CRM as a Tool for Customer Service in the Organization

8/12/2019 CRM as a Tool for Customer Service in the Organization

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CRM AS A TOOL FOR CUSTOMER SERVICE IN THE ORGANIZATION

Montoya Agudelo, Csa Al!e"oInstitucin Universitaria CEIPAMedelln, Antioquia, Colombia

Montoyacesar2006!mail"com

#oyeo Saa!eda, Mat$n Ra%"oUniversidad #acional de Colombia

Medelln, Antioquia, Colombiamartinboyeroya$oo"com

%ece&tion date'0()*+)*2 A&&roval date'**)*6)*2

A#STRACT

-$e service is t$e .undamental e/&erience t$at taes &lace in t$e contact bet1een t$e

or!aniation and t$e customer" 3rom t$e adequately &er.orm o. t$is relations$i& de&ends re

tention or loss o. a customer" -$ere.ore, it is im&erative t$at or!aniations visualie t$e ser

vice as t$e essential element in 1$ic$ lies t$e very meanin! o. t$eir e/istence and relevance"

-$e service in t$e or!aniation essentially sees to satis.y t$ose needs t$at t$e client

$as, 1$ic$ is 1$y 1e can say t$en t$at t$e lac o. demand .or services does not allo1 or!a

niations to develo& &ro4ects t$at revolve around it"

-ain! in count t$e service as an essential .actor in t$e or!aniation, various tools $ave

been develo&ed in order to $ave a continuous im&rovement in meetin! t$e needs o. cus

tomers, one o. 1$ic$ is t$e C%M 5Customer %elations$i& Mana!ement t$at in t$is article is

&resented as an im&ortant tool to mae an im&act on t$e services &rovided by t$e or!ania

tion"

&E'(OR)S' C%M7 Customer 8ervice7 9uality o. 8ervice"

INTRO)UCTION

8uccess.ul com&anies o. t$e ::I century stand out as $avin! e/tensive no1led!e o.

customers in 1$ic$ t$ey combine in.ormation 1it$ t$e understandin! o. bein! be$ind every

service transaction" 8ome or!aniations $ave been quic to mae ma4or investments in

tec$nolo!ies t$at allo1 t$em to trac t$e transactional &attern in .ront o. customers" #o1,

1$en t$e initial moment is reduced, i"e", i. t$ere is no investment in tec$nolo!ical

develo&ment, t$e or!aniation ends u& 1it$ a lar!e customer database 1it$out a !reater

understandin! o. t$em as bein!s t$at demand increasin! quality and monitorin!"

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Visin de Futuro Ao 10, Volumen N17, N 1, Enero - Junio 2013

URL de la Revista: www.fce.unam.edu.ar/revistacientifica/

URL del Documento: http://revistacientifica.fce.unam.edu.ar/index.php?option=com_content&view=article&id=!"temid=$"#%% '(() * )$") * +ersi,n en L-nea#%% '(( * $( * +ersi,n #mpresa

01mail: revistacientifica2fce.unam.edu.ar

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mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]


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;n t$e ot$er $and, t$ose com&anies t$at $ave outstandin! quality service and

investment in t$e develo&ment o. tools t$at enable a closer relations$i& 1it$ your customers

are success.ul institutions 1$ic$ state t$at it is muc$ more im&ortant t$at consumers no1

t$eir transactional in.ormation !at$erin! only t$eir actions" It is t$ere.ore necessary t$at

or!aniations consider and !ive !reater value to t$e &erson be$ind t$e transaction, i"e", it is

essential to mae a record o. t$e actions taen by t$e client in ne!otiations and interactions

t$at t$ey $ave 1it$ t$e service" ;r!aniations t$at conduct a com&re$ensive revie1 o. suc$

in.ormation may $ave a !reater $uman understandin! and &redictability in t$e be$avior o.

customers, 1it$out needin! .urt$er intervention tec$nolo!y .or t$e collection, distribution and

no1led!e !enerated .rom transactions"


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c$an!ed and $as seen service as a ey element t$at ensures t$e &ositionin! o. any

or!aniation"

