Diploma thesis focuses on the analysis of information system for customer relationship management in the company AURA, s.r.o., which deals with the development and delivery of information systems focused on military material logistics. The content of the thesis is the theoretical basis for the analysis and understanding of the concepts mentioned in the work. The outputs of the analyses are information that are used to create a solution proposal to improve the current situation.

E-government, electronic Public Administration, has led to streamlined work processes within and between government departments. As theories of administration and management seek to improve processes, electronic administration seeks to improve electronic processes in an effort to provide efficient services. The unique contribution of this study on Public Administration and the related e-government initiatives of the Government Employees Pension Fund is that none of this research has been documented before. Whilst e-government is not new, its application to the Government Employees Pension Fund is novel. E-government espouses integrated partnerships between governments and e-citizens by creating an understanding of electronic relationships between and within organisations. The thesis considers electronic Public Administrative service delivery in the Government Employees Pension Fund as it relates to civil pensions administration. Successful e-government needs a critical mass of users that is central to ensuring its sustainable and successful utilisation. If a critical mass of users is not ensured then e-government initiatives will not be successful. Attempts by the Government Employees Pension Fund to develop a customer relationship management approach are assessed. Sustainable and successful e-service delivery is about providing multi-nodal access to clients. An interactive web site, amongst others, will allow clients to access services remotely. Seamless government is developed around customers’ needs and is outward looking since it provides a single access point for all services offered by government. Gaining access to information and communications technologies is a challenge that many face, hence the digital divide is a stymieing factor in providing seamless, successful e-government services. Not all e-government initiatives are successful. Information and communications technology initiatives are not always implemented according to planned timelines and budgets. The case of the Government Employees Pension Fund proved to be no different given that not all the e-government initiatives embarked upon were successful. / Thesis (PhD (Public Affairs))--University of Pretoria, 2007. / School of Public Management and Administration (SPMA) / unrestricted

The purpose of this study is to address uncertainty for the implementation of functionality concerning invoice management in the context of the customer relationship management (CRM) system Salesforce by providing design guidelines. It is a qualitative research project that follows a user-centered design (UCD) approach. Seven themes covering perceived difficulties were identified from a diverse set of stakeholders. The themes were analysed in a workshop where two Salesforce developers used their expert judgment to address the themes with liable design suggestions. This was followed by a heuristic evaluation session where an external Salesforce developer evaluated compressed versions of the design suggestions, leading to a concluding proposal of guidelines: 1) Comprehensive error handling and feedback, 2) Modular architecture, 3) Clarify systems relationship and provide detailed information, 4) Group similar functionality according to user role and provide direct feedback, 5) Understand user needs and utilize data graphics 6) Provide transparency for errors when possible, and 7) Provide traceable documentation based on functionality and workflows.

Mobile technology has evolved drastically over the years, and so has the customer’s perception of and expectations on mobile services. Mobile phones have become the essential part of customer’s life style and they expect consumer services to be available on mobile phone. In this saturated market, providing better customer experience through the channel preferred by customers is as important as selling the actual product or services. In the quest to retain existing customers as well as attracting new, companies are developing innovative mobile customer relationship management (mCRM) strategies to strike a balance between its investments and fulfilling of customers need to generate maximum profit. However, not all mCRM strategies succeed leaving customers dissatisfied and switching to competitors providing better mobile services. The purpose of this study is to understand the dynamics between the customer acceptance, customer satisfaction and customer loyalty in the context of mCRM services. Thus, answering the following research questions: a) What are the factors behind customer acceptance? b) Do mCRM services have any effect on customer loyalty? Qualitative research method were utilized to closely study two different mCRM strategies from different industries with costumer in focus. Data for the study was gathered from a costumer survey as well as from interviews with informants within the company. In addition, external data from public domain was used to validate the findings of the study. Furthermore, a research model was developed by identifying the constructs adopted from literature study of technology acceptance model (TAM3) and customer loyalty. The research model was the basis for developing the customer feedback survey. In addition, the constructs helped in identifying the impact on customer acceptance and customer loyalty for the respective mCRM strategy. This study confirms previous findings and contributes to our understanding of technology acceptance as well as customer loyalty. The study reveals that mCRM services are mostly useful to urban customers with busy and on-the-go lifestyle. Furthermore, the study shows that through well practice use behavior customer develops a habit based on the prior evaluation of perceived usefulness and perceived value. In addition, the study indicates that customers build up a new trust towards the mCRM services through the usage of the service. Finally, the results of the study indicate that the mCRM services have an impact on company’s net customer loyalty.

