) customer-focused, (2) create trust, (3) sharing information and knowledge and (4) decision-making. To overcome these points at first companies need to be customer-focused their sales force need to be able to create trust with customers. Also it is important that companies have a well-implemented information / communication flow to optimise the decision-making process. Within the research more points for how an international organization can manage these critical factors are described. The collected data was analysed with the help of the theoretical framework. The conclusion could be drawn that, a well implemented CRM would help companies to build a better customer relationship and to be able to know as much about customers as possible.

Purpose: The purpose of this research project is to examine the employees´ perspective on the subject of a CRM implementation in SMEs. Methodology: A 5-point Likert scale questionnaire was used to collect 51 employee responses. All the questions were derived from previous existing literature. The questionnaire ended with three open-ended questions and was delivered to the employees by email. Conclusion: The main findings related to employees´ preconditions is that senior and middle managers must be involved and support their employees during the whole change process. Other conditions are that the system must be user-friendly and easy to learn, so that it does not interfere too much with the employees’ daily routines. With respect to employees’ point of view to implementing CRM this study suggest that the new system will improve communication with current customers. Notably, few of the employees feel anxious about the new system and do not think it will increase their current workload. Regarding age variances in the workforce, the research found three key points including a) functional areas are structured around customers b) a clear communication plan will improve change acceptance and commitment and, C) proper system training will help understand the employees´ role throughout the implementation. Practical Contribution: With this research, SMEs will more likely understand the importance of employee satisfaction due to an organisational change. This research has examined the intention of implementing a CRM system. Theoretical contribution: This study contributes to a continued consideration regarding organisational change by studying employees’ perspective and expanding the existing level of knowledge. / Syfte: Syftet med denna studie är att undersöka de anställdas perspektiv i termer av en CRM implementering i SMEs. Metod: En enkät bestående av 5-punkt Likert frågor tillsammans med avslutningsvis tre öppna frågor användes för att samla in data. Alla frågor var inspirerade från tidigare litteratur och forskning och levererades via email till alla anställda. Slutsats: Toppledning och mellanchefer måste involvera samt stödja sina anställda under hela implementationen för ett bättre förändringsbeteende. Systemet måste även vara lätt att använda, enkelt att lära sig samt inte störa de dagliga sysslorna för mycket. Med hänsyn till de anställdas perspektiv av att implementera CRM, denna studie föreslår att systemet kommer förbättra kommunikationen med nuvarande kunder. Anmärkningsvärt är att få anställda känner oro över det nya systemet och tror inte det kommer öka deras nuvarande arbetsbelastning. Angående åldersskillnader i arbetsstyrkan, hittade studien tre nyckelfaktorer, nämligen a) funktionella avdelningar är strukturerade runt kunden b) en tydlig kommunikationsplan kommer förbättra förändringsacceptans och c) tydlig systemträning kommer underlätta anställda förstå sin roll genom implementationen. Praktiska implikationer: Studiens praktiska bidrag är att belysa anställdas perspektiv i små och medelstora företag och vad de behöver för att acceptera en organisationsförändring. Studien har undersökt en kommande CRM implementation. Teoretiska implikationer: Denna studie bidrar till fortsatt hänsyn av organisationsförändring genom att studera de anställdas perspektiv och utöka nuvarande kunskapsnivå

This thesis deals with analysis and possibilities of improvements in the area of customer relationship management in a company. There is a theoretical framework regarding customer relationship management and CRM systems including their implementation. The thesis includes analysis of current state of CRM in a concrete company and a proposal of a new CRM system implementation schedule based on the analysis. Finally, there is a discussion of benefits of the proposed project and author's proposals heading to improvements of CRM in the company.

This diploma thesis deals with information systems for Customer Relationship Management (CRM) and its combination with one of the main recent information technology trends -- Cloud Computing. CRM systems represent fundamental company software. Thanks to Cloud Computing ideas CRM is available now via communication networks as a service with all its relevant benefits and risks. The goal of this thesis is to evaluate CRM provided as a software service, to compare a traditional deployment of CRM as on-premise software with Software-as-a-Service (SaaS), to identify its advantages and disadvantages and finally to offer answers and evaluation of the main Cloud CRM risks. The first part describes CRM background and Cloud Computing principles. The second part compares on-premise and SaaS deployments and evaluates its benefits and risks including a detail cost analysis. The last part deals with Cloud CRM integration possibilities and practical implementation experience including a case study. This thesis offers the answers to bridge the gap between the theoretical and the practical Cloud CRM experience as the main benefit.

No description available.

No description available.