CRM As A Tool For Customer Service in The Organization

CRM AS A TOOL FOR CUSTOMER SERVICE IN THE ORGANIZATION
Montoya Agudelo, Csa Al!e" o

Institucin Universitaria CEIPA Medelln, Antioquia, Colombia Montoyacesar2006 !mail"com
#oye o Saa!ed a, Ma t$n Ra%" o

Universidad #acional de Colombia Medelln, Antioquia, Colombia martinboyero ya$oo"com
%ece&tion date'0()*+)*2 , A&&roval date'**)*6)*2
A#STRACT -$e service is t$e .undamental e/&erience t$at ta0es &lace in t$e contact bet1een t$e or!ani2ation 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!ani2ations visuali2e 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!ani2ation essentially see0s 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 lac0 o. demand .or services does not allo1 or!a, ni2ations to develo& &ro4ects t$at revolve around it" -a0in! in count t$e service as an essential .actor in t$e or!ani2ation, 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!ement6 t$at in t$is article is &resented as an im&ortant tool to ma0e an im&act on t$e services &rovided by t$e or!ani2a, 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 $avin! e/tensive 0no1led!e o. customers in 1$ic$ t$ey combine in.ormation 1it$ t$e understandin! o. bein! be$ind every service transaction" 8ome or!ani2ations $ave been quic0 to ma0e ma4or investments in tec$nolo!ies t$at allo1 t$em to trac0 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!ani2ation ends u& 1it$ a lar!e customer database 1it$out a !reater understandin! o. t$em as bein!s t$at demand increasin! quality and monitorin!"
_________________________________________________________________________________________________________________ Visin de Futuro Ao 10, Volumen N17, N 1, Enero - Junio 2013 URL de la Revista: www.fce.unam.edu.ar/revistacientifica/ URL del Documento: http://revistacientifica.fce.unam.edu.ar/index.php?option=com_content&view=article&id= !"&#temid=$" #%%& '(() * )$") * +ersi,n en L-nea #%%& '((. * $( / * +ersi,n #mpresa 01mail: revistacientifica2fce.unam.edu.ar
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CRM as a Tool for Customer Service in the Organization
;n t$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$at consumers 0no1 t$eir transactional in.ormation !at$erin! only t$eir actions" It is t$ere.ore necessary t$at or!ani2ations consider and !ive !reater value to t$e &erson be$ind t$e transaction, i"e", it is essential to ma0e a record o. t$e actions ta0en by t$e client in ne!otiations and interactions t$at t$ey $ave 1it$ t$e service" ;r!ani2ations t$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$e collection, distribution and 0no1led!e !enerated .rom transactions" <o1ever, since t$e early (0=s 1e s&ea0 o. C%M as a tool t$at enables you to $ave better and more available customer in.ormation" ;ne t$in! to note is t$at every business requires e..iciency in t$eir &rocesses and e..icacy in &er.ormance, t$is required sta.. to identi.y and understand t$ose com&le/ .actors t$at a..ect one 1ay or anot$er sales, mar0etin! and delivery services" Com&anies s$ould be a1are t$at t$e idea t$at customer relations$i&s can be mana!ed by t$e su&&lier or seller is a myt$, as no client $as to set aside t$e desire and t$e ability to e/ercise control o. t$eir relations$i&s 1$en carryin! out a business, because t$ey do not 1ant to be mana!ed, 4ust $eard, understood, and care served as .undamental elements .or t$e e/istence o. t$e or!ani2ation" )EVELO*MENT +, Custo%e se !"-e Activity relations$i& o..ered by a su&&lier .or t$e &ur&ose o. a client to !et a &roduct or service, at t$e time, in t$e ri!$t &lace and 1$ere to ensure &ro&er use o. it, is 1$at is 0no1n as customer service" -$is is t$e element t$rou!$ 1$ic$ any or!ani2ation !ets t$e de!ree o. di..erentiation .rom ot$er or!ani2ations t$at o..er similar services, t$is uniqueness is not only ac$ieved t$rou!$ t$e &rovision o. a 1ell,desi!ned &roduct , in .act t$is quality standard is t$e minimum t$at t$e &ublic e/&ects, but also to be ac$ieved t$rou!$ t$e o&timi2ation o. t$ose ot$er .actors involved in t$e &rocess o. customer satis.action" -$e C%M is a tool t$at co$erently inte!rates t$ese .actors in order to o&timi2e service delivery" %ecently, com&anies only .ocused t$eir e..orts on t$e &roduction, no1 t$at t$in0in! $as
