A Study of Customer Relationship Management for Telecommunication ¡iABSTRACT¡j Facing the free-market of telecommunication in Taiwan, there are three new comers of private telecommunication company with the previously existent public old big oneChung Hwa Telecommunication Company that all are engaging in this competition broadband fixed network and data, mobile telecom. market. Therefore, It has been the right direction for them to run the right way of business that they have to consolidate or to get the profitable important customers and to promote the sustaining competitive advantage. Up to now, lots of enterprise business management method still only focus on the process-oriented and product-oriented management, even though they had product function and process control optimized well done, but if the service or product what they have provided doesn¡¦t satisfy the customer¡¦s demand and cause to loss a lot of consumers or to increase churn rate, then it will gradually decrease their competition advantage and it also cannot achieve their business goal. Recently, all of successful enterprises lay emphases on customer oriented relationship management, so that they can understand sufficiently their customer wants and response their customer needs or questions quickly in order to create the customer values and to emphasize the customer satisfaction and loyalty, for that they can retain the valuable old customers and discover the new resource of customer to acquire the new customers and to accumulate the super occupy rate of customer, and then how to increase shortly the benefits of customer and improve their sustainable competitive advantage, after that it could promote enterprise productivity. In the first instant, my study makes inquiry into some reference documents of the general customer relationship management (CRM), to synthesize the scholar theories of CRM and some application solutions of industrial CRM system that I want to deem it as reference foundation in my study topics of thesis. I think it has to set up the enterprise requirement IT-Web level of e- business, especially I would emphasize that customer relationship is very intelligent management, something like an coexistent IT system integrated the back office with global logistics over enterprise resource planning (ERP) and the front office with unified multi-channel device contact (or call) center.IT also goes through data warehouse via data mining to form an intelligent data based management and to apply the optimized concept of the customer relationship technology to improve the mutual relationship with customers. And it has to create many different business analysis models and different versions of total solution to provide the reference of making decision for business strategy and fit in with the real demand for the customer and to promote the customer satisfaction¡B intimate service and advanced interaction relationship. Matching up my study topic of telecommunication service provided company, with their distinguishing business attributes and under the very competitive environment. I think it¡¦s right choice to set up an omni-bearing CRM for telecommunication service provided company. First of all, It has to focus on the customer center and make an omni-bearing thought mode to refresh your company vision, mission, strategy, planning, managing and executing via reengineering from customer relationship management and knowledge management, in order to offer a total series satisfied service from before selling, during selling and after selling. Going a step further, it has to keep on developing advance customer relationship management with employee relationship management and partner relationship management to make multilateral equilibrium benefits. It also has to set up an omni-bearing performance evaluation system by CRM-based to reform a new enterprise culture, in order to make the company growth in progress forever and create the lifetime value for the customers, employee, partners and investors. Finally, if we set up an omnibearing CRM for telecommunication company, it will become a value creator for customers, employee, partners and investors. I hope this study can meet the innovation of new business managerial mission and idealism promoted by Doctor Mao, the chairman of Chung-Hwa telecommunication company¡GThe central belief is as a value creator and business basis on marketing innovation and productivity, and re-engineering a sustainable competitive advantage of new enterprise culture for Chung-Hwa telecom. Company. it also can be the training reference for all employees who have to understand the important of CRM, and have to know that the customer is the king.. The study, ultimately, has planned to try, finishing a prototype for verifying the project mission possible and offering some partly questions to be continuously studied. And I hope the worldwide famous telecom. company¡Binformation integrated service provider and database management application provider can cooperate to accelerate developing a customer-central knowledge database management and also having the omni-bearing thought of business strategy to aquire SMARTEN tools of the various application analysis modes of intelligent CRM, then it can apply the relationship technology to create suitable integrated management system for the different field¡¦s demand of industry¡Bgovernment and education¡Aby their hand in hand to establish a multimedia global broadband information harmony society, then it can promte industrial advantage and new economy growth, and it can also apply this cooperation relationship technology to cherish that they combine with competing and cooperating by the same business and work together in alliance by the different business ,to expand overseas market, and to promote our international competitive advantage¡C