This  research  emphasizes  the role  of  social  media  in  customer  acquisition  retention.Furthermore, it investigates insights that have the potential to benefit tech startups inshaping  their  strategies  and  effectively  allocating  resources  to  achieve  consistentcommunication with their customer base. The field of research is particularly relevant dueto the research gap present in the literature that does not investigate how technologystartups should approach the initial acquisition and retention of the user base, consideringthe limited resources available to these newborn organizations. The research providesinsights into customers' perceptions of brands and companies on social media platforms.It offers intuitions on how to enhance customer trust through these platforms and whichare the preferred way of interaction between customers and companies both on and offsocial media.The study was performed using qualitative and quantitative primary data with the purposeof gaining a deep understanding of the research topic. However, the focus has been puton the quantitative data aiming to create objective and generalizable  results, seekingunbiased findings.The  results  of  the research  showed  how important it  is  to  have  an  effective CRM(Customer Relationship  Management) system as well as  being able to identify  theaudience, understanding, therefore, the communication method that best fit the chosentarget, with the aim of interacting with them in the expected and preferred way, beingthus one step closer on achieving customer retention and acquisition.

Date: 2023-05-30 Level: Bachelor thesis in Business Administration, 15 cr Institution: School of Business, Society & Engineering, Mälardalen University Authors: Belinda Sundqvist         Jerar Ohanisian                 Shaafi Osman Ali                        00/09/08                        97/09/03                               99/02/05 Title: Utilization & impact of AI in digital marketing Examinator: Magnus Linderström  Supervisor: Stylianos Papaioannou Keywords: Artificial intelligence (AI), Digital marketing, Search engine optimization (SEO), Customer relationship management (CRM), Gathered data, Ethics, Effectiveness, Regulation Research question: How do businesses utilize AI and how does it impact digital marketing? Purpose: The purpose of this study is to examine how organizations use artificial intelligence (AI) technology in their digital marketing, and how this affects their efforts to communicate digitally. This in conjunction with any repercussions regarding ethical and legal concerns, that may occur through the utilization of AI. Method: Qualitative method  Conclusion: AI tools, especially text generators like ChatGPT, are being widely used in digital marketing, especially by small to medium-sized enterprises (SMEs). Larger businesses consider ethical and legal aspects like GDPR in AI implementation. The utilization and choice of AI tools depend on a business's needs and resources. While AI helps improve margins, reduce costs, and enhance quality, it also includes challenges like potential skill gaps. Business size matters: large businesses can invest more but struggle with implementation, whereas SMEs adapt quicker and can achieve growth through AI. The study confirms AI's profitability in business, specifically in digital marketing.

以往顧客服務對企業而言只是被動的支援單位，企業無法得知每一位顧客的想法，顧客的聲音也難以傳達到企業內部，然而資訊與通訊技術的進步打破了這樣的障礙，促使資訊透明化，企業藉由資訊科技的輔助可以直接接觸到每一個個別的顧客，了解顧客的想法與需求來帶動企業的運作，成為企業經營的競爭優勢。 顧客關係管理（customer relationship management；CRM）為近年新興熱門話題，國內外軟體大廠紛紛投入CRM市場，然而此環境尚未成熟，各家提出之系統功能相當不一致，本文提出企業在建置顧客關係管理環境時應具備七大單元，包括產品端資訊蒐集機制、互動機制、事件處理機制、儲存分析機制、內部鏈結機制、策略對應機制、回饋執行機制等，以供企業參考。 CRM重視區別出每一個個別顧客的屬性再提供客製化服務，本文針對北部某醫院進行訪談，探討其規劃中之CRM及進行狀況，驗證本文所提出模式之可行性。 / Because of the power of information and telecommunications technologies, business can keep tracking of their customers to know what they really want and how they actually use the product. Analyzing the information return from customers and products, business can provide active and accurate service to the right customer through the right channel at the right time and rise the customer satisfaction. 　The purpose of this article is to show a complete CRM model which includes product information collecting mechanism, interact mechanism, event processing mechanism, storage and analysis mechanism, internal linkage mechanism, decision support mechanism, feedback implementing mechanism. When business constructs the CRM environment, they can apply this model to their organization. 　This article also studies a hospital case and plans a future framework for it by applying the model.