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Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro
c$an!ed and $as seen service as a 0ey element t$at ensures t$e &ositionin! o. any or!ani2ation" Mean1$ile, >u0e M?rque2 520*06 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$in!s almost im&ossible .or or!ani2ations but, i. t$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$at or!ani2ations act 1it$ dece&tion to ma0e 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 0no1led!e you $ave o. your needs and desires" A" -$e customer 1ill al1ays &erceive t$e di..erential .actors o. t$e or!ani2ation 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 &ac0in! &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$y 1e must develo& &olicies and 1or0&lace 1ellness motivational, t$at result ultimately in t$e success o. t$e mar0etin! strate!ies im&lemented by t$e or!ani2ation" C" -$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!ani2ation is a team 1e all 1or0 to!et$er .or customer satis.action in every 1ay" 5>u0e M?rque2, 20*06
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<o1ever, it must be a&&reciated t$at no transmission and communication o. suc$ &rinci&les means t$at t$e or!ani2ation does not $ave a .ocus on service and t$is could su&&ort under t$e idea t$at 1$at is not read or does not re&eat, cannot be built and is t$ere.ore unli0ely to be become a $abit" -oday may be .ull o. value &$rases on customer service' t$e customer is 0in!, t$e customer is al1ays ri!$t, customers come .irst" -$e business 1orld is .ull o. somet$in! t$at is not !ood .or t$e .ul.illment o. its ob4ectives' customers 1$o are un$a&&y 1it$ t$e services or &roducts" #ot a question o. dealin! only 1it$ customers 1$o 1ant to s&end money eit$er !rou& or individual, it is not about clients 1$o are victims o. tri.les and mere lac0 o. education, $o1ever, it is t$at customers one 1ay or anot$er must su&&ort bot$ incom&etence and mismana!ement o. all 0inds, 1$ic$ ultimately 1ill result in t$e end a total absence o. a satis.actory service 5Derry, E", 200B6" Food service is a 0ey .actor by 1$ic$ , as understood in t$e business cycle, a &otential customer, initially not interested in a &articular &roduct or service o. t$e or!ani2ation, becomes a &otential buyer and incor&orates in $is li.e &roducts o..ered by t$at or!ani2ation" -oday it can be said t$at t$e customer service became a model .or mana!in! t$e relations$i&s 1e $ave 1it$ our customers, about t$is Ivan >ec0 says' Gservice culture consists o. all t$ose elements t$at re&resent value in t$e &er.ormanceG HMa2o, 200B, &"*+BI 5*6" <o1ever, accordin! to t$e statement made, by Ma2o t$e im&ortant questions is Jis t$ere a real a1areness by com&anies 1$ose current service !oes .ar beyond a sim&le attention only in t$e mind o. t$e em&loyee 1$o !ivesK And, Jis t$ere a real business in t$e ada&tation o. &rocesses and be$aviors t$at allo1 t$em to stay in t$e $eart o. your customersK -$e term service $as been used .or so lon! t$at is already 1earin! do1n and many or!ani2ations assume it, .or t$at reason many o. t$em do not .ul.ill and t$is is due to a lac0 o. 1illin!ness to !o beyond t$e customer satis.action" In t$is re!ard, Ma2o says t$at t$ere are seven reasons 1$y services are &oor in business environment'
GLe are bad customers and 1e deserve bad service Mismana!ement o. customer dissatis.action 1$ic$ increases t$e bad service -$e dedication to service is directly &ro&ortional to t$e volume o. business Em&loyees &ay dearly .or t$eir mista0es in services -$e absence o. a s&eci.ic de.inition .or t$e enter&rise service -$e service $as not been a&&lied as an or!ani2ational 0no1led!e but &ersonal -$e attitude o. indi..erence on t$e &art o. com&anies GHMa2o, 2006, &" *(I526"
It could be identi.ied in several com&anies 1$ic$ conduct t$at 1ould result in .ailure"
