CRM as a tool for customer service in the organization

ABSTRACT

The service is the fundamental experience that takes place in the contact between the organization and the customer. From the adequately perform of this relationship depends on or loss of a customer. Therefore, it is imperative that organizations visualize the service as the essential element in which lies the very meaning of their existence and relevance.

The service in the organization essentially seeks to satisfy those needs that the client has, which is why we can say then that the lack of demand for services does not allow organizations to develop projects that revolve around it.

In this article, we present an analysis of the relationship between CRM and Customer Relationship Management (CRM), which has been developed in order to improve customer satisfaction. An important tool to make an impact on the services provided by the organization.

KEYWORDS: CRM ; Customer Service; Quality of Service.

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INTRODUCTION

The successful companies of the 21st century stand out for having a wide knowledge of the clients in which they combine the information of these with the understanding of the being behind each transaction of service provided. Some organizations have been quick to make large investments in technologies that allow them to track the transactional pattern vis-à-vis customers. However, when this initial impulse has a reduction, that is, if there is no investment in technological development, the organization ends up with a large data warehouse of its customers without a greater understanding of these as beings who demand more and more quality every day. Greater follow-up.

On the other hand, those companies that have stood out for their quality in the service and their investment in the development of tools that allow them to have a closer relationship with their customers are successful institutions that establish that it is much more important to know their consumers than Collect only transactional information of their actions. It is therefore necessary that organizations consider and give greater value to the person behind the transaction, that is, it is essential to keep a record of the actions developed by the clients in the negotiations and of the interactions that have with the service. Organizations that conduct a thorough examination of such human information may have a greater understanding and great possibility of predicting how the behavior of customers is, without the need for greater intervention of technology for the collection, distribution and knowledge generated from the transactions.

Now, since the 90's, CRM has been mentioned as a tool that makes it possible to have better information about customers. One thing to note is that every business needs efficiency in its processes and efficiency in performance, this requires the staff to identify and understand those complex factors that in one way or another affect both sales, marketing and delivery Of services.

Companies should be aware that the idea that customer relationships can be managed by the supplier or the seller is a myth, as no customer has to leave aside both the desire and the ability to exercise control over their relationships to the customer. Time to carry out a business, since they do not want to be managed, only heard, understood, served and care as fundamental elements for the existence of the organization.

DEVELOPMENT

1. Customer Service

That interrelating activity offered by a supplier in order for a customer to obtain a product or service, both at the time and in the precise place and where it is ensured a correct use of it, is what is called as customer service. This is the element through which every organization gets the degree of differentiation compared to other organizations offering similar services, this uniqueness is not only achieved through the provision of a well-designed product - in fact this standard of quality is The minimum that the public expects - but must be achieved through the optimization of those other factors involved in the process of customer satisfaction. CRM is a tool that coherently integrates these factors in order to optimize service delivery.
Until a few years ago, companies focused their efforts only on production, today that thinking has been changed and service has been seen as a primordial element that guarantees the positioning of every organization.

For its part, Duque Márquez (2010) makes available Ten Commandments of Customer Service, which if applied to companies and adjusted to their strategic plan, could position their customers above all else. According to the above, it can be established that:

1.    The customer is above everything and must be present first of all.

2.    There is nothing impossible when you want it, although customers sometimes ask for almost impossible things that the organizations are willing to get in order to satisfy the customer.

3.    You have to fulfill all that you have promised. Organizations should not act deceitfully to make sales or retain customers.

4.    The best way to satisfy a customer is to give them much more than they expect; Every customer feels satisfied to receive much more than what he needs and this is achieved thanks to the knowledge of his needs and desires.

5.    The customer will always perceive the differential factors of the organization with respect to others that offer similar products or services and it is the staff of direct contact with the clients who has a greater commitment since it depends on him that the client returns or does not want to return Never.

6.    Failure at one point is synonymous with failing at all. Compliance with and control of this is not a guarantee of quality if it fails in the delivery time, in the packaging process or in the information supplied.

