Comparing third-party and internal CRM systems and their effects on asset management : a case study

Abstract

This thesis examines the differences between third-party leasing and property management systems and internally owned customer relationship management (CRM) systems, and how these differences influence asset management results. The study focuses on the main objective presented in a question being: How do third-party leasing and property management systems compare with internally owned customer relationship management systems and their effects on influencing asset management results.

The empirical data entails seven semi-structured interviews with employees involved in asset management, system development, and leasing and property management operations within the commissioning company and service provider companies. The data was analysed using manual thematic coding to identify recurring themes related to system functionality, data management, operational efficiency, reporting, and user and tenant experience.

The findings show that internally owned CRM systems provide stronger strategic control, integrated data flows, real time visibility, and automation benefits that enhance operational efficiency and decision making. However, internal systems require substantial organisational alignment, data validation, and development resources. In contrast, outsourced leasing and property management systems offer advanced digital tools, specialised expertise, and operational stability supported by professional property and leasing teams. Though they introduce dependencies on third-party accuracy, system structures, and reporting practices. Both models contribute positively to asset management outcomes, but through different mechanisms where internal systems strengthen transparency, customisation, and analytical capability and outsourced models provide service depth, market expertise, and mature tenant facing solutions.

These findings highlight that the optimal system approach depends on organisational priorities, digital maturity, and the desired balance between internal control and external operational capability.