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<o1ever, t$ere may be cases 1$ere des&ite t$e !ood1ill o. t$e or!ani2ation, t$ere are .actors t$at may &reclude t$e &rovision o. a !ood service because o. t$e same customer" ;ne is 1$at Ma2o Me4ia termed as dictator customer' GCom&anies are a.raid o. customers and t$ey 0no1 it" At t$e end o. t$e day all t$at matters is t$at t$e customer buys and i. t$at is ac$ieved, you $ave to &ut u& 1it$ a lot o. .alse starts, includin! $is cynicism, $is t$reats and tem&eramental res&onses" G HMa2o, 2006, &" 60I5+6" #o1, it could be mentioned t$at a dictator client acts li0e t$is i.' -$ey blac0mail t$e or!ani2ation .rom t$e com&etition" -$ere are %eturns to t$e &arameters set out initially" I. you order t$e cancellation o. eac$ order you 1ant 1it$out 4usti.ication" 3or t$e various e/a!!erated demands o. commercial terms" >emands .or untimely discounts" -$ere is abuse in t$e name o. customer .acin! em&loyees and as suc$ are bein! disre!arded" E/a!!erate lies to t$e su&&lier to be liable to misuse o. t$e &roduct" ;ne t$in! to note is t$at t$e a&&lication o. t$e services $as al1ays been &resent in di..erent or!ani2ations7 it s$ould cover all &ersonnel 1$ose 1or0 is in contact 1it$ customers" It is im&ortant t$at eac$ or!ani2ation desi!ns its o1n !uidin! strate!ies .or meetin! t$eir rationale, i"e", t$eir customers, ma0in! t$em &art o. t$eir or!ani2ational culture 58erna Fome2, <", *(((6" ., (/at "s and 0/"-/ "s t/e use o1 t/e CRM -$e C%M 5Customer %elations$i& Mana!ement6, or t$e mana!ement o. customer relations$i&s, is a tool t$at allo1s .or a strate!ic understandin! o. customers and t$eir &re.erences, and e..ective mana!ement o. t$eir in.ormation 1it$in t$e or!ani2ation, 1it$ t$e .irm intention t$at t$ere may be a &ro&er develo&ment o. all internal &rocesses t$at are re&resented on t$e ability to .eedbac0 and measurin! business results" <o1ever, t$e C%M allo1s .or an inte!rated vie1 o. customers across t$e or!ani2ation" ;ne t$in! to note is t$at no !reat im&ortance 1$et$er or not C%M is based on tec$nolo!y, or is a collection o. in.ormal sources, &rovided t$at t$e or!ani2ation is in t$e ability to collect, or!ani2e, s$are and a&&ly in.ormation it $as collected, 1$ic$ is truly t$e c$allen!e .acin! t$e com&any" In t$e c$art belo1, 1e &resent t$e claim o. C%M'
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F"gu e +, CRM Role Sou -e' ;1n Elaboration
Le could say t$at one t$in! t$at most concern or!ani2ations mana!ers is customer service, t$ey are a1are t$at t$is action is t$e or!ani2ation t$at leads to success and is t$e real action t$at ma0es it distinctive com&etitive 1it$ t$eir &eers, t$an0s to t$e develo&ment o. strate!ies" <o1ever, as already mentioned above, t$e C%M became t$e model t$at allo1s com&anies to reali2e t$e strate!ies desi!ned .or t$e service, as it is a business model 1$ose ob4ective is based on t$e selection, attraction, retention and develo&ment o. customers in order to ma/imi2e t$eir lon!,term value" -$e above mentioned allo1s deducin! t$at &roviders, consultants and business in !eneral .rom $is convictions dra.ted to its o1n version o. 1$at is really customer service, 0ee&in! in mind t$at t$e C%M mar0et $as c$osen t$ree ty&es o. de.initions' 3ocused entirely on tec$nolo!y' 1$ic$ may arise .rom t$e latent need .or mar0eters to &osition t$eir &roducts and o.ten systematically ans1ers to &roblems .ocused on t$e mana!ement o. customer relations$i&s" Centered in t$e customer li.e cycle' t$is $as arisen t$e interest o. all C%M users to a descri&tion o. a ne1 business o&&ortunity or s0ill set .ocused on t$e customer li.e cycle, leavin! aside t$e &roduct" Fenerally, t$e li.e cycle includes .our im&ortant .actors suc$ as' attraction, transaction, service and im&rovement" -y&ically, in lar!e com&anies in areas t$at $ave interaction 1it$ customers in any o. its &$ases o. o&eration may $ave to be modi.ied and t$ere.ore t$ere may be no coordination or o&timi2ation o. services and resources" <o1ever, t$e de.inition o. t$e customer li.e cycle .or C%M is understood as ability o. smoot$ interaction 1it$ t$e customer or t$e mar0et" 3ocused strate!ies' t$eir aim is to $ave a C%M term release o. any tec$nolo!y, and