Mean1$ile, >ue M?rque 520*0 o..ers -en Commandments o. Customer 8ervice,

1$ic$ i. a&&lied to businesses and ad4usted to its strate!ic &lan, could &osition t$eir clients

above all" Accordin! to t$e above, it can be stated t$at'

*" -$e customer is above all and s$ould a&&ear .irst"

2" #ot$in! is im&ossible 1$en you 1ant somet$in!7 alt$ou!$ customers sometimes request

t$in!s almost im&ossible .or or!aniations but, i. t$ey 1ant, t$ey can !et it in order to satis.y

t$e customer"

+" Must .ul.ill all o. its &romises" It is desirable t$at or!aniations act 1it$ dece&tion to mae

sales or retainin! customers"

@" -$e best 1ay to meet a client is !ivin! muc$ more t$an $e e/&ected7 every customer .eel

1elcome to receive muc$ more t$an t$ey need and t$is is ac$ieved by t$e no1led!e you

$ave o. your needs and desires"

" -$e customer 1ill al1ays &erceive t$e di..erential .actors o. t$e or!aniation 1it$ res&ect

to ot$ers t$at o..er similar &roducts or services and is t$e &ersonal t$at $ave direct contact

1it$ t$em 1$o $ave a !reater commitment because it determines t$at t$e customer 1ants to

return or not ever return"

6" 3ailin! in one &oint is synonymous o. a total .ailure" Com&liance and control in eac$ ste&

does not !uarantee quality i. is a .ailure in t$e delivery time, in t$e &acin! &rocess or in t$e

in.ormation &rovided"

B" -$e dissatis.action o. an em&loyee in $is 4ob !enerates totally dissatis.ied customers" I.

em&loyees do not .eel satis.action in t$eir &er.ormance t$ey cannot be !uaranteed to be

satis.ied 1it$ e/ternal customers, 1$ic$ is 1$y 1e must develo& &olicies and 1or&lace

1ellness motivational, t$at result ultimately in t$e success o. t$e maretin! strate!ies

im&lemented by t$e or!aniation"

" -$e customer is 1$o 4ud!es t$e quality o. service, t$ey are t$e ones t$at in t$eir mind and

.eel quali.y i. t$e service is !ood or bad, i. t$ey return or not"(" Dein! very !ood in service is not enou!$ since it is al1ays necessary to im&rove, t$e

ac$ievement o. t$e !oals in t$e service and consumer satis.action a&&roac$ must be

accom&anied by ne1 tar!ets as com&etition does not let u&"

*0" U&on meetin! a client, t$e 1$ole or!aniation is a team 1e all 1or to!et$er .or

customer satis.action in every 1ay" 5>ue M?rque, 20*0

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Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Martn Ramiro
mailto:[email protected]:[email protected]


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F"gue + CRM RoleSou-e' ;1n Elaboration

Le could say t$at one t$in! t$at most concern or!aniations mana!ers is customer

service, t$ey are a1are t$at t$is action is t$e or!aniation t$at leads to success and is t$e

real action t$at maes it distinctive com&etitive 1it$ t$eir &eers, t$ans to t$e develo&ment o.

strate!ies"


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to a lesser e/tent, o. t$e tec$niques used .or customer mana!ement" -$is de.inition

means t$e C%M as a set o. tec$niques used .or success.ul com&etition in t$e maret

and !eneratin! value .or all s$are$olders o. t$e com&any 5Freenber!, P", 200+"

-$e C%M can become a business strate!y .ocused on ac$ievin! a com&etitive advan

ta!e to a ne1 lon! term, t$ans to o&timal delivery o. customer value and t$e same value o.

obtainin! a business simultaneously" -oday, many com&anies in Ar!entina and in t$e atin

American a&&lied t$e C%M to success stories, one o. 1$ic$ is t$e &$armaceutical Fen.ar

8A, a com&any t$at started some years to im&lement a system called C%M 8aleso!i/ and

su&&lement called mobile Mind 8M8 to t$eir sales &rocesses and customer service" -$is

&ro4ect 1ill set s&eci.ic tar!ets .or better customer service and medical &o&ulation is a ey

.actor in t$is maret" Amon! t$e success.ul results o. t$e im&lementation o. t$is &ro4ect in