針對現今網路時代的變化與趨勢，本研究試圖以網站經營面和顧客使用面的角度切入，探討經過網際網路各項特性的催化後，一個完善的顧客關係管理系統所應該包含的重點工作為何。此外，本研究並試圖利用電子券商與網路書店此兩種不同產業的特性、實體與網路並存及純網路型企業及台灣與美國兩個不同國家的相關基礎環境影響這幾個變數，來探討在各個層面上，顧客關係管理系統在運用上所產生的相同與相異點，以提供業界與後續研究者做分析比較的參考。本研究的主要研究發現如下： ●　不同產業與企業，在網際網路上進行顧客關係管理共同應注意的重點工作有 ■　客製化服務是黏住顧客的最大關鍵 ■　因為網際網路無遠弗屆的特性使然，利用網路進行顧客關係管理首重即時性與不間斷性 ■　顧客服務應採用推播式（Push），而非被動的等待顧客來使用 ■　確認機制和即時性的回復系統，是博得顧客信賴與安全感的重要機制 ■　顧客真正想要的是「資訊」而非「資料」，資訊內容除了量大之外，好的搜尋引擎及分類機制才是關鍵 ■　部分實體特性所帶來的「顧客感受」尚無法為網路所替代 ■　既有品牌轉至網路，在獲取新顧客與保留顧客上不見得是助力 ●　電子券商與網路書店在進行顧客關係管理時所產生的不同點為 1. 在資料擷取時點及使用方式方面 ■　券商總是在一開始便擷取相當多的資訊、並採用即時採擷與分析的模式 ■　書店則以較為開放的資訊分享方式進行，直到交易完成之後，才開始利用各式各樣的交易資訊來進行資料分析 2. 在套牢現象方面 ■　券商因為交易的複雜度較高，牽涉到大額金錢流動的安全性考量也較高，是故所產生的套牢效應比較明顯（E*Trade有95％的顧客重複使用率，Charles Schwab也有90％） ■　書店的商品比較標準化，且資訊又採完全公開分享的方式，是故與券商相較起來，套牢效應較小 ●　實體與網路並存與純網路型企業在進行顧客關係管理時所產生的不同點為 ■　實體和網路並存的企業多利用策略聯盟或活動舉辦的方式來吸引顧客的目光及再度加深顧客的印象 ■　純網路的企業則推陳出新的發展出像是聯屬行銷或是社群經營的方式來利用動態循環的概念套牢顧客。 ●　美國與台灣在相關產業基礎環境不同的情況下，企業在進行顧客關係管理時所產生的影響與窒礙有 ■　台灣的券商在金流交換系統的不相容、不互通及法令層面上影響較大，例如證交法規定券商為特種行業，不可進行個股推薦並收取顧問費的營利活動，導致台灣券商目前並無法提供一站購足式的金融服務，並限制了擴展海外業務增加國際競爭力的能力。 ■　台灣書店則受限於實體物流、倉儲等配銷層面的基礎建設不足。EDI系統的零散與不足，導致存補書籍及追蹤書籍資訊都多所障礙，同時台灣發書量與網路商業使用人口的不足，也導致進行人工智慧比對的比較基礎不夠，讓許多加值性的顧客服務目前只能處於規劃狀態，無法上線執行。 此外，由研究結論可知，顧客關係管理系統內容廣泛，常常因產業的不同、企業數位化程度的不同、相關基礎設施的不同等等因素而以不同的型態呈現，並影響整個顧客關係管理的績效。但整體而言，國內外企業在推展的過程中，或多或少都已經對企業及顧客的價值產生提升的效果，甚至有些企業，例如Amazon已藉此達成了交叉銷售及雙贏的目標，並積極地為創造顧客的終身價值而努力。 / The 1990s has been a dynamic era for the information technologies. Since 1994, internet has boomed up and made trade commerce becoming a global-wide competition. Real time, boundless and multi-culture are the characteristics of internet and they also make changes to all the business models. Customer Relationship Management (CRM) which has been effected by the internet is one of the examples. The principle of 80/20 defines clearly that enterprises can create 80% of profit from their 20 % customers. How to utilize internet and apply the 80/20 principle to grasp customers is an important and also fashionable issue in business administration. Objectives This thesis tries to investigate internet's impact on CRM, in the context of characteristics of industry, enterprise digitalization involvement and complementary industries impact factors, to discuss the following objectives: ● The key successful factors of CRM on internet. ● What are the differences of CRM between stock houses and bookstores? ● What are the differences of CRM system between pure on-line and on-line + off-line enterprises? ● What are the differences of CRM between Taiwan & the United State? ● Does CRM enhance the value of both enterprises and customers. Research Structure This thesis is based on the CRM as the core and supported by the web operation and customer points of view. According to literature survey, a complete CRM should include the mechanism to transfer customers' data to useful knowledge, good customer services, efficient database services and community & associates program applications. Case Choice For the