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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 mar0et and !eneratin! value .or all s$are$olders o. t$e com&any 5Freenber!, P", 200+6" -$e C%M can become a business strate!y .ocused on ac$ievin! a com&etitive advan, ta!e to a ne1 lon! term, t$an0s 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 Eatin 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$at started some years to im&lement a system called C%M 8alesEo!i/ and su&&lement called mobile Mind 8M8 to t$eir sales &rocesses and customer service" -$is &ro4ect 1ill set s&eci.ic tar!ets .or better customer service and medical &o&ulation is a 0ey .actor in t$is mar0et" 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$roni2ation to u&date t$e in.ormation in t$e central system and receive in.ormation u&dates its territory and ot$er as&ects necessary to &er.orm its .unctions" Customer orders are sent quic0 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 $as a *00M covera!e o. t$e country 5Colombia6 ac$ievin! t$at (AM o. orders direct customers are ta0en t$rou!$ mobile devices 5P>A=s6, t$us si!ni.i, cantly reducin! t$e role o. re,ty&in! orders in t$e transactional systemN" HMind, 20*0, **"2A"20*2I5@6" G-$ey $ave mana!ed to reduce si!ni.icantly t$e time o. order ta0in! and delivery to direct customers, ac$ievin! in many cases delivery t$e same day 1it$in $ours o. ma0in! t$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$ey 0no1 timely trans, .er needs to end customers, t$is is Fen.ar customers indirectG HMind, 20*0, **"2A"20*2I5A6"
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$e or!ani2ation 1it$ its customers" <o1ever, measurin! t$e &otential o. C%M is clearly a 1ay o. understandin! .or mana!in! all activities t$at deal 1it$ 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 0ey 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$e2 Carva4al, O<, 20**6"
-oday 1e could ar!ue t$at t$e most im&ortant com&onents o. t$e economy are t$e in, .ormation and service t$at is &rovided to t$e customer" Accordin! to t$e above, borne C%M as t$e &oint o. intersection bet1een t$e t1o com&onents 1it$ t$e aim o. allo1in! t$e analysis .rom t$e &oint o. any business, t$at can e..ectively ca&ture use.ul in.ormation to any member o. t$e or!ani2ation to !ive res&onse to t$e customer li.e cycle durin! and a.ter t$eir relation, s$i& 1it$ t$e com&any, in t$at sense t$at you can ma0e customer as a 0ey trac0 in t$e e/is, tence o. t$e or!ani2ation" 3or t$ose or!ani2ations t$at do a detailed analysis o. t$e cost,e..ectiveness o. &ro, cesses, ty&es o. customers, re!ulatory and economic .rame1or0, t$e im&lementation o. C%M can become an e/&ensive tool" <o1ever, t$e C%M is to claim t$at t$ere is a com&re$ensive vie1 o. t$eir customers in .ive essential .unctions' inte!ratin! a com&lete vie1 o. t$e cus, tomer, its strate!ic se!mentation, t$e desi!n, customi2ation and di..erentiation o. value &ro&ositions, a communication o. t$e &ro&osal custom value and a delivery system t$at su&, &orts communication and relations$i& and transaction 58anc$e2 Carva4al, O<, 20**6" 8uc$ business strate!y, &resented above, is oriented to any ty&e o. or!ani2ation, i"e", no matter t$eir si2e or t$eir dedication as t$eir .ocus is on t$e constant searc$ .or ne1 cus , tomers and current conservation, 1it$ t$e .irm intention t$at t$ere is a !uarantee t$at your a&&lication is 0ey to or!ani2ational develo&ment and com&etitiveness" Ma2o Me4ia 5200B6, ar!ues t$at t$e reasons 1$y its elusive success.ul im&lementation o. C%M is t$at t$ere is'
Con.usion' because many or!ani2ations acquire tec$nolo!y, but not &$iloso&$y" -otal commitment o. res&onsibility .or im&lementation to t$e 8ystem area' &olicies as, sume t$at t$e im&lementation o. C%M is only res&onsibility o. t$e 8ystem de&artment .or t$e resorts to t$e use o. tec$nolo!y, but t$ey are not reali2in! t$at t$is de&artment
