Customer relationship management model for SADE Innovations Oy
Metsänperä, Sami (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025051311026
https://urn.fi/URN:NBN:fi:amk-2025051311026
Tiivistelmä
This thesis examines the development and early implementation of a customer relationship management (CRM) model at SADE Innovations Oy, a Finnish technology company specializing in IoT solutions. The objective was to create a structured CRM approach that enhances internal coordination, improves customer satisfaction, and supports scalable long-term relationship management. The author contributed directly to the CRM deployment and the establishment of customer care practices.
The research applied qualitative methods, using semi-structured interviews with sales and project personnel. Thematic analysis addressed the current CRM state, employee expectations, recognized benefits, implementation challenges, and key performance indicators (KPIs). The study integrates theoretical frameworks from Buttle and Maklan (2015), Payne and Frow (2005; 2017), and Peppers and Rogers (2017).
Findings indicate that while CRM system usage has improved transparency and internal collaboration, full behavioral integration remains incomplete. Interviewees emphasized the need for clearer role definitions, systematic follow-up routines, and process-based KPIs to drive CRM maturity. Barriers such as fragmented practices and resource limitations were also identified. Based on these insights, the thesis offers recommendations for embedding CRM into organizational culture and proposes KPI-driven feedback mechanisms to sustain continuous development.
The research applied qualitative methods, using semi-structured interviews with sales and project personnel. Thematic analysis addressed the current CRM state, employee expectations, recognized benefits, implementation challenges, and key performance indicators (KPIs). The study integrates theoretical frameworks from Buttle and Maklan (2015), Payne and Frow (2005; 2017), and Peppers and Rogers (2017).
Findings indicate that while CRM system usage has improved transparency and internal collaboration, full behavioral integration remains incomplete. Interviewees emphasized the need for clearer role definitions, systematic follow-up routines, and process-based KPIs to drive CRM maturity. Barriers such as fragmented practices and resource limitations were also identified. Based on these insights, the thesis offers recommendations for embedding CRM into organizational culture and proposes KPI-driven feedback mechanisms to sustain continuous development.