Fen.ar 8A are'

GEvery day t$e business advisor &er.orms at least one sync$roniation to u&datet$e in.ormation in t$e central system and receive in.ormation u&dates its territoryand ot$er as&ects necessary to &er.orm its .unctions"Customer orders are sentquic and timely, so t$at t$e Fen.ar su&&ly c$ain $as been acceleratin!, im&rovin!t$e level o. customer serviceG

GFen.ar no1 $as a *00 covera!e o. t$e country 5Colombia ac$ievin! t$at (o. orders direct customers are taen t$rou!$ mobile devices 5P>A=s, t$us si!ni.icantly reducin! t$e role o. rety&in! orders in t$e transactional systemN" HMind,20*0, **"2"20*25@"

G-$ey $ave mana!ed to reduce si!ni.icantly t$e time o. order tain! and delivery todirect customers, ac$ievin! in many cases delivery t$e same day 1it$in $ours o.

main! t$e requestG GFen.ar is !ivin! !reat su&&ort to its dealers, ac$ievin! Fen.ar inte!rate in.orma

tion 1it$ data in in.ormation systems .rom distributors, so t$ey no1 timely trans.er needs to end customers, t$is is Fen.ar customers indirectG HMind, 20*0,**"2"20*25"

3rom t$e Fen.ar 8A e/&erience 1it$ C%M, it is &ossible to in.er a service strate!y

based on t1o &remises'

-$at 1$ic$ measure activities t$at are .ocused on t$e customer and $as t$e &o

tential to measure all value!eneratin! activities, t$e tec$nolo!y itsel. is no lon!er

a com&etitive advanta!e because it $as been re&laced by t$e ability to obtain and

retain and im&rove relations o. t$e or!aniation 1it$ its customers"


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-$e second &remise is based on t$e use o. tec$nolo!y streamlines e/istin! rela

tions$i&s and by di..erent means, but considerin! t$at in t$e lon! run could be

come a disadvanta!e because o. t$eir $i!$ costs" An im&ortant as&ect to note is

t$at t$e understandin! o. be$avior, &ast and .uture, is ey to $ave a com&etitive

advanta!e, bearin! in mind t$at 1$en com&anies do not $ave an e/cellent &er.or

mance in t$e area o. customer service are bound to .ail 58anc$e Carva4al, O


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$as only a &artial vie1 o. t$e 1$ole business o. t$e or!aniation and t$at suc$ im&le

mentation s$ould be an activity t$at involves all areas o. t$e com&any"

>isinterest and lac o. commitment .rom senior mana!ement' it is necessary .or t$e

C%M to .ul.ill its mission, t$at to& mana!ement o. t$e or!aniation taes a stron!

commitment .or c$an!e o. .ocus .rom &roducts to customers"

;nly loo in1ards' 1$en or!aniations .ocus t$eir eyes only on t$e inside, mae t$e

develo&ment o. t$eir actions com&licated because t$eir attention is centered on t$eir

&roducts, not t$eir customers, resultin! or!aniational inertia and &ersonal interests"

ery o.ten it $as been establis$ed t$at $i!$ directives &re.er to loo into t$e or!ania

tion and see customers 1it$ as muc$ interest as t$emselves"

-$e system is not used' 1$en t$ere is success in its im&lementation, users do not as

similate and internalie t$e c$an!e and do not mae use o. in.ormation .or strate!icdecisionmain! because mana!ement o. c$an!e $as not been $andled in t$e most

a&&ro&riate 1ay" Under t$is trainin! and team1or t$ere s$ould be a continuous ac

tion"

ac o. data quality' t$is is one o. t$e main &roblems .acin! t$e or!aniation, as t$e

bacbone o. t$e C%M is t$e in.ormation and i. t$is does not $ave quality, you cannot

succeed" ;ne t$in! to note is t$at t$e standardiation o. in.ormation is ey to &rovide

adequate mana!ement, 1$ic$ may be re.lected in ac$ievin! $omo!eneous tra&&in!

met$ods t$at allo1 eac$ data 1$ic$ 4oined t$e or!aniation to lin directly 1it$ C%Mvision"

