本研究鑒於行銷對非營利組織之重要性、文教類基金會為台灣基金會的主要類型、關係行銷的研究方興未艾、關係行銷對於非營利組織所能發揮之利益，以文教基金會或教育事務基金會為研究對象，探討其所採用的關係行銷策略、所知覺的關係行銷品質、關係行銷策略與品質之間的關係。研究者採用問卷調查法，以自編之「非營利組織關係行銷策略與關係品質調查問卷」為研究工具，以符合本研究目的之300家文教基金會或教育事務基金會為研究對象，共發出600份問卷，扣除無效問卷後，共回收453份，回收率為75.5%。。預試階段共回收123份預試問卷，正式施測共回收453份正式問卷。 本研究獲致結論如下： 一、 我國非營利組織整體關係行銷策略之運用現況仍有待改進，就各層面而言，以「建立策略」與「維繫策略」運用現況較佳，而「提升策略」運用現況較差。 二、 我國非營利組織整體關係品質介於「普通」及「經常如此」之間，就各層面而言，以「關係承諾」程度最高，「關係滿意」與「關係信賴」現況較差。 三、 「宗教背景」及「治理與領導方式」是影響基金會關係行銷策略之重要環境因素。 四、 「成立年限」與「服務項目」是影響基金會關係行銷策略與關係品質之重要環境因素。 五、 基金會成員之「年齡」及「教育程度」是影響基金會關係行銷策略之重要人口因素。 六、 基金會成員之「宗教信仰」、「職務性質」及「工作報酬」是影響基金會關係行銷策略與關係品質之重要人口因素。 七、 非營利組織關係行銷策略能正向影響關係品質。 本研究對文教類基金會提出如下建議： 一、 基金會領導者宜瞭解非營利行銷與營利導向行銷之根本性差異，並重視關係行銷對非營利組織之重要性。 二、 基金會應主動提高服務或財貨的附加價值，使「正規服務」提升至「感動服務」。 三、 基金會應重視並維護捐助者的權益，並使產品或服務符合捐助者期待，以增進捐助者對基金會的關係信賴及滿意。 四、 無論何種特性的基金會，均應重視關係行銷策略及關係品質對非營利組織之重要性，以追求組織永續競爭力。 五、 基金會宜體認到關係行銷策略的運用程度愈高，其關係品質也愈高。 六、 教育行政機關可扮演文教基金會的交流平台，提供不同性質基金會之間對話與合作的機會，進而提高基金會之關係品質。 最後，本研究分別對後續研究就研究對象、研究變項與研究方法提出建議。 / In this study, in view of the importance of marketing to non-profit organizations, cultural and educational foundations as the main types of Taiwan's foundations, relationship marketing research in the ascendant, the interests developed by relationship marketing in regard to non-profit organizations, the researcher took cultural and educational foundations or educational matters foundations as the research objects to explore the relationship marketing strategies they use, the quality of relationship marketing they perceive, and the relationship between relationship marketing strategies and quality. The researcher used questionnaire survey methods, used self-designed "the questionnaire of relationship marketing strategies and relationship quality of non-profit organizations" as a research tool, used 300 cultural and educational foundations or educational matters foundations that meet the purpose of this study as the research objects. And the researcher issued a total of 600 copies of questionnaires, excluding invalid questionnaires, and 453 copies were recovered and the recovery rate is 75.5%. A total of 123 pre-test questionnaires were Recovered at the pre-trial stage, and a total of 453 formal questionnaires were recovered at the formally measuring stage. The researchers got the following conclusions in this study: 1. The current use situations of the overall relationship marketing strategies of non-profit organizations in Taiwan are still to be improved. For each level, the current use situations of "building strategy" and "maintaining strategy" are better, but "upgrading strategy" is worse. 2. The overall relationship quality of non-profit organizations in Taiwan is between "common" and "often so". For each level, the level of "relationship commitment" is the highest, but the current statuses of "relationship satisfaction" and "relationship trust" are worse. 3. "Religious background" and "ways of management and leadership" are the important environmental factors that impact relationship marketing strategies of foundations. 4. "The fixed number of years of establishment" and "service items" are the important environmental factors that affect relationship marketing strategies and quality of relationship of foundations. 5. The "age" and "educational level" of the members of foundations are the important demographic factors that affect relationship marketing strategies of foundations. 6. The "religion," "nature of the duties," and "work remuneration" of the members of foundations are the important demographic factors that affect relationship marketing strategies and quality of relationship of foundations. 7. Relationship marketing strategies for non-profit organizations can positively affect relationship quality. This study brings up the following suggestion for cultural and educational foundations: 1. Foundation leaders should understand the fundamental differences of non-profit marketing and profit-oriented marketing and value the importance of relationship marketing for non-profit organizations. 2. Foundations should actively improve the added values of the services or currency and finances to make "regular services" upgrade to "moving services." 3. Foundations should value and maintain the interests of donors and make products or services meet the expectations of donors to enhance donors’ relationship trust and satisfaction to the foundations. 4. No matter what kind of characteristics foundations belong to, they should value the importance of relationship marketing strategies and relationship quality for non-profit organizations to pursue the sustainable competitive power of organizations. 5. Foundations should realize that if the use level of relationship marketing strategies is higher, the relationship quality will be also higher. 6. Educational administrative authorities may play the roles of exchange platforms of cultural and educational foundations to provide opportunities of conversations and cooperation between different natures of foundations and thereby increase the quality of relationship between foundations. Finally, this study respectively brings up some recommendations for research objects, research variables, and research methods of the follow-up studies.