7.    The dissatisfaction of an employee in his work place generates totally dissatisfied clients. If employees do not feel satisfaction in their performance can not be guaranteed that the external customer is satisfied, that is why policies must be developed for work and motivational welfare, which ultimately translate into the success of the marketing strategies implemented by the organization.

8.    Whoever judges on the quality of service is the customer, they are the ones who in their mind and feel qualify if the service is good or bad, whether it returns or not.

9.    Being very good at the service is not enough because it is always necessary to improve; the fulfillment of the goals in the service and the satisfaction of the consumers must be accompanied of the approach of new objectives since the competition does not give truce.

10. When satisfying a customer, the entire organization is a team because everyone works together for customer satisfaction in every way. (Duque Marquez, 2010).

However, it must be borne in mind that the non-transmission and communication of these principles implies that the organization does not have a focus on service and this could be sustained under the idea that what can not be read or repeated can not be Incorporated and therefore is unlikely to become a habit.

Today you can find phrases full of value on customer service such as: the customer is the king, the customer is always right, the first are customers, among others. The business world is full of something that is not good for the fulfillment of its objectives: customers who are dissatisfied with the services or products. It is not a question of dealing only with customers who want to spend money either in a group or individual way, nor are they clients who are victims of trifles and mere misconduct, on the contrary, they are clients that in one way or another Have to endure both incompetence and mismanagement of all kinds, which ultimately will result in a complete absence of satisfactory service. (Berry, L., 2007).

Good service is a key factor through which - as the business cycle is understood - a potential customer, who is not initially interested in a particular product or service of the organization, becomes an eventual buyer and even in a Habitual customer that incorporates in its life the products offered by this organization.

Today, it can be said that customer service has become a model for the management of relationships with customers. It is because of this that Iván Mazo states that: "the service culture is constituted by all those elements that Represent value in performance. " [Mazo, 2007, p. 137] ⁽¹⁾ . Now, according to the statement presented by Mazo, important questions arise as there is a real awareness on the part of the companies that at the moment the service goes much more than a simple attention that is only in the mind of the employee who offers it ? And is there in companies a real adaptation of the processes and behaviors that would allow them to stay in the heart of their customers?

The term service has been so used for so long that it could be said that it is already being worn down and many organizations take it for granted, which many of them do not fulfill, and this is due to the lack of willingness to go further in the Customer satisfaction. In this regard, Mazo affirms that there are seven reasons why services in the business environment are deficient:

• "We are bad clients and we deserve bad services
• Poor administration of customer dissatisfaction which increases bad service
• Dedication to service is directly proportional to the volume of business
• Employees pay dearly for their service errors
• The absence of a specific definition of service for the company
• The service has not been applied as an organizational but personal knowledge
• The attitude of indifference on the part of the companies "[Mazo, 2006, p.19] ⁽²⁾

Such behaviors that would result in failure could be identified in various companies. However, there may be cases in which, despite the goodwill of the organization, there are factors that may make it impossible to provide a good service due to the same client. One of them is what Mazo Mejía calls the dictator client: "companies are afraid of customers and they know it. After all, the only thing that matters is that the customer buys and if that is achieved, To endure many of his false exits, including his cynicism, his threats and his temperamental responses. " [Mazo, 2006, p. 60] ⁽³⁾ .
Now, it could be said that a client acts as a dictator if:

• There is blackmail to the organization in front of the competition.
• There are returns that go beyond the parameters initially set.
• If you cancel the orders each time you want without justification.
• Due to the various exaggerated demands of the established commercial conditions.
• It requires extemporaneous discounts.
• There is abuse in the name of client against the employees and by such they are run over.
• Exaggerates lies for the supplier to be whoever assumes the misuse of the product.

One thing to note is that the application of the services has always been present in the different organizations, it must cover all the staff whose work is in contact with the customers. It is important to emphasize that each organization designs its own strategies for the satisfaction of its raison d'être, that is, its clients, making them part of its organizational culture. (Serna Gómez, H., 1999).

