Master of Science

Introduction. The implementation of CRM systems for small companies have not been widely explored by previous literatures, giving me the opportunity to research the system implementation process of Company X. The purpose of this research is to understand how to process implementation of a CRM system within the frame of a small company. Theoretical Framework. The theoretical framework encompasses the concepts of CRM and previous theories on implementation processes: one focusing on business implementation of CRM (Chalmeta, 2006), and another focusing on the IS implementation of CRM (Cooper and Zmud, 1990). The literature represents a ground to understand the implementation process of Company X. Methodology. The paper is an action research, a relevant research design to the implementation process of Company X in real-world settings. The sampling is 1. project documents from the CRM projects implementation, implicating technical records from Company X, and 2. an interview with a key actor of Company X implementation process. Empirical findings. The results showcased different themes and subthemes that arose in the system implementation process of Company X which are correlated in the analysis to previous theories. Analysis. The analysis of this action research explores the question of Company X's implementation stages. Because CRM is a multidisciplinary subject, grouping technology, people and processes creates a systematic perspective over Company X’s results with 2 theories: one emphasizing a business implementation perspective (Chalmeta, 2006), and one information system implementation perspective (Cooper and Zmud, 1990). Conclusion. The implementation process was executed, having a large scope grouping 3 themes: problem discussion, implementation, and management of change (Chalmeta, 2006). These 3 themes revealed implementation stages such as initiation, adoption, adaptation, acceptance, routinization, and infusion (Cooper and Zmud, 1990). The implementation process approached different factors in Company X: user, organization, task, and technology.

Diploma thesis is focused on the PRINCE2 methodology, which has been developed based on the needs of the British government for project management and after that it is applied to the needs of a private Czech company. There are described the basic features of the methodology, which are major benefits for the project management. On practical preparation is demonstrated the possibility of adapting the methodology on a practical elaboration to the specifics of a certain project and there are attached the drawn up project documents.

The diploma thesis deals with the selection and implementation of an information system designed for the needs of a company that acts as a local provider of Internet connection. The introductory part contains the theoretical background serving as the basis of the analytical part. The current situation is analyzed using several methods. Based on the evaluation of the current offer of selected criteria is chosen the solution that best meets the needs of the company. The conclusion contains an assessment of benefits with subsequent economic evaluation.

The diploma thesis deals with the implementation of a CRM system in a selected company dealing with the sale of medical supplies in the Vysočina region. The theoretical part of the work contains a basic definition of concepts falling into the field of modern technologies of the 21st century. The aim of the theoretical part is to create a means for the reader to search for selected analyzes, which will be used in the next part of the work. These are the Canvas business model, SWOT analysis, risk analysis and other use of tools. The analytical part creates an overview of the use of methods and analyzes in a particular company and shows the direct application in practice. The final part of the work is devoted to the process of implementing a CRM system into business practice with subsequent use in specific internal processes within business activities. This design part describes the internal processes before implementation and then outlines the methodological work after the already implied system into the process.

This thesis deals with an appropriate information system selection according the specifications and criteria for small business comparing the products available in the market. The work describes the recommended system and implementation in normal operation, from which evaluates the benefits for the company.

A robust enterprise system will enable companies to simplify their business process to achieve thespeed, efficiency and flexibility that are so fundamental for market survival. But implementations ofsuch enterprise system and their assimilation into the organizations seems to be very tricky and veryoften unsuccessful. The reasons are many, because it is not just the system that is new, but also theprocesses, collaboration patterns and job roles. However it is safe to say that the failures are not justdue to the technology, but also due to the inappropriate change management in connection with anintroduction of a new enterprise system.This bachelor thesis is aiming to identify, describe and explain the conditions contribution to asuccessful change management triggered by an enterprise system implementation process. This thesisis based on a case study in a large global pharmaceutical company that has embarked on a journey totransform their business processesThe most important conclusions resulted from this case study are that change management isabsolutely essential for successful assimilation of an enterprise system by the organization and thecase company is very well aware of it. The conditions that indicate the successful change managementare increased efficiency, simplified business processes, improved cross-functional collaboration, andhigh user satisfaction.