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-08T18:54:27Z No. of bitstreams: 1 Dissert Leclerc Victer Caitano.pdf: 1968171 bytes, checksum: 60e8efef772c69b9f5eee1e7d2c935b8 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-08-29T13:47:07Z (GMT) No. of bitstreams: 1 Dissert Leclerc Victer Caitano.pdf: 1968171 bytes, checksum: 60e8efef772c69b9f5eee1e7d2c935b8 (MD5) / Made available in DSpace on 2017-08-29T13:47:07Z (GMT). No. of bitstreams: 1 Dissert Leclerc Victer Caitano.pdf: 1968171 bytes, checksum: 60e8efef772c69b9f5eee1e7d2c935b8 (MD5) Previous issue date: 2016-12-23 / Este trabalho tem como objetivo analisar quais são os fatores críticos para o sucesso de projetos de Customer Relationship Management (CRM). Afinal, apesar da evolução do conceito, estratégias, softwares, serviços, consultorias e o número de projetos com soluções posicionadas no quadrante mágico do Gartner Group, não garantem uma empreitada bem-sucedida. Fato é que temos diferentes níveis de maturidade no mundo corporativo brasileiro. No entanto, o que será que os projetos bem-sucedidos e malsucedidos têm em comum? Além do levantamento bibliográfico, consolido aqui a percepção de profissionais envolvidos na estratégia, implementação, manutenção, melhorias e suporte de alguns projetos que têm foco na Visão Cliente 360º, através de um questionário com 15 perguntas que apoiam no aprofundamento do tema. Quem são os clientes de uma empresa? Quais interações já tiveram com a empresa, a partir de quais canais, quais dúvidas ou pedidos apresentaram, qual o seu histórico de compras e perfil? Esse novo olhar sobre a base de clientes ainda é pouco praticado no Brasil, que ainda tem como foco principal o Marketing de Massa e não o Marketing de Relacionamento. O objetivo é conhecer e entender melhor os clientes para então construir relacionamentos, fidelizar, conquistar novos a partir da indicação dos satisfeitos, tratá-los de forma diferenciada, desenvolver campanhas segmentadas, mais assertivas e mais relevantes para os clientes e com uma relação custo x benefício muito mais interessante para as empresas. Ao longo dessa pesquisa, procurou-se identificar que, em vez de planilhas Excel ou grandes bancos de dados, essa evolução do Marketing Tradicional para o Marketing de Relacionamento precisava de um apoio da Tecnologia da Informação (TI). Daí surgiu o CRM, sigla que vem da expressão Customer Relationship Management, que pode ser traduzida como Gestão do Relacionamento com o Cliente. Vale ressaltar que CRM não é apenas uma solução de TI, e sim uma estratégia de negócio que envolve processos, soluções e pessoas, e que deve estar alinhada às práticas das áreas de Marketing, Vendas e Atendimento que têm foco no atendimento e relacionamento com o cliente, permitindo que as empresas, com agilidade e eficiência, entrem em contato com o cliente certo, com a oferta certa, no momento certo e por meio do canal de comunicação certo. Este estudo procurou identificar como uma seguradora em especial vem desenvolvendo essas ações de Marketing de Relacionamento a partir de um bom projeto de CRM que busca reter clientes com programas de fidelidade e, como consequência, aumentar o faturamento e a rentabilidade; fidelizar seus clientes, aumentar o wallet share, ampliando o número de produtos por clientes com ações de cross sell. / This paper aims to analyze what are the critical success factors in Customer Relationship Management projects. All in all, in spite of the evolution of concept, strategies, software, services, business consulting, and the number of projects set up in Gartner Magic Quadrant, it has been noticed that all these factors do not necessarily ensure a successful endeavor. Matter of fact, there are different levels of maturity in the Brazilian corporate environment. However, what do successful and not successful projects have in common? Besides the bibliographic survey, I consolidate in the this paper the perception of professionals involved in the strategy, implementation, maintenance, improvement and support to certain projects which focus on Client Vision 360o, through a 15-question survey which upholds deepening in the subject. Who are the customers of a company? What kind of interaction have they had with it? Through which channels? Which doubts or requests have they presented? What is their purchase history and profile? This new look at the client base is still little practiced in Brazil, which still has Mass Marketing as main focus rather than Relationship Management Marketing. The aim of this survey is to know and understand customers, so that it is possible to build relationship and loyalty in order to conquer news customers through satisfied ones, to treat them in a special way, to develop segmented campaigns, more assertive and relevant to customers, with a much more interesting cost benefit ratio to companies. Throughout this survey it was intended to identify that rather than Excel Plans or big databases, this evolution from Traditional Marketing to Relationship Marketing needed support from Information technology (IT). That was when CRM – an acronym for Customer Relationship Management – was created. It is worth mentioning that CRM is not only an IT solution but a business strategy which involves processes, solutions and people, and it must be aligned to the practice of the areas of Marketing, Sales and Service which focus on customer relationship, allowing companies to rapidly and efficiently get in contact with the right customer, with the right offer, at the right moment, through the right channel. This study intended to identify how a certain Insurance Company has been developing these Customer Relationship Marketing techniques through a good CRM project that seeks to retain customers with loyalty programs and consequently increase its revenue and profitability, customer loyalty, wallet share, expanding the number of products per client through cross selling action.