Business Market is like battlefield. In order to occupy the market quickly, good merchandise with definite brand position and marketing strategy is essential. Brand managers must think how to obtain customers and keep customers, which also means that how to evaluate target, select target and obtain target from customers by using limited resources in the shortest time. The object of this research is a fashion brand represented by a Japanese company. The purpose is to discuss how a transnational fashion brand promotes its popular brand to other countries. How to utilize marketing strategies and customer relationship management to maintain brand position under keen competition in internationalized and liberalized Taiwan market is the research data. Analysing the consumption data to select target customers and analysing the transaction frequencies of customers are the research method. Customers are differentiated from ages respectively and the market strategy is driven based on Marketing 4P combination analysis. This method helps to develop brand management and brand development strategy, also expects to clarify brand position of each brand, keep target customer and know customer growth.

Service industry in Taiwan has a great advance during these decades, but one characteristic of the service industry is that service is easily and immediately copied by competitors. In order to cultivate more loyal customers, it is important to create excellent customer relationship management process and to expend every marketing budget wisely. Based on previous study, Reinartz, Krafft & Hoyer (2004) argued two outcomes. One is that CRM process measure outlines three key stages: initiation, maintenance, and termination; the other one is that the implementation of CRM process has a moderately positive association with both perceptual and objective company performance. This research is a case study aims to verify the result by interviewing the managers of nine travel agencies in Taiwan. This research concludes the following results from the interviews of nine travel agencies; especially focuses on the fulfillment of CRM process and the tourism classifications. First, the more a travel agency puts emphasis on service quality, the higher implementation of CRM process they perform. Secondly, it is difficult to evaluate the effects of the CRM process by judging the sales revenue between tourism wholesalers and retailers in 2005, because there are different in their business components. With respect to the classifications of travel agencies, the connections between CRM process and performances are as follows: (1) for the tourism wholesalers, the more cooperative retailers a wholesaler has, the better financial performance it shows. (2) The retail agencies that have enterprises as customers have better financial performances than that only have mass customers.(3) In the tourist industry, if the companies concentrate more on CRM, they would have better non-financial performances. (4) For tourism wholesalers, the more they concentrate on CRM, the better non-financial performances they represent. Finally, it is not significant that the organizational differences have impacts on CRM process and company performance.

In 2010 the United Arab Emirates (UAE) government set out to improve customer service by adopting the Customer Relationship Management (CRM) system that was used mainly in private sector. There was a concern about implementing the one size fits all CRM. Therefore, public managers needed to understand the various public sector relationship types and to consider a relational, emotional and behavioral approach to the public-government relationship rather than the technical business management approach. The research here identifies some key distinctive typologies and key contextual relationship factors to better design a management approach that suits each typology. Some key relationship components are stakeholders, services, government role, service concept and relationship exchange. Reviewing the literature from the relationship lens, many studies have focused on understanding the components of a public-government relationship. The gap in the literature highlights the need for CRM models for the government sector functions, identifying the various contextual factors of the relationship, and a need to cater to the behavioral and emotional aspect of the relationship. The seven public-government relationship typology framework emerged from meta-synthesis of the literature review. The study uses UAE Federal government CRM, specifically the Ministry of Health and Prevention (MOHAP). Grounded theory methodology was used to explore the seven public-government factors. Twenty-four qualitative interviews were conducted. The examined relationships include: entrepreneurial, public beneficiary, social beneficiary, organizer, protector, arbitrator, and supporter. The findings aid practitioners in designing the public-government relationship management approach that suits the nature of each relationship and its context. Theoretically, the relationship is the new lens for improving customer service in the public sector and the private sector. This emphasizes that the one size fits all CRM approach needs to be changed to more of a human and personalized approach to managing relationship typologies that are altered based upon context, influential components, and key factors. Some of the key factors influencing the relationships are communication, awareness, knowledge, emotional handling, engagement, relational approach, trust, and relationship value chain. This study provides good evidence for the need for further exploration of the contextual angle of relationships in the private sector in similar relationship typologies. / Ph. D.

