CRM-Hur gör man?

Title: CRM - how to deal with it Seminar date: 31st of May 2011 Course: FEKK01 Business Administration: Degree Project undergraduate level, 15 ECTS credits Authors: Louise Hedenmark, Malin Isaksson and Tatiana Shalalvand Advisors: Ola Mattisson and Christine Blomqvist Key words: Strategic implementation, strategic change, Customer Relationship Management, Telia. Purpose: The purpose of the study is to create an understanding of how a large organization, acting on a competitive and evolving market, implements a CRM-strategy. The authors´ intentions are to provide a model for implementing a CRM-strategy. Methodology: A qualitative study has been made with an abductive approach; the authors initially studied theories, followed by empirical studies and finally did additional theoretical research based on the empirical foundations. The study is based on primary and secondary data sources. The primary data has been found through interviews and observations and the secondary data consists of printed and electronic sources, scientific articles and reports. Theoretical Perspective: Established theories in the field of strategic implementation, strategic implementation of CRM and challenges with strategic implementation have been used. The authors chose to restrict themselves to factors in the theory that are relevant for the purpose of the study. The selected factors will be combined into a single model called the theoretical fusion. Empirical Foundations: The empirical findings consist of basic information about the industry of the case company, the history and knowledge about how the organization implements a CRM-strategy. The chapter gives the reader the essential information to understand the analysis and the conclusion of the study. Conclusion: How the case company works with CRM differs from the established theories, in contrast to the established theories the organization continuously considers changes in its external environment when implementing a CRM-strategy. In addition, the case company is aware of threats from smaller but innovative competitors, which is why constant improvements of the CRM-strategy are made. Through dynamic capabilities and efficiency effect, a large established organization can remain market leading on the competitive and changing market it is acting on. This is the conclusion of the study and the authors´ theoretical contribution to the model for implementing a CRM-strategy