>ivided labor' t$e division o. t$e &rocesses t$at are associated 1it$ customers $as

remained constant in its im&lementation by t$e various de&artments o. t$e or!ania

tion, 1$ic$ &revents evolved bene.it o. .eedbac bet1een de&artments"

Delievin! t$at C%M becomes a loyalty &ro!ram or cluster o. &oints' t$e &oints &ro

!ram constitutes a tactical tool t$at 1$ile looin! at measures o. $o1 buyin! be$avior

o. customers, by itsel. &roduces no value" #o1, as a tool &rovides su&&ort .or C%M

mana!ement .or or!aniations t$at $ave no contractual relations$i& 1it$ any client"

on!term &ro4ect' many or!aniations $ave t$e belie. t$at t$e im&lementation o.

C%M s$ould &rovide s$ortterm results, 1it$out $avin! a vision in t$e medium and

lon! term"

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>e.inin! $orion' some C%M initiatives are not consistent 1it$ t$e e/&ectations laid

out, so it is liely t$at suc$ e/&ectations are not .ound 1ei!$ed a!ainst t$e resources

to carry t$em out and t$ere.ore are limited, and in some cases, t$e lac o. su..icient

sta.. to &er.orm t$em, or instead t$e investment o. resources e/ceeds t$e intended

ob4ectives oversied !eneratin! ine..icient actions"

2Funda%entals o1 CRM

L$en assumin! t$e C%M as a business &$iloso&$y, t$ere is a de.ined cor&orate be

$avior to1ards c$an!es t$ou!$t necessary clientoriented matters"

-$e C%M is a strate!y t$at sees to learn about t$e needs and be$aviors o. cus

tomers, 1it$ t$e .irm intention to develo& closer relations$i&s 1it$ t$em"


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6C"t"-al Su--ess Fa-tos

Amon! t$e critical success .actors t$at can result .rom t$e im&lementation o. t$e C%M

tool, can be $i!$li!$ted'

-$at or!aniation $as a sales .orce trained and c$aracteried by t$eir &roactivity"Dein! convinced o. t$e bene.its and es&ecially t$e sales .orce t$at t$e or!aniation 1ill

$ave"

in directly sales .orce in t$e develo&ment o. t$e &ro4ect"

Per.orm a system a&&roac$ !radually, and to &ossible to re.ine durin! im&lementation"

8tae trainin! &ro!ram 1$enever required"

Al1ays a&&ly t$e @ &Qs' &lannin!, &eo&le, &rocesses and tec$nolo!y &lat.orm"

7(/at %ust 3e su3%"tted 0"t/ t/e CRM8

Lit$ t$e im&lementation o. C%M it is intended t$at it can $el& t$e or!aniation to use in

a better 1ay tec$nolo!ical and $uman resources, in order to obtain t$e best understandin! o.

customer be$avior and value" Accordin! to t$e above it can be said t$at 1it$ t$e success.ul

im&lementation o. C%M, t$e or!aniation 1ill'

Provide more e..ective service to t$eir customers"

Crosssell more e..ectively"

Com&lete more diyin! business"

8im&li.y all &rocesses related to maretin! and sales"

8ales trends"

>ecreased costs"

Customer loyalty"

8i!ni.icant !ro1t$ in transactions"

8ubstantial increase in &urc$ases"

More e..icient Call center

>evelo&ment o. &ro.itability"

8ynt$etically, t$e in.ormation !enerated by t$e C%M s$ould be used .or t$e sim&li.ica

tion and ali!nment o. or!aniational &rocesses and t$e stren!t$enin! o. ot$er business ar

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eas suc$ as sales, maretin! and services, 1it$ t$e aim o. &rovidin! $i!$er returns and lo1er

costs"

;.ten, com&anies are e/cellent .or determinin! .inancial &er.ormance, but in !eneral

are not very !ood determinin! $o1 to mana!e t$eir customers" Understandin! t$e e..ective

ness in mana!in! customers, de.inin! t$e value &ro&osition, t$e incor&oration o. a&&ro&riate

&ersonnel and understandin! t$e im&act o. media and communication are ey to !et to t$e

