Improving the CRM of Company X after the ERP adoption
Immonen, Tiia (2021)
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202105118257
https://urn.fi/URN:NBN:fi:amk-202105118257
Tiivistelmä
Despite the creation of multiple CRM models during the past 30 years, the current research literature concerning the ERP effect on these models appears to be methodologically one-sided. It is practically difficult to apply and focus on one factor of the CRM model at a time – a gap that creates an issue for organisations like Company X. They proceeded to integrate previously separate functions into a single ERP system and aspired to use this as an opportunity to develop their entire CRM. Thus, the objective of this thesis was to find practically applicable ways to improve the CRM of Company X after the adoption of the new ERP system.
To fulfil this objective, the research problem was divided into two main parts: (1) identifying the general situation of the CRM of Company X before the ERP implementation; and (2) the change after the ERP adoption. To achieve the research objective, a mixed-method survey was conducted. For a triangulated perspective, sequences of semi-structured interviews and questionnaires were used as primary data collection tools, the results were tied together using a theoretical framework and then translated into recommendations.
After tying the results together using the theoretical framework, it was concluded that the CRM of the commissioner could benefit from the development of win-back and divestment programmes. Enhancement of the intra-franchise relationships, expansion of the operational CRM to accommodate potential future analytical applications and systematisation of customer performance metrics would be inevitable as well. The conclusions also prompt to investigate whether certain customer management activities and performance metrics are left unutilised across the franchise; whether more problems in relation to business processes, technological alignment, internal employee lifecycle management and training occur among certain users.
To fulfil this objective, the research problem was divided into two main parts: (1) identifying the general situation of the CRM of Company X before the ERP implementation; and (2) the change after the ERP adoption. To achieve the research objective, a mixed-method survey was conducted. For a triangulated perspective, sequences of semi-structured interviews and questionnaires were used as primary data collection tools, the results were tied together using a theoretical framework and then translated into recommendations.
After tying the results together using the theoretical framework, it was concluded that the CRM of the commissioner could benefit from the development of win-back and divestment programmes. Enhancement of the intra-franchise relationships, expansion of the operational CRM to accommodate potential future analytical applications and systematisation of customer performance metrics would be inevitable as well. The conclusions also prompt to investigate whether certain customer management activities and performance metrics are left unutilised across the franchise; whether more problems in relation to business processes, technological alignment, internal employee lifecycle management and training occur among certain users.