purpose of case study, this thesis chooses 8 companies as studies cases. Research Methodology This thesis adopts the case study using direct web observation, testing the internet system and in-depth managers and customers interviews. Before interviewing, the author has collected related data and the under-practicing data of every enterprise. Case Analysis and Conclusions According to the analyses of the 8 cases, the author has generated the following conclusions: 1. The key successful factors ofCRM on internet stock broker and bookstore industries including: ● One-to-one marketing & customerlization is the most important way to stick the customers. ● Real time, continuous and confirm-back system is necessary. ● Customers need "information" not "data". CRM should integrate these data into information and provide to the customers. ● Without providing the value-added services or the same identification of the brand name, established brand name may not be an asset to the new internet brand name. 2. The differences ofCRM between stock houses and bookstores are: ● Stock houses always adopt the way of real time data-mining and data warehousing; bookstores always share their information and provide information before they complete the first deal. ● Because of the complexity and security, stock houses always have more lock-in effect than bookstores. 3. The differences of CRM between pure on-line & on-line + off-line enterprises are: ● They have different way to attract new customers. Associates program is only applicable to internet deal. ● internet can't substitute some real things' interaction feeling for the customers. 4. The differences ofCRM between Taiwan and the United States are: ● The financial databases are not compatible in Taiwan. Therefore, it makes Taiwan's stock houses need more time and paper works to check customer's credibility. ● The Stock Trading Regulations in Taiwan limit Taiwan stock houses services to their customers. This inconvenience weakens Taiwan stock houses competition with American stock houses on internet. ● In Taiwan, EDI and logistic system is very poor. It makes bookstores can't trace their goods on time and provide value-added services. 5. Increasing the Value of Enterprises and Customers ● According to this research, it has discovered that a good CRM will collect customers' data, enhance customer relation, provide customers' knowledge and make cross interaction between sellers and customers. Both the enterprises and the customers gained "value-added". ● Customers always save their time to complete the trading and information search work. Enterprise always save the rent fee and labor cost to open a real store, and always make cross selling by good CRM system. ● For example, Amazon.com has made huge gain from the cross selling and has built a very good customer database. In 2000, Amazon.com has more than 17 million web users visit its homepage and more than 10 million have been its customers.