&lace in 1$ic$ com&anies are 1orld class" #o1, all clients are one o. t$e most im&ortant as

sets o. t$e or!aniation and C%M is 1$at says t$at asset is levera!ed in t$e best 1ay .or t$e

o&timiation o. all interactions, bot$ in sales and maretin! and t$e service itsel." 3inally, ev

eryt$in! de&ends on understandin! $o1 consumers be$ave and $o1 muc$ you can use t$is

understandin! to your bene.it"

9Ho0 -an one su--ess1ully "%:le%ent a CRM8

-o ac$ieve success.ul im&lementation o. C%M, or!aniations s$ould ee& in mind

some ey elements suc$ as'

>ivide t$e C%M &ro4ect in mana!eable &arts, t$is means, it must structure and desi!n

as drivers must be de.ined to control &oints in t$e s$ort term" It s$ould be initiated

1it$ a &ilot &ro4ect in 1$ic$ all areas involve administrative measures, it must be

small enou!$ and .le/ible enou!$ t$at alon! t$e 1ay, t$e necessary ad4ustments can

be made, as t$e C%M s$ould not be seen as a linear &rocess" De clear t$at suc$ &lans include an arc$itecture t$at is scalable"

>o not re4ect t$e amount o. in.ormation you can !et to t$e or!aniation, bearin! in

mind t$at i. t$e .uture is essential to carry out an e/&ansion o. t$e system t$at can en

sure its realiation"

Care.ul analysis o. t$e data to be collected and stored, as t$e natural tendency is to

tae and store eac$ data enterin! t$e or!aniation" -$e data stora!e constitutes an

unnecessary 1aste o. bot$ time and money"

Rno1led!e t$at customers are individual and t$ere.ore must res&ond to t$eir needsa&&ro&riately"

Clarity t$e customer in.ormation to &rovide valuable insi!$t into t$e relations$i&s 1it$

t$em"


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Mana!in! data meticulously, i"e", it s$ould be clear t$at t$e or!aniation must $ave a

$olistic vie1 o. t$e customer by 1$ic$ value is a1are o. t$e in.ormation t$at 1ill en

ric$ all customers .acin! initiative"

Po1er.ul analysis ca&ability mae more &otential $istorical in.ormation and

real time"

Establis$ &rocesses and usin! administrative tools t$at are ada&table to all

customer needs"

>evelo& solutions models t$at inte!rate t$e maret, data and creative strate

!ies 1it$ C%M tec$nolo!y"

#o1 to be!in t$e im&lementation o. t$e C%M tool you need to ans1er some basic

questions in order to be clear about 1$en and $o1 to address t$e C%M, so t$ey can ac$ieve

t$eir !reat bene.its" 8uc$ questions are' GIs it strate!icK

L$ere does it $urtK

>o 1e need &er.ect in.ormationK

L$ere do 1e !o .rom $ereK G H-obn 9uintero, 200@, &" (2 56"

It is necessary, lie1ise, to identi.y t$ose critical activities t$at must be carried be.ore

considerin! a C%M &ro4ect'

Mae an ada&tation .rom a &ra!matic and disci&lined C%M"

Mae structurin! &ro4ects"

et t$ere be a de.inition o. t$e a&&roac$ o. t$e tool"

3or its &art, t$e success obtained 1it$ t$e im&lementation o. C%M is based on t$e de.i

nition o. modest !oals, 1$ic$ 1ill serve as a s&rin!board .or additional troubles$ootin! and

relatively small in sco&e" -$ese ob4ectives are aimed at'

Addressin! all t$e investment t$at $as been made to t$e de&loyment &ro4ect

1ill &rovide solutions to all t$e &roblems detected in t$e cycle associated 1it$

customers" 8uc$ action may be constituted .rom t$e se!mentation and selec

tion o. clients, to conductin! t$ose activities 1it$in t$e or!aniation so t$at t$ey

consume more &roducts or services o..ered"

Acce&t t$e bene.its t$at brin! t$e conviction t$at t$e C%M tool is synonymous

1it$ startin! a business in real time"

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Mae use o. C%M in real time e/clusively to situations related to customer