2. What CRM is and what it is for

CRM (Customer Relationship Management) or Customer Relationship Management is a tool that allows a strategic knowledge of customers and their preferences, as well as an efficient management of information about them within the organization, With the firm intention that there may be an adequate development of all the internal processes that are represented in the capacity of feedback and measurement of business results. However, CRM allows an integrated view of customers throughout the organization. One thing to note is that it is not very important if the CRM is based on technology, or if it is a collection of non-formal sources, as long as the organization is able to collect, organize, share and apply information that Has collected, which is truly the challenge that the company has. In the following graph, the pretension of the CRM is presented:

It could be said that one of the concerns that most concern the managers of the organizations is the customer service, because they are aware that this action is what leads the organization to true success and constitutes the differentiating action that makes it competitive against Their peers, thanks to the development of strategies. However, as already mentioned, CRM became the model that allows companies to materialize the strategies designed for the service, as it constitutes a business scheme whose objective is based on the selection, attraction, Retention and development of customers in order to maximize their value over the long term.
The above points out that both suppliers, consultants and the company in general draw from their convictions their own version of what customer service really is, bearing in mind that the CRM has demarcated a market from three types of definitions:

• Technology-centric: which may arise from the latent need for vendors to position their products and often gives a systematic response to issues centered on managing customer relationships.
• Focused on the customer's life cycle: this has emerged from the interest of all CRM users to make a description of a new business possibility or series of competencies focused on the customer's life cycle, leaving aside the product. Generally, this life cycle includes four important factors such as: attraction, transaction, service and improvement. Typically, in large companies, the areas that interact with clients in some of their care phases may present some variations and therefore there may be no coordination or optimization of services and resources. However, the definition of the customer life cycle for CRM is understood as that ability to interact smoothly with the customer or the market.
• Focused on strategies: its pretension is that there is a release of the term CRM of any type of technology, and to a lesser extent, the techniques used for customer management. This definition understands the CRM as the set of techniques used for successful competition in the market and the generation of a value for all the shareholders of the company. (Greenberg, P., 2003).

The CRM can be a business strategy focused on achieving a new competitive advantage in the long term, thanks to the optimal delivery of value to the customer and the same obtaining of value that has a business simultaneously. Currently, many companies in Argentina and in Latin America apply the CRM with successful experiences, one of them is due to the pharmaceutical companies Genfar SA, a company that for some years began to implement a system called CRM SalesLogix and the mobile plugin called Mind SMS, for its Sales and Customer Service processes. This project established specific objectives related to better care for clients and the population of doctors, which is a key factor in this market. Among the successful results of the application of this project in Genfar SA, are:

·         "Every day the commercial adviser performs at least a synchronization to update the information in the central system and receive updates of the information of its territory and other aspects necessary to fulfill its functions. Client orders are sent in an agile and timely manner , In such a way that the Genfar supply chain has been able to accelerate, improving the level of customer service.

·         Genfar now has a 100% coverage of the country (Colombia) and 95% of orders from direct customers are taken through mobile devices (PDA's), significantly reducing the function of re-entering orders In the transactional system "[Mind, 2010, accessed on 11/25/2012.] ⁽⁴⁾ .

·         "It has managed to reduce significantly the time of ordering and delivery to direct customers, achieving in many cases delivering the same DIA within a few hours of order taking

·         Genfar is giving great support to its distributors, managing to integrate Genfar information with data in the information systems of the distributors, so that they know in due time the needs of transfers to the final customers, ie Genfar indirect customers "[Mind, 2010, accessed on 11/25/2012] ⁽⁵⁾ .

