Most organizations embark on a Customer Relationship Management (CRM) project with a mindset of achieving success and obtaining a return on their investment. Nevertheless, with the continued rise of IT project failures, along with the notion that a CRM strategy is a prerequisite to realizing CRM success, implementing a successful CRM software adoption can be a daunting task. Thus, the purpose of this study was to examine the phenomena of CRM and to investigate why companies need a CRM strategy to have a successful CRM technology adoption, and how other factors affect the success of the CRM initiative.
We began by developing a comprehensive literature review, followed by a qualitative study, where we interviewed experienced CRM professionals from CGI Norway and Lindorff Group. Lastly, a quantitative study was conducted, where we aimed to test our hypotheses related to Integrated Sales and CRM Sales Strategy, Senior Management as ambassadors, Institutional Pressures and Business Process Change, and Common Process and Platform; and how these factors affect CRM success. We then present the findings of our study, where we discovered that a CRM strategy is beneficial, but it is not an absolute requirement for the CRM initiative to be successful. The need of a CRM strategy is highly dependent on the type of relationship the organization wants to have with its customers, and on the scope of the project. An organization can have a successful CRM implementation, as long as the CRM project is integrated with their core business strategy. Lastly, we confirmed that Senior Management as ambassadors for CRM and having a common process and platform, also contribute to the success of the CRM initiative.
|Educations||MSc in Business Administration and Information Systems, (Graduate Programme) Final Thesis|
|Number of pages||124|