根據AMR Research的預估，全球的客戶關係管理(Customer Relationship Management，CRM)市場規模，從1998年23憶美元，預估西元2003年將達到168憶美元。以及由2002年底Siebel推出的解決方案來看，CRM的趨勢將針對各種應用系統如何做好整合。 本研究之目的，旨在整合現有客戶關係管理相關文獻，與日商B公司多年來的經驗，以流程再造為出發點，從而設計出新的客戶管理資訊系統中之「銷售」、「行銷」以及「客戶服務」等機制，以解決舊系統不敷使用的問題，並且提供新商品線銷售與服務的機制，以及整合部份內外部系統。研究過程中實踐了系統開發生命週期(System Development Lifecycle)的理論進行新系統之分析、設計、開發、測試，並進一步分析與探討新系統實際上為B公司帶來的效益。以期對於國內企業因應快速發展的CRM趨勢，本系統的實現提供了國內其它產業進行CRM資訊系統建置過程的參考價值。 / According to the prediction of AMR research, the marketing scale of global Customer Relationship Management will be expected to rise from 2.3 billions in 1998 to 16.8 billions in 2003. Viewing the CRM solution of Siebel in the end of 2002, the trend of CRM will focus on how to integrate other hundreds of applications. The objective of this study is to integrate the related references of present CRM and the publisher industry experiences within a Japanese company B. On the basis of Business Process Reengineering (BPR) theory, we design the Sales, marketing, and customer services in the new CRM system in order to solve the problems on the legacy system, to provide the new sale channels and services mechanism of new product line and to integrate parts of the inner and 3rd party information system. During the research process, we accomplished the theorem of System Development Lifecycle to analyze, design, develop, and test of the new system. And further analyze and discuss of the benefit to company B from the the new system. In order to match the trend of the rapid growth in the CRM market for local enterprises, this system supplied the referenced value during building the CRM information system for other local enterprises. / 目 錄 摘要……..………………………………………………………… I 目錄………….…………………………………………………… II 表目錄……………………………………………………………. IV 圖目錄………………….………………………………………… V 第一章 緒論………………….…………………………………... 1 1.1. 研究背景與動機……….……………………………… 1 1.2. 研究目的與範圍………………………………………. 3 1.3. 研究方法與論文結構………………………………….. 4 第二章 文獻探討…………………………………………………6 2.1顧客關係管理系統………………………………………..……6 2.2企業資訊系統整合………………………………….…..…..…10 2.3企業策略委外…………………………………………….……12 2.4企業流程再造…………………………………………….........13 第三章 案例背景與解決方案………………………………..….15 3.1案例背景分析…………………………………………………16 3.1.1 舊系統功能……………………………………….…...17 3.1.2 舊系統業務流程………………………………………25 3.1.3 舊系統流程分析………………………………………27 3.2 解決方案……………………………………………………...29 3.2.1 新系統流程分析………………………………………30 3.2.2 新系統功能設計重點…………………………………31 3.2.3 預期效益………………………………………………33 3.3 技術需求分析………………………………………………...34 3.3.1 系統分析與設計方法…………………………………34 3.3.2 技術選用………………………………………………41 第四章 系統架構…………………………………..…………….44 4.1系統分析………………………………………………..……..44 4.1.1 業務流程圖……………………………………………45 4.1.2 Data Modeling………………………………………….50 4.2 系統設計……………………………………………………...57 4.2.1平行設計……………………………………………….58 4.2.2 MVC設計概念………………………………………...59 4.2.3 系統雛形……………………………………………....62 4.2.4其他系統整合介面…………………………………….68 4.2.5系統架構圖…………………………………………….69 4.3 系統開發………………………………………………….…..71 4.3.1 Web功能模組……………………………………….....72 4.3.2 批次模組………………………………………………74 4.4 系統測試……………………………………………………...76 4.4.1系統整合測試………………………………………….77 4.4.2使用者接受度測試…………………………………….81 4.5 系統上線……………………………………………………...82 4.5.1教育訓練……………………………………………….82 4.5.2上線計畫……………………………………………….82 4.6 系統開發相關技術…………………………………………...86 4.7 效益評估……………………………………………………...91 第五章 結論與後續研究方向…………………………………..98 5.1 結論…………………………………………………………..98 5.2後續研究方向…………………………….…………………..99 參考文獻………………………………….………………….101 表目錄 表2-1 四大巨人CRM解決方案的銷售與趨勢分析表…………………………...8 表3-1 銷售系統功能簡述………………………………………………………….17 表3-2訂戶資料管理功能簡述……………………………………………………..19 表3-3 契約(訂單)管理功能簡述…………………………………………………...20 表3-4 債權管理功能簡述………………………………………………………….22 表3-5催款管理功能簡述…………………………………………………………..22 表3-6發貨管理功能簡述…………………………………………………………..23 表3-7舊系統功能分析……………………………………………………………..24 表3-8新系統解決方案重點………………………………………………………..29 表3-9新系統各部門人員動作概要說明…………………………………………..30 表3-10流程分析策略分析表………………………………………………………36 表3-11軟體生命週期模式比較表…………………………………………………38 表 3-12 系統建構模式與軟體品質評析表………………………………………..42 表3-13 J2EE與 .Net比較表……………………………………………………….43 表4-1 Table Schema 範例…………………………………………………………..52 表 4-2 系統測試分類表……………………………………………………………76 表4-3 Unit Test測試案例…………………………………………………………...79 表4-4 SIT測試案例………………………………………………………………...80 表4-5 上線計畫表執行細項……………………………………………………….84 圖目錄 圖1-1研究方法……………………………………………………………………….5 圖3-1舊系統功能架構圖一(依子系統) ……………………………………………18 圖3-2舊系統功能架構圖二(依部門) ………………………………………………18 圖3-3 舊系統訂購/出貨流程……………………………………………………….26 圖3-4 新系統訂購/出貨流程圖…………………………………………………….31 圖3-5 ERD範例……………………………………………………………………..35 