From the experience of Genfar SA with CRM, it is possible to infer a service strategy based on two premises:

• That which measures the activities that are focused towards the client and that has the potential to measure all the activities generating value; the technology itself no longer constitutes a competitive advantage since it has been replaced by that ability to obtain, retain and improve the relations of the organization with its customers. However, CRM's measurement potential clearly represents a way of understanding the management of all those activities that have to do with customers.
• The second premise is based on the fact that the use of technology streamlines relationships existing and carried out by different means, but considering that in the long term it could become a disadvantage due to its high costs. An important aspect to emphasize is that understanding the behavior of both the past and the future is key to having a competitive advantage, keeping in mind that when companies do not have an excellent performance in the area of ​​customer service they are doomed to failure . (Sánchez Carvajal, JH, 2011).

Today it could be affirmed that the most important components of the economy are the information and the service that is provided to the client. According to the above, the CRM is born as the point of intersection between both components with the objective of allowing, from the point of analysis of any business, that effective information can be effectively captured so that any official of the organization can give Response to that customer's life cycle during and after their relationship with the company, in such a way that the customer can be monitored as a fundamental element in the existence of the organization.

For those organizations that do not make a detailed analysis of the cost-benefit of processes, types of customers, the regulatory and economic framework, CRM application can become an expensive tool. However, CRM intends to have an integrative vision of customers under five essential functions: the integration of a complete vision of the client; Its strategic segmentation; The formulation, customization and differentiation of value propositions; A communication of the proposal of personalized value and a system of delivery and communication that supports the relationship and the transaction. (Sánchez Carvajal, JH, 2011).
This business strategy, presented previously, is oriented to any type of organization, that is to say, no matter its size or dedication because its objective is in the constant search for new clients and in the conservation of the current ones, with the firm purpose Ensuring that its implementation is key to organizational development and competitiveness.

Mazo Mejía (2007) argues that the reasons why the success of CRM implementation is elusive is because it exists:

·         Confusion: because many organizations acquire technology, but not philosophy.

·         Total responsibility for implementation in the organization's IT area: the directives assume that the execution of the CRM is the exclusive responsibility of the System department for being a tool that uses the technology, without taking into account that it Department has only a partial view of the whole business of the organization and that implementation should be an activity that involves all areas of the company.

·         Lack of interest and lack of commitment on the part of the top management: it is necessary for the CRM to fulfill its mission, the top management of the organization should assume a high commitment to achieve changes of approach of the products towards the clients.

·         Looking only inward: when organizations focus their attention only on the inside, they make the development of their actions complicated because all their attention is centered on their products and not on their clients, resulting in organizational inertia and personal interests. Very often it has been established that senior managers prefer to look within the organization and do not see clients with as much interest as themselves.

·         The system is not used: when there is success in its implementation, the users do not assimilate and internalize the change and do not make use of the information for the strategic decision making because the management of the change has not been handled in the most appropriate way. By virtue of this, training and teamwork should be a continuous action.

·         Absence of data quality: this is one of the problems that must be faced mainly by the organization, because the backbone of CRM is information and if it is not quality, it can not be successful. One aspect to be highlighted is that standardization of information is a key aspect to give an adequate management, which can be reflected in the achievement of homogeneous capture methods that allow each data that is entered into the organization is linked directly with a Vision of CRM.

·         Divided work: the division of the processes that are associated with the clients continue being a constant in its execution by the different departments of the organization, what prevents that the benefit of feedback between departments evolves.

·         Believing that CRM is a loyalty program or a set of points: the points program is a tactical tool that although it seeks to measure how the behavior of purchases of customers, alone does not generate any value. However, as a tool it provides support for CRM management for those organizations that have no contractual relationship with any client.

·         Long-term project: Many organizations have the belief that the application of CRM must give results in the short term, without having a medium- and long-term vision.

·         Definition of horizon: some of the CRM initiatives are not congruent with expectations, so it is likely that these expectations will not be weighted in relation to the resources to carry them out and are therefore limited, among other things, by The absence of sufficient personnel to carry them out, or that, conversely, the investment of resources exceeds the intended objectives, generating inefficient oversized actions

3. Fundamentals of CRM

When CRM is assumed as a business philosophy, there is a defined business behavior towards customer-oriented, precise thinking changes.