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$as only a &artial vie1 o. t$e 1$ole business o. t$e or!ani2ation and t$at suc$ im&le, mentation s$ould be an activity t$at involves all areas o. t$e com&any"
>isinterest and lac0 o. commitment .rom senior mana!ement' it is necessary .or t$e C%M to .ul.ill its mission, t$at to& mana!ement o. t$e or!ani2ation ta0es a stron! commitment .or c$an!e o. .ocus .rom &roducts to customers"
;nly loo0 in1ards' 1$en or!ani2ations .ocus t$eir eyes only on t$e inside, ma0e 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!ani2ational inertia and &ersonal interests" Pery o.ten it $as been establis$ed t$at $i!$ directives &re.er to loo0 into t$e or!ani2a, tion and see customers 1it$ 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 internali2e t$e c$an!e and do not ma0e use o. in.ormation .or strate!ic decision,ma0in! because mana!ement o. c$an!e $as not been $andled in t$e most a&&ro&riate 1ay" Under t$is trainin! and team1or0 t$ere s$ould be a continuous ac, tion"
Eac0 o. data quality' t$is is one o. t$e main &roblems .acin! t$e or!ani2ation, as t$e bac0bone o. t$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 standardi2ation o. in.ormation is 0ey 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$e or!ani2ation to lin0 directly 1it$ C%M vision"
>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$e or!ani2a, tion, 1$ic$ &revents evolved bene.it o. .eedbac0 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 loo0in! 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!ani2ations t$at $ave no contractual relations$i& 1it$ any client"
Eon!,term &ro4ect' many or!ani2ations $ave t$e belie. t$at t$e im&lementation o. C%M s$ould &rovide s$ort,term results, 1it$out $avin! a vision in t$e medium and lon! term"
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>e.inin! $ori2on' some C%M initiatives are not consistent 1it$ t$e e/&ectations laid out, so it is li0ely t$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$e lac0 o. su..icient sta.. to &er.orm t$em, or instead t$e investment o. resources e/ceeds t$e intended ob4ectives oversi2ed !eneratin! ine..icient actions"
2, Funda%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 client,oriented matters" -$e C%M is a strate!y t$at see0s 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$em" <o1ever, suc$ rela, tions$i&s are t$e $eart o. a success.ul business" 3or its &art, it can be establis$ed t$at t$e C%M $as a lar!e tec$nolo!y com&onent, but it is a real mista0e to t$in0 t$is strate!y in &urely tec$nical terms" It is .or t$is t$at t$e easiest 1ay to t$in0 about C%M tool is seein! it as a &rocess t$at contributes to t$e collection o. items o. in.ormation about customers, mar , 0ets, sales, res&onses, e..ectiveness and trends t$at may $ave t$e mar0et" It is .or t$is, t$at Caesar Oaramillo &ro&oses t$at C%M is a tool t$at &rovides .eatures suc$ as'
Ta3le +4 CRM * o-esses Fun-t"onal"t"es Construction o. t$e database Pro.ilin! and 8e!mentation %unnin! relational cam&ai!ns 8endin! direct mail and e,mails Administration o. .irst contacts %ate o. leads Mana!in! &romotional material %elational mar0etin! %;I Sales Account and Contact Mana!ement 5customers, &ros&ects, com&etitors, business &art, ners, etc"6 Mana!in! t$e 8ales 3orce Mana!ement !oals or quotas Consumer Plans or routers vie1s %e!istration transactional in.ormation 5inventories, &ricin!, orderin!, collections, etc"6 Com&le/ &roducts or services 9uotes and &ro&osals Administration 5o&&ortunities6 Automation o. sales Predictions Custo%e Se !"-e Call Center Com&laints and Frievances 8ervice Contract Mana!ement 3ield 1or0 5.ield service6 8el.,care &ortals .or customers Sou -e' Oaramillo, C" 5200(6" -ec$nolo!ical tools .or C%M initiatives' Mar0etin! sales and customer service" $tt&'))mind"com"co)$erramientas,tecnolo!icas,&ara,iniciativas,crm) Haccessed **)2A)20*2I Module Ma 5et"ng