圖3-6 應用系統平行開發的方……………………………………………………..40 圖3-7 系統雛形設計流程圖………………………………………………………..41 圖4-1 B公司整體業務流程圖………………………………………………………45 圖4-2 客戶註冊/訂購流程………………………………………………………….46 圖4-3個人資料變更流程……………………………………………………………46 圖4-4 訂單內容變更………………………………………………………………..47 圖4-5 信用卡入金流程……………………………………………………………..47 圖4-6 退款流程……………………………………………………………………..48 圖4-7 客戶服務……………………………………………………………………..48 圖4-8 物流再發送流程……………………………………………………………..49 圖4-9 名條列印與線上分析報表流程……………………………………………..49 圖4-10 Conceptual Data Model (E-R with Entity) ………………………………….51 圖4-11 Conceptual Data Model Sample(E-R with attributes)……………………….52 圖4-12 亞洲共通版系統設計概念圖………………………………………………58 圖4-13 各子系統功能概要圖……………………………………………………....59 圖4-14 i18n的技術應用範例……………………………………………………….60 圖4-15第一層級Prototype範例(訂單) ……………………………………………63 圖4-16第二層級Prototype範例(訂單) …………………………………………..64 圖4.17第三層級Prototype範例(訂單) …………………………………………..65 圖4-18新系統架構圖……………………………………………………………..69 圖4-19系統硬體部署圖…………………………………………………………..70 圖4-20 JDBC Connection Pooling Module………………………………………..88

[ES] El mercado y las transacciones comerciales se desarrollan en la actualidad en un entorno cada vez más dinámico y cambiante, que obliga a las empresas a adaptarse a expectativas cada vez más específicas y exigentes por parte de los clientes, y a una competencia feroz por mantener y ampliar la ventaja competitiva para poder subsistir. La fidelización de los clientes, y el establecimiento de relaciones comerciales duraderas con ellos a largo plazo es una de las formas más eficientes a través de las cuales las empresas pueden conseguir estos objetivos. Para ello es fundamental tener la mejor información posible sobre los clientes, así como establecer estrategias coherentes para la gestión de las relaciones con ellos. Poner al cliente como foco y centro de toda la cadena de valor de las empresas asegura que, desde la toma de requerimientos para satisfacer las necesidades de los clientes, hasta la provisión de bienes y servicios que satisfagan dichas necesidades, pasando por todas las etapas de su proceso productivo, están diseñadas y orientadas a conseguir la máxima satisfacción del cliente y con ello su fidelidad y una relación comercial duradera y beneficiosa. Las Tecnologías de Información y Comunicación (TIC) son clave para cualquier estrategia dirigida a la consecución de estos objetivos, tanto por su potencia en el manejo de la información valiosa de gestión empresarial, como por el cambio cultural que introducen en las empresas que adoptan estos sistemas en su camino hacia la transformación digital. En las últimas dos décadas ha crecido especialmente el interés por una de estas tecnologías, en concreto los sistemas Customer Relationship Management (CRM), cuyo ámbito de trabajo es la gestión de las relaciones con los clientes. CRM nace en los años 70 con el objetivo de automatizar la fuerza de ventas de las empresas, es decir, sistematizar e informatizar los procesos comerciales en tres áreas: ventas, marketing, y servicios. El objetivo primero de CRM era que toda acción emprendida por cualquiera de los agentes de la empresa, en cualquiera de estas tres áreas de gestión de relaciones con los clientes, estuviera registrada y accesible para el resto de los agentes clave de la empresa. Con CRM se conseguía unificar y tener de forma coherente y consistente toda la información de gestión de relaciones con los clientes. El dinamismo y competitividad de los mercados, alentado por la globalización y el acceso a información y mercados diversos y dispersos, ha movido a las empresas a buscar estrategias de gestión que hagan sostenibles en el tiempo sus ventajas competitivas. CRM se ha mostrado como una de estas herramientas más valiosas, aportando expectativas no solo de beneficios de explotación actual por su gestión de la información relacionada con la gestión del conocimiento sobre los clientes, sino también de beneficios a futuro por su directo impacto en los procesos de innovación. Una vez definidos cuales son los beneficios esperados por parte de las empresas que deciden implementar sistemas CRM, se plantea la cuestión de saber en qué condiciones estos beneficios se suelen dar en la realidad. El presente trabajo de investigación ha pretendido comprobar cuáles son las condiciones que pueden hacer que el uso CRM por parte de las empresas venga acompañado consecuentemente de mejoras en