The CRM is a strategy that seeks to learn about all the needs and behaviors of the clients, with the firm intention of establishing closer relations with them. Now such relationships are at the heart of a successful business. On the other hand, it can be established that CRM has a great technological component, but it is a real mistake to think of this strategy in purely technical terms. It is because of the above that the easiest way to think about the CRM tool is to see it as a process that contributes to the gathering of information elements about customers, the market, sales, responses, effectiveness and trends that may have the market. It is because of the above that César Jaramillo proposes that CRM is a tool that provides functionalities such as:

4. Critical success factors

Among the critical success factors that can result from the implementation of the CRM tool, we can highlight:

• That the organization has a sales force trained and characterized by its proactivity.
• Be convinced of the benefits and especially of the sales force that the organization will have.
• Directly link the sales force in the development of the project.
• Make a system approach in a gradual way, in such a way that it can be refined during its implementation.
• Stake out the training program whenever required.
• Always apply the 4 pes: planning, people, processes and technological platform

5. What should be delivered with the CRM?

With the implementation of the CRM, it is sought that it can help the organization to better use the technological and human resources, in order to obtain the best way an understanding of the behavior of customers and their value. According to the above, it could be said then that with the successful implementation of the CRM, the organization will achieve:

• Provide a more effective service for your customers.
• Cross-sell more efficiently.
• Finalize business more dramatically.
• Simplify all processes related to marketing and sales.
• Evolution of sales.
• Lower costs.
• Customer loyalty.
• Significant growth in transactions.
• Substantial increase in purchases.
• More efficient call center.
• Development of profitability.

In summary, the information generated by the CRM should be used to simplify and align organizational processes and strengthen other business areas, such as sales, marketing and services, in order to increase profitability and Decrease in costs.
Companies are often excellent at determining their financial performance; However in general are not very good determining how to manage their customers. Understanding customer management effectiveness, defining the value proposition, incorporating the right staff, and understanding the impact of the media and communications are key to getting to the place where companies are of World class. However, all customers are one of the most important assets of the organization and the CRM is the one who ensures that the asset is leveraged in the best way by optimizing all the interactions, both sales, marketing and Of the service itself. Finally, it all depends on the understanding of how the consumer behaves and on how much this understanding can be harnessed to their advantage.

6. How can a CRM be successfully implemented?

To achieve success in CRM implementation, organizations must keep in mind some key elements such as:

·         Divide the CRM project into manageable parts, that is, pilot programs must be structured and designed just as short-term control points must be defined. A pilot project involving all necessary administrative areas should be started, it should be small enough and flexible enough that precise adjustments can be made along the way, since CRM should not be viewed as a Linear process.

·         Be clear that such plans include an architecture that is scalable.

·         Do not reject the amount of information that can reach the organization, keeping in mind that if in the future it is indispensable to carry out an expansion of the system, with that one can be guaranteed its realization.

·         Carry out a careful analysis of the data that will be collected and stored, as the natural tendency is to take and store each data that reaches the organization. The storage of useless data is a waste of both time and money.

·         The knowledge that the clients are individual and that consequently they must respond to their needs appropriately.

·         Be clear that customer information provides a valuable insight into the relationship with them. How?

o    Management of the data in a meticulous way, ie, it is necessary to be clear that the organization must have an integral vision of the client through which is aware of the value of information that will enrich any initiative towards the client.

o    Powerful analysis capability that enhances historical and real-time information.

o    Establish processes and use administrative tools that are adaptable to all customer needs.

o    Develop solutions models that integrate both the market, data and creative strategies with CRM technology.

However, in order to start the application of the CRM tool it is necessary to answer some basic questions in order to be clear on when and how the CRM should be addressed, in order to achieve its great benefits. Such questions are:

• "Is it strategic?
• Where does it hurt?
• Is perfect information necessary?
• Where to go after here? "[Tobón Quintero, 2004, p. 92].

It is also necessary to identify what are the critical activities that must be anticipated before thinking about a CRM project:

• Adapt from a pragmatic and disciplined CRM approach.
• Make a structuring to the projects.
• Let there be a definition of the approach of the tool.