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6, C "t"-al Su--ess Fa-to s 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!ani2ation $as a sales .orce trained and c$aracteri2ed by t$eir &ro,activity" Dein! convinced o. t$e bene.its and es&ecially t$e sales .orce t$at t$e or!ani2ation 1ill $ave" Ein0 directly sales .orce in t$e develo&ment o. t$e &ro4ect" Per.orm a system a&&roac$ !radually, and to &ossible to re.ine durin! im&lementation" 8ta0e 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!ani2ation 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!ani2ation 1ill'
Provide more e..ective service to t$eir customers" Cross,sell more e..ectively" Com&lete more di22yin! business" 8im&li.y all &rocesses related to mar0etin! and sales" 8ales trends" >ecreased costs" Customer loyalty" 8i!ni.icant !ro1t$ 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!ani2ational &rocesses and t$e stren!t$enin! o. ot$er business ar,
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eas suc$ as sales, mar0etin! 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 0ey 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!ani2ation and C%M is 1$at says t$at asset is levera!ed in t$e best 1ay .or t$e o&timi2ation o. all interactions, bot$ in sales and mar0etin! and t$e service itsel." 3inally, ev, eryt$in! de&ends on understandin! $o1 consumers be$ave and $o1 muc$ you can use t$is understandin! to your bene.it" 9, Ho0 -an one su--ess1ully "%:le%ent a CRM8 -o ac$ieve success.ul im&lementation o. C%M, or!ani2ations s$ould 0ee& in mind some 0ey elements suc$ 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!ani2ation, 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 reali2ation" Care.ul analysis o. t$e data to be collected and stored, as t$e natural tendency is to ta0e and store eac$ data enterin! t$e or!ani2ation" -$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$eir needs a&&ro&riately" Clarity t$e customer in.ormation to &rovide valuable insi!$t into t$e relations$i&s 1it$ t$em" <o1K
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Mana!in! data meticulously, i"e", it s$ould be clear t$at t$e or!ani2ation 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 ma0e 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$e mar0et, data and creative strate, !ies 1it$ 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 >o 1e need &er.ect in.ormationK L$ere do 1e !o .rom $ereK G H-obn 9uintero, 200@, &" (2I566" It is necessary, li0e1ise, to identi.y t$ose critical activities t$at must be carried be.ore considerin! a C%M &ro4ect' Ma0e an ada&tation .rom a &ra!matic and disci&lined C%M" Ma0e structurin! &ro4ects" Eet t$ere be a de.inition o. t$e a&&roac$ o. t$e tool" L$ere does it $urtK
3or its &art, t$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!ani2ation 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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Ma0e 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"
<ave strate!ies .or im&rovin! customer relations, 1$ic$ must be o&timi2ed and im&roved in antici&ation o. adverse circumstances"
;, )e!elo:%ent o1 "nd"-ato s "n t/e CRM Many o. t$e disa&&ointments 1it$ t$e C%M are mar0ed by t$e lac0 o. a clear de.inition o. 1$at is 1aitin! .or it and $o1 to measure" -o enable or!ani2ations to assess t$at t$eir im, &lementation 1as success.ul, it must ans1er questions li0e' L$at $as t$e or!ani2ation learnedK L$at $as been im&roved and 1ill be im&rovedK L$at $as been u&dated in t$e or, !ani2ationK L$at is im&rovin!K L$at t$in!s still remain t$e sameK <o1 muc$ is bein! .o, cused on customersK Probably t$e ans1ers to t$ese questions could lead to sur&rises in t$e or!ani2ation" Mean1$ile, you can set t$e indicators in mana!in! customers can be a 0ey element in t$e strate!ies and !uidance t$at is because it $as detected allo1in! 1$at is ri!