&roblems, resolvin! t$em t$rou!$ t$e &rovision o. data and in.ormation 1it$out

errors"


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-$e 1ay com&anies are or!anied today, i"e" eit$er &roduction line is not enou!$ to

tae .ull advanta!e o. all t$e o&&ortunities and activities t$at relate to customers" As above,

could be set t$at t$e ideal is t$at all com&anies .ocus all t$eir activities to customers and not

to &roducts, or .ailin! t$at, minimally im&lement ne1 1ays to measure customer.acin! activi

ties"

As mentioned above, one could as t$e question' 1$y t$en use indicatorsK -$e ans1er

to t$is question is based on t$at to mana!e e..ectively7 you need to mae a measurement"

And t$at is 1$y to measure t$e use o. t$e C%M tool to ee& in mind t$at your .oundation is

based on'

GIn.luence or validate decisions about mana!in! relations$i&s" Accordin! tot$e internal decisionmain! styles, models are used to measure' returns oninvestment, bene.its or intan!ible assets, com&etitive assessment, value orientation, and e/&erience and instinct" Com&anies o.ten tae more t$an one

style o. conscious or unconscious decitions" Fuide current activities or strate!ies" Measurement systems are also used to

in.orm and !uide about current activities related to customers" Lit$ t$at t$eydecide 1$ic$ strate!ies to ado&t and su&&ort t$e em&loyees 1$o &er.ormroutine or administrative contact GH-obn 9uintero, 200@, &" (5B"

It is im&ortant to mention t$at measurement models used must include' t$e be$avior o.

clients, includin! asset mana!ement and &er.ormance brand, maretin!, sales .orce, service

centers, su&&ly c$ain and &a!e 1eb, amon! ot$ers" #o1, as t$e interactions bet1een or!a

niations and t$eir customers are varied, suc$ measurements 1ill $ave c$aracteristic $etero

!eneity" Moreover, t$e &revious models may $ave a direct a&&roac$ and value!eneratin!

&rocesses t$at deliver &roducts or services to t$e outside, i"e" to1ards t$e client and $is be

$avior"

-$e com&le/ity o. t$e measurement o. C%M is to !o beyond t$e act o. evaluatin! only

t$e be$avior or t$e &erce&tion t$at &eo&le $ave o. customers" Consequently, control o. inter

nal activities can !o beyond t$ose t$at $ave a direct im&act on t$e customer and include, .or

e/am&le, t$e measurement o. t$e s&eci.ic attributes o. 1$at a &roduct or service involves to

&roviders and business &artners" And JL$at s$ould measure t$e C%MK Lit$ t$is tool you

must 1ei!$ all activities o. t$e or!aniation 1it$ customer relations, in be$avior and &erce&

tion"

-$e Dalanced 8corecard, &ro&osed by %obert Ra&lan and #orman #orton, 1as born

as a core tool o. strate!ic mana!ement system to many com&anies 1orld1ide" -$e ob4ective

o. t$e Dalanced 8corecard is to translate or!aniational strate!ies into .our &ers&ectives'

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customer, internal business, innovation and learnin!, and .inancial &ers&ective7 1$ic$ are

su&&orted by a set o. strate!ic ob4ectives t$at involve a c$ain o. mana!ement indicators and

tar!ets in initiatives 5Montoya A!udelo, et al" 20**"

-$e .irst a&&roac$ develo&ed by Ra&lan and #orton, t$e customer, can $ave si!ni.icant

su&&ort in t$e C%M" #o1, 1$ile indicators relatin! to customers are discussed in t$e Dal

anced 8corecard, t$e C%M also includes measurements o. t$e lo1er levels o. abstraction"

-$e constant ret$inin! o. strate!ies to clients can be a&&lied under t$e C%M and tec$nol

o!y solutions t$at enable t$e im&lementation o. suc$ strate!ies di!itally"

It is not common to $ave a measurement o. t$e mec$anisms t$at 1ere used to create

t$e customer no1led!e, muc$ less o. t$e mec$anisms t$at !enerated strate!ies 1it$ t$em,

$o1ever t$e C%M allo1s to visualie and analye t$e results o. suc$ strate!ies, main!

t$em .uture .inancial &er.ormance indicators .or t$e or!aniation" Potentially t$eycan e/tend

t$e C%M to measure $o1 o.ten and accurately are revie1ed and re.ormulated customer

strate!ies, enablin!'