The success achieved with the implementation of CRM is based on the definition of modest objectives, which will serve as a springboard for the solution of additional problems and relatively small in scope. These objectives are aimed at:

• Address all the investment that has been made to the implementation project to provide solutions to all the problems detected within the cycle related to customers. This action can consist of the segmentation and selection of customers, to the completion of those activities developed within the organization to make them consume more products or services that are offered.
• Accept the benefits of convincing that the CRM tool is synonymous with creating a company in real time.
• Make use of CRM in real time exclusively for those situations related to some problems with customers, resolving them through the provision of data and information without errors.
• Have strategies for improving relationships with customers, which must be optimized and improved in advance of adverse circumstances.

7. Development of indicators in CRM

Many of the disappointments with CRM are marked by the lack of a clear definition of what is expected of it and how it should be measured. In order for organizations to assess whether their implementation was successful, they should answer questions such as: What has the organization learned? What has been improved and improved? What has been updated in the organization? Is improving? What things are still the same? How much is customer focused? Probably the answers to these questions could generate surprises in the organization.

On the other hand, it is possible to establish that the indicators in the management of the clients can be a fundamental element for the orientation of the strategies and this is because they allow that is detected what is good or bad, as if if such conformities Or nonconformities are shared and assimilated by all members of the organization, in order to provide substantial support to management in improving processes.

Measuring the CRM is a complex action, in which you can use a system of indicators that can range from the strategic to the operational. The construction and start-up of such systems should depend on the planning horizon, the market changes, the strategic framework and the business objectives that the organization has established, and the degree of impact of the CRM solution on companies and In the customers. On the other hand, how to create and benefit from the knowledge of customers will be a debated question and therefore, all indicators may be susceptible to questioning.

For the organizations, the incorporation of technological tools that give solution to their problems has constituted an essential part of their development, being this a true business value. However, organizations must be able to perform an adequate measurement of all activities that are related to customers, in order to give adequate guidance to CRM programs. On the other hand, it is necessary to clarify that such measurement can occur through multiple parameters and through different means which makes it an action not very simple, for example, nowadays customers contact the organizations making use of varied Digital and interactive tools.

The way companies are organized today, ie by production lines is not enough to take full advantage of all those opportunities and activities that have a relationship with customers. According to the above, it could then be established that the ideal is that all companies focus all their activities towards customers and not towards products or, if not, to implement new ways to measure customer-facing activities.

According to the above, the following question could be asked: why make use of indicators then ?, the answer to such question is based on the fact that to manage effectively, it is necessary to make a measurement. And that is why to measure the use of the CRM tool should be aware that its basis is based on:

• According to the internal decision-making styles, the models used for the measurement are: return on investment, intangible benefits or assets, competitive valuation, value orientation, and experience. Instinct. Companies often adopt more than one of these styles consciously or unconsciously.
• Guide current activities or strategies. Measurement systems are also used to inform and guide current customer-related activities. With this they decide which strategies to adopt and support the routine tasks of contact or administrative employees "(Tobón Quintero, 2004, p.95) ⁽⁷⁾ .

It is important to note that the measurement models used should include: customer behavior, asset management and brand performance, marketing, sales force, service centers, supply chain and page Web, among others. However, since the interactions that the organizations have with their clients are varied, these measurements will have as their characteristic heterogeneity. On the other hand, the previous models can have a direct approach and the value-generating processes that deliver products or services to the outside, that is, towards the customer and their behavior.

The complexity of the measurement process of the CRM is to go beyond the fact of evaluating only the behavior or perception of the customers. As a result, the control of internal activities allows to go beyond those that have a direct impact on the client and should include, for example, the measurement of the specific attributes of what a product or service involves both suppliers and The same business partners. And what should CRM measure? With this tool should be weighed all those activities of the organization that have relationship with customers, both in their behavior and perception.