$t or 1ron!, as i. t$ese noncon.ormities or disa!reements are s$ared and assimilated by all members o. t$e or!ani2ation in order to &rovide substantial su&&ort to mana!ement in im&rovin! &ro, cesses" -o do C%M measurement is a com&le/ action, in 1$ic$ you can ma0e use o. a system o. indicators t$at can ran!e .rom t$e strate!ic to t$e o&erational" -$e construction and o&era, tion o. suc$ systems must de&end on t$e &lannin! $ori2on, t$e mar0et c$an!es, t$e strate!ic .rame1or0 and business !oals t$at you $ave set t$e or!ani2ation, and t$e de!ree o. im&act o. C%M on businesses and on clients" ;n t$e ot$er $and, $o1 it is created and you !et t$e bene.it o. t$e customer 0no1led!e 1ill &resent a debate and t$us all indicators may be sus, ce&tible to questionin!" 3or or!ani2ations, t$e incor&oration o. tec$nolo!ical tools t$at &rovide solutions to t$eir &roblems $as become an essential &art o. t$eir develo&ment, bein! t$is a true business value" <o1ever, or!ani2ations must be able to ma0e accurate measurement o. all activities t$at are related to customers, in order to !ive a &ro&er addressin! to t$e C%M &ro!rams" ;n t$e ot$er $and, it is necessary to clari.y t$at t$is measurement can occur t$rou!$ multi&le settin!s and t$rou!$ di..erent media 1$ic$ ma0es it a very di..icult action, .or e/am&le, today customer contact or!ani2ations usin! various di!ital and interactive tools"
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-$e 1ay com&anies are or!ani2ed today, i"e" eit$er &roduction line is not enou!$ to ta0e .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$at, minimally im&lement ne1 1ays to measure customer,.acin! activi, ties" As mentioned above, one could as0 t$e question' 1$y t$en use indicatorsK -$e ans1er to t$is question is based on t$at to mana!e e..ectively7 you need to ma0e a measurement" And t$at is 1$y to measure t$e use o. t$e C%M tool to 0ee& in mind t$at your .oundation is based on'
GIn.luence or validate decisions about mana!in! relations$i&s" Accordin! to t$e internal decision,ma0in! styles, models are used to measure' returns on investment, bene.its or intan!ible assets, com&etitive assessment, value ori, entation, and e/&erience and instinct" Com&anies o.ten ta0e 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$at t$ey decide 1$ic$ strate!ies to ado&t and su&&ort t$e em&loyees 1$o &er.orm routine or administrative contact GH-obn 9uintero, 200@, &" (AI5B6"
It is im&ortant to mention t$at measurement models used must include' t$e be$avior o. clients, includin! asset mana!ement and &er.ormance brand, mar0etin!, sales .orce, service centers, su&&ly c$ain and &a!e 1eb, amon! ot$ers" #o1, as t$e interactions bet1een or!a, ni2ations 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$e or!ani2ation 1it$ 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!ani2ational 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**6" -$e .irst a&&roac$ 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" -$e constant ret$in0in! 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$e customer 0no1led!e, muc$ less o. t$e mec$anisms t$at !enerated strate!ies 1it$ t$em, $o1ever t$e C%M allo1s to visuali2e and analy2e t$e results o. suc$ strate!ies, ma0in! t$em .uture .inancial &er.ormance indicators .or t$e or!ani2ation" 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 mar0et t$e same states" 8imilarly, t$is tool enables im&roved &roduct desi!n or construction t$ereo. by means o. a more ac, curate assistance to customers" #o1, t$an0s to advances in tec$nolo!y, it is &ossible to recover a data set t$at can re&resent t$e entire mar0et be$avior, resultin! in a bet, ter vie1 o. t$e or!ani2ations on t$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 0ey el, ements o. or!ani2ational 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 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" >i..erentiation bet1een t$e business units o. t$e or!ani2ation, &roducts and 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"
'($
o o
>i..erences in styles o. decision ma0in! 1it$ clients" >i..erences in t$e ob4ectives o. t$e measurement system"