<p>1 januari 2010 träder förordning 2009:907 i kraft. Denna förordning medför krav på svenska statliga myndigheter att införa ett miljöledningssystem (MLS). Med anledning av detta avser denna studie att utifrån förutsättningar som ligger till grund för en lyckad integrering av MLS bedöma hur Uppsala universitet på bästa sätt kan möta dessa krav. Efter genomgång av litteratur har fyra faktorer som anses vara betydande för integreringsprocessen valts ut. Dessa är; anpassning av MLS till andra ledningssystem, ansvarsfördelning, kommunikation samt utbildning och kompetens. Dessa fyra variabler har sedan legat till grund för den analysmodell som har använts i syfte att strukturera empiri och analys. Studiens fallorganisation är Uppsala universitet vilket är intressant att studera då det i denna organisation tidigare gjorts försök att integrera ett MLS men utan framgång. Det empiriska materialet består av intervjuer med universitetets miljösamordnare och tre prefekter samt information från universitets hemsida. I det empiriska avsnittet tillkommer ytterligare tre variabler som visat sig vara betydande för integrering av ett MLS på universitetet, nämligen engagemang, resurser och kultur. I studien framkommer att det finns brister i samtliga variabler inom Uppsala universitet och att detta är en bidragande orsak till att integreringsarbetet tidigare misslyckats. Studien avslutas med förslag till förbättringar för att öka möjligheterna till en lyckad integrering av MLS.</p> / <p>A decree which takes effect from 1 January 2010 implies that Swedish government authorities must introduce an environmental management system (EMS). This study therefore intends to assess, based on the conditions that are prerequisites for a successful integration of an EMS, how the University of Uppsala can meet the requirements of the upcoming regulation. After studying the literature four variables considered to be of importance to the integration have been chosen.These are: adaptation to other management systems, responsibility distribution, communication as well as education and competence. These four factors are the base upon which the analysis model that has been used to structure the empirical and analytical chapters is built. An attempt to integrate an EMS has earlier been done at Uppsala University but failed, which is why this was chosen as the case organisation. The empirical material is based on interviews with the environmental coordinator and three prefects and also material from the university homepage. In the empirical chapter three variables are added as they prove to be of great significance to the integration of the EMS namely commitment, resources and culture. The result of the study shows that there are deficiencies in all of the variables at the university and that this has contributed to the earlier failed integration. The study concludes with suggestions of improvement to enhance the chances of a successful integration of EMS.</p>

1 januari 2010 träder förordning 2009:907 i kraft. Denna förordning medför krav på svenska statliga myndigheter att införa ett miljöledningssystem (MLS). Med anledning av detta avser denna studie att utifrån förutsättningar som ligger till grund för en lyckad integrering av MLS bedöma hur Uppsala universitet på bästa sätt kan möta dessa krav. Efter genomgång av litteratur har fyra faktorer som anses vara betydande för integreringsprocessen valts ut. Dessa är; anpassning av MLS till andra ledningssystem, ansvarsfördelning, kommunikation samt utbildning och kompetens. Dessa fyra variabler har sedan legat till grund för den analysmodell som har använts i syfte att strukturera empiri och analys. Studiens fallorganisation är Uppsala universitet vilket är intressant att studera då det i denna organisation tidigare gjorts försök att integrera ett MLS men utan framgång. Det empiriska materialet består av intervjuer med universitetets miljösamordnare och tre prefekter samt information från universitets hemsida. I det empiriska avsnittet tillkommer ytterligare tre variabler som visat sig vara betydande för integrering av ett MLS på universitetet, nämligen engagemang, resurser och kultur. I studien framkommer att det finns brister i samtliga variabler inom Uppsala universitet och att detta är en bidragande orsak till att integreringsarbetet tidigare misslyckats. Studien avslutas med förslag till förbättringar för att öka möjligheterna till en lyckad integrering av MLS. / A decree which takes effect from 1 January 2010 implies that Swedish government authorities must introduce an environmental management system (EMS). This study therefore intends to assess, based on the conditions that are prerequisites for a successful integration of an EMS, how the University of Uppsala can meet the requirements of the upcoming regulation. After studying the literature four variables considered to be of importance to the integration have been chosen.These are: adaptation to other management systems, responsibility distribution, communication as well as education and competence. These four factors are the base upon which the analysis model that has been used to structure the empirical and analytical chapters is built. An attempt to integrate an EMS has earlier been done at Uppsala University but failed, which is why this was chosen as the case organisation. The empirical material is based on interviews with the environmental coordinator and three prefects and also material from the university homepage. In the empirical chapter three variables are added as they prove to be of great significance to the integration of the EMS namely commitment, resources and culture. The result of the study shows that there are deficiencies in all of the variables at the university and that this has contributed to the earlier failed integration. The study concludes with suggestions of improvement to enhance the chances of a successful integration of EMS.