Inseridas num cenário altamente competitivo, as organizações primam pelo alcance da vantagem competitiva sustentável (VCS), embora essa última seja, cada vez mais, efêmera. Nesse contexto, surge o customer relationship management (CRM) como estratégia de negócio. Fundamentado no marketing de relacionamento personalizado e na infra-estrutura da tecnologia de informação, o CRM representa uma solução para viabilizar o alcance da VCS. Entretanto, deve-se enfatizar a relevância dos processos organizacionais e das pessoas, visto que eles compõem a empresa que adota a estratégia do CRM. Por outro lado, observa-se que o assunto sobre a gestão do relacionamento com o cliente destaca-se nos ambientes da academia e do mercado. Desse modo, esta pesquisa tem como objeto de estudo a estratégia de CRM, apresentando como objetivo geral a proposta de um modelo para planejar, implementar e acompanhar a estratégia de CRM. Este trabalho caracteriza-se como sendo uma pesquisa exploratória de abordagem qualitativa, utilizando a pesquisa bibliográfica e a pesquisa de campo como procedimentos para o alcance do seu objetivo geral. Nota-se que, inicialmente, a pesquisa bibliográfica aborda os aspectos gerais sobre o CRM e, mais adiante, o enfoque representa os modelos e/ou abordagens da literatura sobre o planejamento, a implementação e o acompanhamento dessa estratégia. A partir da revisão bibliográfica e da pesquisa preliminar de campo, foi desenvolvido o protótipo do modelo final que, em seguida, foi submetido às críticas, sugestões e considerações de especialistas, durante a segunda etapa da pesquisa de campo, conforme o método de pesquisa apresentado. Sendo assim, a consistência e a aplicabilidade do modelo foram constatadas, considerando-se o modelo proposto (um conjunto de etapas seqüenciais) um método para planejar, implementar e acompanhar a estratégia de CRM. Porém, algumas limitações foram observadas e, por último, foram sugeridas algumas atividades futuras, percebendo-se a vanguarda do CRM e a carência do mercado. / Inserted in a very competitive scenery, the organizations excel by achieving the sustainable competitive advantage, although it has been more and more ephemeral. In this context, appears the customer relationship management (CRM) as a business strategy. Based on the personalized relationship marketing and on the information technology infrastructure, the CRM represents a viable solution for achieving the sustainable competitive advantage. It must be emphasized, nevertheless, the relevance of the organizational processes and the people, once they constitute the company that adopts the CRM\'s strategy. On the other hand, it is observed that the matter of managing the relationship with the client, stands out in the academic and market environments. In this way, this research\'s object of study is the CRM\'s strategy, presenting as general objective, the proposition of a model for planning, implementing and following the CRM\'s strategy. This work is characterized as an exploratory research of a qualitative approach, using the bibliographical and field researches as procedures to achieve its general objective. It can be noticed that, at first, the bibliographical research approaches the general aspects about CRM and further on, the focus represents the literature models and/or approaches about the planning, implementation and follow up of this strategy. Based on the bibliographical revision and preliminary field research, it was developed a prototype of the final model that was submitted to specialists\' critiques, suggestions and considerations, during the second phase of the field research, in accordance with the research\'s method presented. This way, the model\'s consistency and applicability were verified, considering the proposed model (a set of sequential phases) a method to plan, implement and follow the CRM\'s strategy. However, some limitations were observed and finally, some future activities were suggested, noticing the CRM\'s vanguard and the market\'s need.