Predictin! .uture states' to antici&ate all t$e needs identi.ied by customers, 1e use t$e

C%M tool t$at !lim&se a .uture customer or maret t$e same states" 8imilarly, t$is

tool enables im&roved &roduct desi!n or construction t$ereo. by means o. a more ac

curate assistance to customers" #o1, t$ans to advances in tec$nolo!y, it is &ossible

to recover a data set t$at can re&resent t$e entire maret be$avior, resultin! in a bet

ter vie1 o. t$e or!aniations on t$is and on customers" As above, com&anies must

s$a&e or recon.i!ure t$eir internal conditions in relation to t$e c$an!in! conditions o.

t$e environment, because it de&ends on t$eir relevance and assertiveness as ey el

ements o. or!aniational com&etitiveness"

Con.usion in t$e measurement o. C%M' !enerally 1e can say t$at t$e most im&ortant

.actors t$at $ave contributed to t$e com&le/ity in t$e use o. t$e indicators are'

o E/istence o. diverse c$annels .or t$e e/c$an!e o. in.ormation or .or t$e

same delivery o. &roducts or services to customers"

o >i..erentiation bet1een t$e business units o. t$e or!aniation, &roductsand services t$at 1ill !enerate $uman and met$odolo!ical disconnected

&rocesses"

o Detter inte!ration o. data and &rocesses bet1een com&anies in t$e value

c$ain"

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CRM as a Tool for Customer Service in the Organization


17/19

o >i..erences in styles o. decision main! 1it$ clients"

o >i..erences in t$e ob4ectives o. t$e measurement system"


18/19

3inally, it can be said t$at t$e C%M results is a .undamental e/&erience .or customer

contact, t$is is 1$y it cannot 4ust be a matter o. ima!ine in a limited 1ay on $o1 to obtain a

!ood &roduct and an e/cellent communication" It must t$en understand t$e ma& o. li.e o.

clients, needs to !enerate im&acts eit$er t$e &roduct or service" L$en t$e or!aniation !ives

a real value to t$e customer, it cannot s&end too muc$ time to !ive solutions to t$e &roblems"

It is t$en necessary t$at t$e client obtains satis.action 1it$ every contact t$ey $ave 1it$ t$e

com&any, so as to enable a success.ul e/&erience s&ace to allo1 t$e construction o. real re

lations$i&s bet1een client and or!aniation"

#I#LIOGRA*HICAL REFERENCES

5* MAS; MEOTA, I" 5200B" is&onible en $tt&'))mind"com"co)!en.arsa&royectocrmsa

leslo!i/)Hconsultada el 2)**)20*2"

56 -;DW# 9UI#-E%;, >" A" 5200@" Pro&uesta de un modelo &ara desarrollar relaciones

si!ni.icativas con los clientes 5$us&edes actuales de una em&resa de ries!os &ro.esiona

les colombiana, utiliando la .iloso.a C%M en con4unto con una adecuada !estin del medio

ambiente" -esis de Maestra en Administracin no &ublicada" Cali, Universidad de ICE8I,

3acultad de Administracin, &" (2"

5B -;DW# 9UI#-E%;, >" A" 5200@" Pro&uesta de un modelo &ara desarrollar relaciones

si!ni.icativas con los clientes 5$us&edes actuales de una em&resa de ries!os &ro.esionales colombiana, utiliando la .iloso.a C%M en con4unto con una adecuada !estin del medio

ambiente" -esis de Maestra en Administracin no &ublicada" Cali, Universidad de ICE8I,

3acultad de Administracin, &" ("

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CRM as a Tool for Customer Service in the Organization
http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/mailto:[email protected]://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/http://mind.com.co/genfar-s-a-proyecto-crm-saleslogix/mailto:[email protected]


19/19

#I#LIOGRA*H'

Please re.er to articles 8&anis$ Diblio!ra&$y"

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CRM as a Tool for Customer Service in the Organization