los resultados empresariales, de modo que las conclusiones ayuden a las empresas a tomar sus decisiones sobre su adopción de dichos sistemas CRM. La conclusión general del estudio es la confirmación de que una buena cultura de gestión de la relación con los clientes ("customer relationship management") es clave para tener un buen resultado empresarial, ya que está en línea con las teorías modernas del marketing relacional que se enfocan en la gestión centrada en el cliente. A esta relevancia de la cultura de gestión centrada en el cliente, se agrega que el uso de tecnologías CRM puede y de / [CA] El mercat i les transaccions comercials es desenvolupen en l'actualitat en un entorn cada vegada més dinàmic i canviant, que obliga les empreses a adaptar-se a expectatives cada vegada més específiques i exigents per part dels clients, i a una competència feroç per mantindre i ampliar l'avantatge competitiu per a poder subsistir. La fidelització dels clients, i l'establiment de relacions comercials duradores amb ells a llarg termini és una de les formes més eficients a través de les quals les empreses poden aconseguir aquests objectius. Per a això és fonamental tindre la millor informació possible sobre els clients, així com establir estratègies coherents per a la gestió de les relacions amb ells. Posar al client com a focus i centre de tota la cadena de valor de les empreses assegura que, des de la presa de requeriments per a satisfer les necessitats dels clients, fins a la provisió de béns i serveis que satisfan aquestes necessitats, passant per totes les etapes del seu procés productiu, estan dissenyades i orientades a aconseguir la màxima satisfacció del client i amb això la seua fidelitat i una relació comercial duradora i beneficiosa. Les Tecnologies d'Informació i Comunicació (TIC) són clau per a qualsevol estratègia dirigida a la consecució d'aquests objectius, tant per la seua potència en el maneig de la informació valuosa de gestió empresarial, com pel canvi cultural que introdueixen en les empreses que adopten aquests sistemes en el seu camí cap a la transformació digital. En les últimes dues dècades ha crescut especialment l'interés per una d'aquestes tecnologies, en concret els sistemes Customer Relationship Management (CRM), l'àmbit de treball del qual és la gestió de les relacions amb els clients. CRM naix en els anys 70 amb l'objectiu d'automatitzar la força de vendes de les empreses, és a dir, sistematitzar i informatitzar els processos comercials en tres àrees: vendes, màrqueting, i serveis. L'objectiu primer de CRM era que tota acció empresa per qualsevol dels agents de l'empresa, en qualsevol d'aquestes tres àrees de gestió de relacions amb els clients, estiguera registrada i accessible per a la resta d'agents clau de l'empresa. Amb CRM s'aconseguia unificar i tindre de manera coherent i consistent tota la informació de gestió de relacions amb els clients. El dinamisme i competitivitat dels mercats, encoratjat per la globalització i l'accés a informació i mercats diversos i dispersos, ha mogut a les empreses a buscar estratègies de gestió que facen sostenibles en el temps els seus avantatges competitius. CRM s'ha mostrat com una d'aquestes eines més valuoses, aportant expectatives no sols de beneficis d'explotació actual per la seua gestió de la informació relacionada amb la gestió del coneixement sobre els clients, sinó també de beneficis a futur pel seu directe impacte en els processos d'innovació. Una vegada definits quals són els beneficis esperats per part de les empreses que decideixen implementar sistemes CRM, es planteja la qüestió de saber sota quines condicions aquests beneficis se solen donar en la realitat. El present treball de recerca ha pretés comprovar quines són les condicions que poden fer que l'ús CRM per part de les empreses vinga acompanyat conseqüentment de millores en els resultats empresarials, de manera que les conclusions ajuden les empreses a prendre les seues decisions sobre la seua adopció d'aquests sistemes CRM. La conclusió general de l'estudi és la confirmació que una bona cultura de gestió de la relació amb els clients ("customer relationship management") és clau per a tindre un bon resultat empresarial, ja que està en línia amb les teories modernes del màrqueting relacional que