Inseridas num cenário altamente competitivo, as organizações primam pelo alcance da vantagem competitiva sustentável (VCS), embora essa última seja, cada vez mais, efêmera. Nesse contexto, surge o customer relationship management (CRM) como estratégia de negócio. Fundamentado no marketing de relacionamento personalizado e na infra-estrutura da tecnologia de informação, o CRM representa uma solução para viabilizar o alcance da VCS. Entretanto, deve-se enfatizar a relevância dos processos organizacionais e das pessoas, visto que eles compõem a empresa que adota a estratégia do CRM. Por outro lado, observa-se que o assunto sobre a gestão do relacionamento com o cliente destaca-se nos ambientes da academia e do mercado. Desse modo, esta pesquisa tem como objeto de estudo a estratégia de CRM, apresentando como objetivo geral a proposta de um modelo para planejar, implementar e acompanhar a estratégia de CRM. Este trabalho caracteriza-se como sendo uma pesquisa exploratória de abordagem qualitativa, utilizando a pesquisa bibliográfica e a pesquisa de campo como procedimentos para o alcance do seu objetivo geral. Nota-se que, inicialmente, a pesquisa bibliográfica aborda os aspectos gerais sobre o CRM e, mais adiante, o enfoque representa os modelos e/ou abordagens da literatura sobre o planejamento, a implementação e o acompanhamento dessa estratégia. A partir da revisão bibliográfica e da pesquisa preliminar de campo, foi desenvolvido o protótipo do modelo final que, em seguida, foi submetido às críticas, sugestões e considerações de especialistas, durante a segunda etapa da pesquisa de campo, conforme o método de pesquisa apresentado. Sendo assim, a consistência e a aplicabilidade do modelo foram constatadas, considerando-se o modelo proposto (um conjunto de etapas seqüenciais) um método para planejar, implementar e acompanhar a estratégia de CRM. Porém, algumas limitações foram observadas e, por último, foram sugeridas algumas atividades futuras, percebendo-se a vanguarda do CRM e a carência do mercado. / Inserted in a very competitive scenery, the organizations excel by achieving the sustainable competitive advantage, although it has been more and more ephemeral. In this context, appears the customer relationship management (CRM) as a business strategy. Based on the personalized relationship marketing and on the information technology infrastructure, the CRM represents a viable solution for achieving the sustainable competitive advantage. It must be emphasized, nevertheless, the relevance of the organizational processes and the people, once they constitute the company that adopts the CRM\'s strategy. On the other hand, it is observed that the matter of managing the relationship with the client, stands out in the academic and market environments. In this way, this research\'s object of study is the CRM\'s strategy, presenting as general objective, the proposition of a model for planning, implementing and following the CRM\'s strategy. This work is characterized as an exploratory research of a qualitative approach, using the bibliographical and field researches as procedures to achieve its general objective. It can be noticed that, at first, the bibliographical research approaches the general aspects about CRM and further on, the focus represents the literature models and/or approaches about the planning, implementation and follow up of this strategy. Based on the bibliographical revision and preliminary field research, it was developed a prototype of the final model that was submitted to specialists\' critiques, suggestions and considerations, during the second phase of the field research, in accordance with the research\'s method presented. This way, the model\'s consistency and applicability were verified, considering the proposed model (a set of sequential phases) a method to plan, implement and follow the CRM\'s strategy. However, some limitations were observed and finally, some future activities were suggested, noticing the CRM\'s vanguard and the market\'s need.