The Balanced Scorecard, proposed by Robert Kaplan and Norman Norton, was born as a core tool of the strategic management system of many companies worldwide. The goal of the Balanced Scorecard is to translate organizational strategies into four perspectives: customer, internal business, innovation and learning, and financial perspective; Which are based on a set of strategic objectives that imply a chain of management indicators, goals and initiatives. (Montoya Agudelo, et al., 2011).
The first perspective developed by Kaplan and Norton, the client's, can have significant support in CRM. However, while customer-referenced indicators are discussed in the Balanced Scorecard, CRM also includes measurements of lower levels of abstraction. The constant rethinking of the strategies towards the clients can be applied under the technological solutions of the CRM since they allow the execution of digital form of such strategies.

It is not common to have a measurement of the mechanisms that were used to create the knowledge of clients, much less the mechanisms that generated the strategies for them, however the CRM allows to visualize and analyze the results of such strategies, Making them future indicators of financial performance for the organization. The CRM can potentially be extended to measure how frequently and accurately customer strategies are reviewed and reformulated, thus allowing:

·         Predict future states: to anticipate all the needs established by customers, we use the CRM tool that allows us to glimpse a future customer or the same market conditions. In the same way, this tool allows the improvement of the design of the products or the construction of the same ones by means of a more precise assistance with the clients. However, thanks to the advances in technology, it is possible to rescue a set of data that can represent all the behavior of the market, resulting in a better view of the organizations about it and the customers. According to the above, companies must shape or reconfigure their internal conditions in relation to the variable conditions of the environment, because of this depends their degree of relevance and assertiveness as key elements of organizational competitiveness.

·         Confusion in the measurement of the CRM: in general it can be said that the most relevant factors that have contributed to the complexity in the use of the indicators are:

o    Existence of various channels for the exchange of information or for the delivery of the products or services to the customers.

o    Differentiation between the business units of the organization, products and services that will generate disconnected human and methodological processes.

o    Increased integration of data and processes among value chain companies.

o    Differences in decision-making styles related to customers.

o    Differences in the objectives of the measurement system.

8. Possible mistakes in the CRM project

Among some of the errors that can be incurred during the implementation of the CRM tool, the following can be highlighted:

• Convert CRM into a fixed tool to polish all the performance in the margins of the organization.
• Assume technology as the only element that gives benefit. In the CRM, strategies must be developed that are oriented, disciplinary and with a high commitment to the organization, because it is not only a question of the size of the platform, but of the services.
• Clear absence of customer-oriented strategies, as well as an accurate organizational structure to provide support.

However, it is necessary to develop some validation activities that need to be kept in mind before applying the CRM tool. It should be started by defining the type of information that is required of the customers and what their final destination. Subsequently, the way in which information from customers to the organization is to be evaluated, as well as where and how it is stored and, most important, how it is used today.

CONCLUSION

The analysis of CRM conceptualization determines which are the strategic aspects that can be applied to the services offered in the organizations, since the clients constitute the fundamental element for the organizational development and for that they must be the objective towards which all The energies for your satisfaction.
One of the main concerns of any organization is the subject of customer service and this is because it is a fundamental aspect for organizational success, independent of the commercial activity performed. In this sense, customer service becomes that differentiating element of the company for the achievement of a loyalty of its customers and for the attraction of new ones.

It is because of the above that the CRM tool is used that should not be implemented until there is clarity about who are really the clients of the organization, what is the address that is planned and what is the pretension that has with the Information that reaches the company.

Finally, it can be said that the CRM is translated into a fundamental experience for the contact with the clients, reason why it can not be seen only as a limited issue towards the obtaining of a good product or of an excellent communication. It is then necessary to understand the life map of the customers, their needs to generate impacts with either the product or service. When the organization gives a true value to the client, it does not allow the client to invest too much time to give solutions to their problems. It is then necessary for the client to obtain satisfaction with each contact he has with the company, so that a space of successful experiences is possible, allowing the construction of true relationships between client and organization.

REFERENCES

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