In recent years, due to severe global market competition, increase of manpower costs and decrease in foreign trade, plus low-price labor costs from China and southeastern Asia countries (eg. Vietnam), all these factors enforce Taiwan manufacturing, such as motorcycle industry, moving their production factories to those countries. This phenomenon has been brought to Taiwan government¡¦s attention, and this crisis has encouraged our industrial circles to develop higher-level R&D and design center. Furthermore, the official department (eg. Industrial Development Bureau) also supplies enterprises with expenses support to conduct R&D and design. Within New Product Development (NPD) is one of the major subsidiary entries. Take Taiwan motorcycle industry as an example. To develop NPD is an essential competitive strategy for enterprise. On the one hand, this strategy has helped Taiwan motorcycle industry to be independent of technical domination from Japan; on the other hand, it has created differentiation in motorcycle industry and consolidated the foundation marching into international market. This is also what internal manufacture enterprises strive for. NPD process involves several stages. For example, in 1994 Cooper brought up product composition, initial evaluation, concept design, product development, product test, engineering trial production and limited quantity to market, these 7 stages, and NPD participant units or departments are quite a lot. For example, in motorcycle development process, participant units include merchandise plan, sales, R&D, manufacture, mold design, and quality control departments, and even parts supplier or motorcycle agent. This kind of collaborative development method has the advantages of putting heads together so as to get better results and cooperation. However, it remains existing problems with wasting time and efforts on inter-department interaction and manual data communication, and data accuracy (eg. version of design chart). To cope with the above problems, most enterprises are solving via existing IT system, such as simplex e-mail, more complex ERP (enterprise resources planning, ERP) or PDM (product data management, PDM). These systems have their own functions. E-mail focuses on communication; ERP integrates information of manufacture, human resources, finance, and marketing; PDM puts emphasis on engineering data management. In the viewpoint of NPD, these systems can only provides partial functions, but are incapable of support the requirements of entire collaborative process. For example, e-mail cannot supplies simultaneous communication; ERP lacks of design mold required by R&D department; PDM only has engineering data. If other departments need related data, they must develop other software to obtain. Because of swift progress in IT plus the cooperation demands in business operation among enterprises, departments and individuals, all these arouse attention on collaborative commerce, and it can also recover the disadvantages of e-mail, ERP or PDM while operating in NPD process. Collaborative commerce contains collaborative scheme, collaborative marketing, collaborative product commerce (or development) and collaborative service, these system classifications. Within them, collaborative product development binds NPD most. In current, the main manufacturers are PTC, HP and IBM. The merits of the system lie in effective controlling NPD process, constructing NPD operation standard, and accumulating experiences in new product design and manufacture. For example, in1995 Airbus in France had used PTC Windchill to conduct collaborative aircraft design. In 1999, there was Taiwan manufacturer under government¡¦s subsidy applying this system on new motorcycle model design. The main objective to introduce collaborative product development software is applying IT to support NPD process. IT introduction process is an important period for enterprises to identify whether it is successful or not, and the adaptation during the process is the key accordance to determine success or failure of IT. Therefore, some scholars discuss IT introduction process from adaptation point of view. For example, Leonard ¡V Barton¡]LB¡^¡]1988¡^addresses mutual adaptation mode between technology and organization to resolve misalignment during introduction process in technology (original IT specification), delivery system (training courses), performance criteria (impact upon activity). Susman et al.¡]2003¡^addresses that while using collaborative technology, the misalignments between technology and work, team and organization should be solved. DeSantics and Poole¡]1994¡^ bring up adaptive structuration theory¡]AST¡^. The theory emphasizes on appropiration in technology, work, organizational environment and group. The higher the appropiration is, the higher the decision performance will be. Tyre and Orlikowski¡]1994¡^deem the technology adaptation is not gradual and continuous, but highly discontiunous. They indicate that in adaptation discrepancy events will discontinuously occur. This event provides enterprise an opportunity to review the suitability of existing process or a method to modify present process. Although above researches have provided vital results, research result from Majchrzak et al.¡]2000¡^about new technology introduction process still cannot clearly describe all phenomena. Hence, they have discussed adaptation in project process via rocket design project and used collaborative technology (such as e-mail, data sharing or electric board) Majchrzak et al. has connected collaborative technology and NPD, but the research has discussed small and simple collaborative technology only (such as e-mail), but lacked of result of large and complex collaborative product development software. Meanwhile, although the result is the application of NPD, it does not provide the adaptation of each NPD stage (such as engineering trial manufacture). Furthermore, the mature experiences from western countries, such as Airbus in France, in introduction of collaborative product development software in NPD is worthy of consultation, but the specific situations in different countries should be taken into consideration. In Taiwan, cases which application of collaborative product development software supports NPD are still rare, but these introduction experiences are worthy of making thorough inquiry for other enterprises¡¦ reference. Therefore, the article has selected a case closed study of Taiwan manufacturing that introduced collaborative product development software and accompanied with related adaptation theory (such as LB mode, AST, discrepancy event, etc.) to thoroughly investigate adaptation conditions and result analysis before, in the middle of, and after introduction.