En framgångsrik CRM-strategi inkluderar ofta omfattande förändringar och kräver där­för mycket engagemang och planering. CRM-system kan påverka organisationers former och mekanismer för kontroll där kontrollen exempelvis kan utgöras av verbala direktiv direkt från en överordnad till en underordnad, nedskrivna regler eller genom ett upplevt grupptryck. Intressekonflikter inom organisationer kan även komplicera organisatoriska kontrollprocesser. Tidigare studier inom forskningsområdet har identifierat ett gap i stu­dier som undersökt hur kombinationer av organisatoriska kontrollformer utformas i samband med arbete kring informationssystem. Antalet studier som har undersökt utö­vande av organisato­risk kontroll i samband med CRM-system är få och har påvisat ett behov av ytterligare förståelse för fenomenet i nya kontexter. I syfte att fylla dessa gap i forskningen under­söker denna fallstudie hur former och mekanismer av organisatorisk kontroll påverkas av CRM-system inom kundhantering- och försäljningsprocesser i en svensk organisation verksam inom fastighetsbranschen. En kvalitativ forskningsstrategi antogs som grund­läggande metod för denna fallstudie med semistrukturerade inter­vjuer som den huvud­sakliga datainsamlingsmetoden. Studiens resultat visar att CRM-system bidrar till en effektivare självkontroll. Studien visar också att organi­sationens starka värde­grund bidrar till att behovet av en aktiv tillsyn över kundhantering är låg i organi­sationen. Informella kontrollformer används mer än formella kontrollfor­mer och organi­sationens undersökta delar förlitar sig starkt på klankontroll som den främsta for­men av organisatorisk kontroll. / A successful CRM strategy often involves extensive changes and therefore requires a lot of commitment and planning. CRM systems can affect organizations' forms and mecha­nisms of control, where control can, for example, consist of verbal directives directly from a superior to a subordinate, written rules or through a perceived peer pressure. Conflicts of interest within organizations can also complicate organizational control pro­cesses. Previous studies in the research area have identified a gap in research that ex­amines how organizational control modes are combined in association with work re­lated to information systems. The number of studies that have examined the exercise of organizational control in rela­tion to CRM systems is few and has demonstrated a need for further understanding of the phenomenon in new contexts. To fill these gaps in the research, this case study ex­amines how forms and mechanisms of organizational con­trol are affected by CRM sys­tems in customer management and sales processes in a Swedish organization active in the real estate industry. A qualitative research strategy was adopted as the main method for this case study with semi-structured interviews as the main data collection method. The results of the study show that CRM systems con­tribute to more effective self-control. The study also shows that the organization's strong values ​​decreased the need for active supervision of customer management in the organization. Informal modes of control were more central than formal modes of con­trol and the surveyed parts of the organization rely heavily on clan control as the main form of organizational control.

The purpose of this case study is to determine if there are any under- or overrepresented industries in CRM case studies. CRM stands for customer relationship management and can be applied as a system to help the sales manager in an industry to control the activities and their customers. CRM enable long-term relationships with customer and to retaining key customer. The top findings in this case study is that the hotel industry is by far the leader of CRM case studies and therefore the overrepresented industry. The underrepresented industries when it comes to amount of CRM case studies is the digital content industry, retailing industry, pharmaceutical industry and the telecommunication industry. The conclusion in this case study is that all the service industries are dependent on the CRM-systems and therefore a lot of case studies have been composed about the subject. Another conclusion is that that CRM-systems cannot be ignored by any industries since the economy is customer orientated.

The master's thesis focuses on distribution in a selected company. The company has been going through many changes which affect the whole logistic chain. The company is pushed by the current market situation to change processes in the central warehouse and in the costumer distribution. The author analyses all these changes and compares them to the theory. The author also proposes some improvements for efficiency increase in single parts of the logistic chain. There is not only theory used for these proposals. The proposed solutions are based on his own work experience and inspiration from different companies.

In the last decade, the ever increasing pressure of competition faced by businesses has led to the development of Customer Relationship Management (CRM). In short, CRM is the practice of integrating all aspects of business functions for dealing with customers, with the assistance of technology, and with the intention of boosting company profitability. CRM has been widely promoted as a critical contributor to business survival. However, the high failure rate of CRM projects has also attracted research attention and many factors have been discussed as contributing to the success or failure of CRM implementation. This research argues that CRM is not simply a software package or a computer program. CRM, instead, should be perceived as a strategic issue in order to realize its potential. In addition, this study also argues that CRM implementation is affected by organizational, strategic and cultural factors. In particular, this study was conducted within the context of Chinese small and medium-size enterprises (SMEs), with company size and culture as two major focuses in this study. SMEs were chosen as this segment has been overlooked in CRM study, yet it represents a great potential for growth in CRM adoption. Chinese culture was chosen as most of CRM studies have been conducted within a western cultural background. The Chinese culture has distinctive characteristics different from western culture, and this has strong influences on business operations. A quantitative method was adopted for this study and a mailed survey was used to collect data to examine the relevance of these factors within this context. Research participants were recruited using a systematic sampling technique through a comprehensive Chinese business directory. Results suggest that there are positive associations between a company’s CRM implementation and its practice of organizational, strategic, and cultural issues. In particular, four organizational issues – organizational integration, executive commitment, system readiness, and resource availability; three strategic issues – vision, planning, and customer-centric culture; and one cultural issue – networking, have an impact on a company’s CRM implementation.