<, *oss"3le e o s "n t/e CRM : o=e-t Amon! some o. t$e errors t$at can be incurred durin! t$e im&lementation o. t$e C%M tool, t$e .ollo1in! can be $i!$li!$ted' Convert to C%M in a .i/ed tool &olis$in! round &er.ormance in t$e mar!ins o. t$e or!ani, 2ation" -a0in! tec$nolo!y as one element t$at !ives bene.it" In t$e C%M strate!ies must be de, velo&ed !uidin!, disci&line and a $i!$ commitment to t$e or!ani2ation, it is not 4ust a matter o. t$e si2e o. t$e &lat.orm, it is also services" Eac0 o. clear strate!ies to clients, as an or!ani2ational structure to su&&ort accurate" #o1, 1e need to develo& some validation activities t$at need to be considered be.ore a&&lyin! t$e C%M tool" It s$ould start by de.inin! t$e ty&e o. in.ormation required .rom cus, tomers and 1$at is t$eir .inal destination" 8ubsequently, it s$ould be assessed on $o1 in.or, mation !ets customers to t$e or!ani2ation, as 1ell as 1$ere and $o1 it is stored and most im&ortantly, $o1 it is used today" CONCLUSION -$e analysis o. t$e conce&tuali2ation o. C%M determines 1$ic$ strate!ic issues may be a&&licable to t$e services o..ered in or!ani2ations, as customers constitute t$e .undamen, tal element .or or!ani2ational develo&ment and s$ould be t$e !oal to1ards 1$ic$ to .ocus all ener!ies to t$eir satis.action" ;ne o. t$e main concerns o. any or!ani2ation is t$e sub4ect o. customer service and t$is is because it is a 0ey to or!ani2ational success, inde&endent o. commercial activity &er, .ormed" In t$is sense, customer service becomes t$e business di..erentiator .or ac$ievin! customer loyalty and to attract ne1 ones" It is .or t$is t$at 1e a&&eal t$e use o. t$e C%M tool, 1$ic$ s$ould not be im&lemented until it is not clear about 1$o are your real customers o. t$e or!ani2ation, 1$ic$ is t$e ad, dressin! &lan and 1$at is t$e as&iration t$at it $as t$e diverse in.ormation t$at comes to t$e com&any"
'()
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$e or!ani2ation !ives a real value to t$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!ani2ation" #I#LIOGRA*HICAL REFERENCES 5*6 MAS; MEOTA, I" 5200B6" <ablemos claro sobre el servicio" Medelln, OosU Alvear 8ann, &" *+B" 526 MAS; MEOTA, I" 520066" El &recio' don del servicio" Medelln, Iv?n Ma2o Me4a, &" *(" 5+6 MAS; MEOTA, I" 520066" El &recio' don del servicio" Medelln, Iv?n Ma2o Me4a, &" 60" 5@6 MI#F 520*06" Fen.ar 8" A" V Proyecto C%M 8alesEo!i/' im&lementacin de la estrate!ia de 83A con 8alesEo!i/ C%M" >is&onible en $tt&'))mind"com"co)!en.ar,s,a,&royecto,crm,sa, leslo!i/) Hconsultada el 2A)**)20*2I" 5A6 MI#F 520*06" Fen.ar 8" A" V Proyecto C%M 8alesEo!i/' im&lementacin de la estrate!ia de 83A con 8alesEo!i/ C%M" >is&onible en $tt&'))mind"com"co)!en.ar,s,a,&royecto,crm,sa, leslo!i/) Hconsultada el 2A)**)20*2I" 566 -;DW# 9UI#-E%;, >" A" 5200@6" Pro&uesta de un modelo &ara desarrollar relaciones si!ni.icativas con los clientes 5$uUs&edes6 actuales de una em&resa de ries!os &ro.esiona, les colombiana, utili2ando 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" 5B6 -;DW# 9UI#-E%;, >" A" 5200@6" Pro&uesta de un modelo &ara desarrollar relaciones si!ni.icativas con los clientes 5$uUs&edes6 actuales de una em&resa de ries!os &ro.esiona, les colombiana, utili2ando la .iloso.a C%M en con4unto con una adecuada !estin del medio ambiente" -esis de Maestra en Administracin no &ublicada" Cali, Universidad de ICE8I, 3acultad de Administracin, &" (A"
'(.
#I#LIOGRA*H' Please re.er to articles 8&anis$ Diblio!ra&$y"
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CRM As A Tool For Customer Service in The Organization

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CRM AS A TOOL FOR CUSTOMER SERVICE IN THE ORGANIZATION

Montoya Agudelo, Csa Al!e" o

#oye o Saa!ed a, Ma t$n Ra%" o

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

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

F"gu e +, CRM Role Sou -e' ;1n Elaboration

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

CRM as a Tool for Customer Service in the Organization

Montoya Agudelo, Csar Alveiro; Boyero Saavedra, Mart n Ramiro

#I#LIOGRA*H' Please re.er to articles 8&anis$ Diblio!ra&$y"

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