s'enfoquen en la gestió centrada en el client. A aquesta rellevància de la cultura de gestió centrada en el client, s'agrega que l'ús de tecnologies CRM pot i deu ajudar a millorar l'acompliment de l'empresa. / [EN] The market and commercial transactions are currently developing in an increasingly dynamic and changing environment, which forces companies to adapt to increasingly specific and demanding expectations from customers, and to a fierce competition to maintain and expand the competitive advantage in order to survive. The loyalty of customers, and the establishment of lasting business relationships with them in the long term is one of the most efficient ways through which companies can achieve these objectives. For this purpose, it is essential to have the best possible information about customers, as well as to establish coherent strategies for managing relationships with them. Putting the client as the focus and center of the entire value chain of companies ensures that, from the study of requirements to satisfy the needs of clients, to the provision of goods and services that satisfy said needs, passing through all stages of its production process, are designed and oriented to achieve maximum customer satisfaction and with it their loyalty and a lasting and beneficial business relationship. Information and Communication Technologies (ICT) are key to any strategy aimed at achieving these objectives, both because of their power in handling valuable business management information, and because of the cultural change they introduce in companies that adopt these systems on their way to digital transformation. In the last two decades, interest in one of these technologies has grown especially, specifically the Customer Relationship Management (CRM) systems, whose scope of work is the management of customer relationships. CRM was born in the 70s with the aim of automating the sales force of companies, that is, to systematize and computerize business processes in three areas: sales, marketing, and services. The first objective of CRM was that any action taken by any of the company's agents, in any of these three areas of customer relationship management, be registered and accessible to the rest of the company's key agents. With CRM it was possible to unify and have in a coherent and consistent way all the information on customer relationship management. The dynamism and competitiveness of the markets, encouraged by globalization and access to information and diverse and dispersed markets, has prompted companies to seek management strategies that make their competitive advantages sustainable over time. CRM has proven to be one of these most valuable tools, providing expectations not only of current operating benefits due to its management of information related to customer knowledge management, but also future benefits due to its direct impact on processes of innovation. Once the expected benefits of companies that decide to implement CRM systems have been defined, the question arises of knowing under what conditions these benefits usually occur in reality. The present research work has tried to verify which are the conditions that can make the use of CRM by companies consequently accompanied by improvements in business results, so that the conclusions help companies make their decisions about their adoption of such CRM systems. The general conclusion of the study is the confirmation that a good culture of customer relationship management ("customer relationship management") is key to having a good business result, as it is in line with modern theories of relationship marketing that they focus on customer-centric management. To this relevance of the customer-centric management culture, it is added that the use of CRM technologies can and should help improve company performance. An adequate innovation strategy appears as the ideal complement to the strategies for the use of culture and CRM technologies in order to improve business results. / Guerola Navarro, V. (2021). Impacto del grado de implementación del Customer Relationship Management (CRM) y la Estrategia de Innovación en los resultados empresariales. Aplicación al sector vitivinícola español [Tesis doctoral]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/166614 / TESIS